Abstract:

Digital transformation (DT) is increasingly recognized as a disruptive force reshaping organizational structures, governance models, and societal paradigms. As businesses and institutions undergo digital transformation, they are confronted with challenges that question the traditional boundaries of management theories. These challenges are not only technological but also deeply institutional, involving tensions between existing institutional norms and the emerging demands of the digital era. This transformation brings with it a complex interplay of institutional pressures and systemic coupling mechanisms that have yet to be fully understood or theorized. Therefore, the need for theoretical deconstruction and paradigm innovation is crucial to comprehending the transformative processes in the digital age. This study, using an institutional perspective, addresses these gaps by applying a systematic literature review (SLR) methodology, coupled with Python and R language analyses, to synthesize the antecedents, processes, and outcomes of digital transformation. The goal is to develop a robust analytical framework that provides both theoretical insights and practical guidance on how organizations can navigate the complexities of digital transformation.

The research constructs an analytical framework that centers on the triadic structure of “driving forces—transformation process—transformation outcomes.” This framework aims to integrate the dynamic relationships between external institutional drivers, the organizational transformation processes they induce, and the resulting organizational outcomes in the context of digital transformation.

Firstly, the study explores how institutional pressures such as policy, legislation, social expectations, competitive forces, best practices, and industry standards shape the digital transformation journey. It analyzes the ways in which these external forces—acting as institutional elements—drive organizational change by compelling firms to adopt digital technologies. The role of institutional pressures in fostering organizational adaptability to new digital practices is critically examined, with particular attention to the mechanisms through which organizations respond to external environmental shifts. The study emphasizes how these institutional drivers contribute to the acceleration of digital transformation across various sectors, compelling businesses to reconsider traditional practices and adopt new digital strategies.

Secondly, the paper delves into the mechanisms of de-institutionalization and re-institutionalization within organizations undergoing digital transformation. It posits that digital transformation is not simply the adoption of new technologies but also involves a cyclical process of dismantling traditional institutional norms (de-institutionalization) and constructing new institutional frameworks (re-institutionalization). This dynamic is central to understanding how organizations must manage the tensions between old and new systems during digital transformation. The study also highlights the evolutionary nature of this process, showing that organizations must constantly adjust and adapt as they encounter new digital technologies, competitive pressures, and regulatory demands.

Finally, the paper discusses the institutional outcomes of digital transformation, focusing on how these transformations lead to shifts in organizational structures and business models. Key outcomes discussed include technology adoption and the realization of new digital functions, servitization and intelligent transformation of products and services, and the reconfiguration of supply chains and organizational collaboration. These outcomes underscore how digital transformation is deeply institutionalized, affecting not only technological adoption but also the very way organizations operate and collaborate across value chains. The study provides a framework for understanding these outcomes through the lens of institutional theory, revealing how institutional environments play a significant role in shaping the trajectory and success of digital transformations.

From a theoretical perspective, this study constructs a multi-level analytical framework for digital transformation, integrating the fragmented research on digital transformation from an institutional perspective. It emphasizes that institutional pressures drive digital transformation through three mechanisms (coercive, normative, and mimetic), and proposes a dual process of de-institutionalization and re-institutionalization. This not only explains the institutional roots of the phenomenon of "digitalization without transformation," but also fills the gap between institutional theory and transformation practices in the context of the digital economy. From a practical perspective, the study highlights that China’s multiple transformation tasks require the external force of institutional environments to drive digital transformation. It suggests strengthening institutional supply and adaptation at the government, industry, and organizational levels to promote the deep integration and sustainable development of digital transformation.

Key words: digital transformation, institutional theory, institutional reform, institutional pressure

摘要：

数字化转型作为重塑现代社会组织形态与治理范式的革命性力量,正持续挑战传统管理理论的解释边界,其内在的制度性张力和系统性耦合机制亟待理论解构与范式创新。从制度视角切入,利用系统文献综述法,结合python和R语言分析,归纳数字化转型的前因、过程与结果,构建了“驱动力量—转型过程—转型结果”的分析框架。首先,基于制度压力,分析政策、法律、社会期望、竞争、最佳实践、行业标准等制度要素如何驱动数字化转型。其次,揭示组织数字化转型去制度化与再制度化的演进机制,提出数字化转型是传统制度规范的解构与新制度框架构建之间的循环演进过程。最后,讨论制度驱动的数字化转型成果,包括技术采用与功能实现、服务化与智能化转型以及供应链与组织协作的重构。研究突破了数字化转型的技术-组织二元分析框架,揭示了“数字化陷阱”的制度根源,为理解制度环境与数字化转型的复杂关系提供了新的理论视角。

关键词: 数字化转型, 制度理论, 制度变革, 制度压力