Institutionalisation of digitally-enabled service transformation in the UK public sector: an exploratory study on the roles of the actors and structures

Abstract

The successful institutionalisation of digitally-enabled service transformation (DEST) in the UK public sector has always been a challenge for the government. Associated with technology and managerial impediments, the derailment of several DEST projects in recent years has attracted much scholarly debate. Nonetheless, overt emphasis on the antecedents and effects of DEST institutionalisation has concealed the real events underpinning the transformation process, especially the ‘social’ interactions between the institutional actors and structures, as well as their role in the DEST institutionalisation process. Hence, this research aims to explore the roles of the actors and structures in DEST institutionalisation as working practice in public institutions. To do so, this research develops a conceptual framework grounded on Institutional Theory and Structuration Theory concepts, derived from the analysis of four past DEST cases in the UK. The framework is used in a qualitative enquiry that explores the well-publicised Universal Credit transformation case through interviews, focus groups and review of documentary and parliamentary-select-committee-media evidence. The findings offer insights into the deinstitutionalisation and structuration processes in the study of DEST institutionalisation to better understand the implementation of change in public institutions. This study concludes that actors and structures play important roles in structuring the DEST institutionalisation process as working practice in public institutions. Actors could manipulate structures of meaning, power and norms to promote desired actions in shaping practices that support DEST institutionalisation.