A Socio-Technical Perspective on Digital Transformation and Organizational Change. Empirical Evidence from C-level Executives

Digital transformation aims to reconfigure processes, structures, and relationships through digital technologies, with failure rates estimated at around 70%. Adopting a socio‑technical perspective, this paper conceptualises DT as the co‑evolution of different variables by examining how enabling conditions interact with technological infrastructures, organisational variables, and human factors. The study addresses three questions: (1) how the transition of the IT function from cost centre to strategic driver reshapes transformational leadership behaviours; (2) which leadership mechanisms most effectively reduce cultural resistance during IT strategic repositioning; and (3) which competencies are perceived as most critical for AI‑enabled DT. We employ qualitative content analysis of interviews with nine C-level managers. Findings show that resistance is a physiological, multi‑level phenomenon signalling socio‑technical misalignment rather than mere conservatism; that IT is increasingly reframed as a strategic engine, with CIOs/CTOs reporting directly to CEOs and business intelligence supporting value creation; and that cognitive and hybrid skills, combined with transformational leadership, are considered decisive. Finally, we argue that DT effectiveness depends less on specific technologies than on the alignment of technical, cultural, and leadership enablers, and highlights the need for continuous reskilling and leadership development.