Cognitive frames, framing strategies and technology value in digital transformation

Adopting a cognitive frames perspective and relying on a multi-case study of three organisations embarking on digital transformation, this study explores the organisational actors’ frames and framing strategies as they engage in digital transformation projects, and their role in creating value with technology. The findings identify three types of value related frames: cost efficiency, work satisfaction and comparative advantage, and three mechanisms that explain the emergence of these frames and the deployment of specific framing strategies to legitimatise them: the organisational wide expectations associated with technology benefits, the work knowledge and experience of organisational actors involved in the digital transformation project, and the level of complexity associated with the implementation of the digital transformation project. Our analysis indicates that the frames and framing strategies actors develop in relation to the new technology that underpins a digital transformation project (1) reflect the overall approach the organisation takes to digital transformation (its goals, governance structure and process implementation strategy) and (2) open up certain paths to value creation, while obscuring others. The study clarifies the role that frames and framing strategies play in explaining how organisations create value in digital transformation projects.