Exploiting Resource Fluidity for Digital Transformation - A Revelatory Case Study

Abstract

Digital transformation (DT) is a prevalent phenomenon across multiple industries with substantial impacts at the organizational, industry, and societal levels. Although DT have been explored in various contexts, most studies have taken for granted that the focal organizations could afford and own the human, technological, and monetary resources required for successful DT. However, not all organizations would want to bear the costs of owning these resources, and could seek to access them, but not own them, in a dynamic and transient arrangement. Using the case study of a mega church in New Zealand, we find that successful DT of such organizations is underpinned by attaining resource fluidity, which consists of 3 phases: the (1) Acquisition, (2) Activation, and (3) Application phases. This paper elaborates on each of these phases and presents a framework that could guide organizations to leverage resources they have access to, but not own to enact DT.