An investigation into the factors determining digital transformation's success in government sectors

Abstract

This dissertation explores key factors for digital transformation (DT) success in government sectors, emphasizing the strategic alignment between IT and business strategies. This focus is driven by the high failure rate of DT initiatives, often resulting from misalignment and the delayed recognition of IT's strategic importance by non-IT leaders. The study aims to investigate the interplay between strategic alignment and the socio-technical system in DT, examining how this alignment influences DT success and investigating the mechanism through which strategic alignment is effectively executed. Further, the research assesses the impact of managerial efforts as a precursor to strategic alignment. Additionally, it evaluates the influence of organizational challenges, such as structure and culture, on DT. Utilizing Partial Least Squares Structural Equation Modeling (PLS-SEM), the research introduces and validates the Government Digital Transformation (GDT) model, demonstrating substantial explanatory power (R² = 0.630) and high predictive power. Key findings highlight strategic alignment, supported by managerial efforts, as essential for DT success. IT governance, along with scalability and adaptability, serve as critical mechanisms boosting the effectiveness of strategic alignment. Contrary to initial expectations, the government's rigid structure and bureaucratic culture did not impede digital transformation, likely due to the mitigating effects of IT governance and proactive leadership engagement. These insights enhance both academic and practical approaches to DT in government sectors.