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In its zeal for organizational change, a Chinese state-owned enterprise encountered a myriad of impediments. This inductive case study aims to examine and untangle the roots of those impediments through grounded theory. The research results suggest that employees' attitudes towards change, organizational aspiration for change, and change context affect the process of change. In particular, (1) employees with higher adaptive capability on change and lower professional status are inclined to have a more positive attitude towards change; (2) higher organizational performance and poor communication of reforms decrease organizational desire or inclination for change; (3) informal influence of internal information spread promotes acceptance of reform; and (4) external influence of consultants accelerates acceptance of change. As a result, S Group implemented corresponding unfreezing change strategies, which eventually won the support for change of a majority of employees. This engaged case study also provides new insights into Bourdieu's Practice Theory as applied in the context of Chinese state-owned companies. [ABSTRACT FROM AUTHOR]

Efforts to enact organizational change in a Chinese state-owned group faced impediments. This study examines the roots of those impediments through Bourdieu's Practice Theory's attention to Habitus, Field, and Capital. In so doing, this case study finds that centers of Economic Capital are inhibitory to organizational change, while centers of Social and Cultural Capital embrace it. Those enmeshed in the Field are also more likely to support change, as are those who work to convince others about its benefits, through the action of Moves in the Habitus. As a result of these findings, the authors propose solutions, based on Bourdieu's principles, to ensure successful organizational change, including recognition of influencers with Social Capital and working more intensively with those low in Economic Capital. [ABSTRACT FROM AUTHOR]

As the focus on digital transformation and its unexplored opportunities is prospering, consulting firms have also turned their attention to it. Despite this increased attention, digital transformation project failure rate remains high, thereby reaffirming the "IT productivity paradox" or "AI productivity paradox. The purpose of this paper is to holistically scrutinize the current approach of digital transformation consulting. A deductive qualitative study draws upon the Human Technology Performance model to elucidate papers on digital transformation published by four major management consulting firms in 2014-2019. Whereas the focus on customer-centricity and some measures of corporate performance is prominent in the consulting approaches, the study results have revealed several "blind spots" that are still either neglected or poorly covered. Three main blind spots are particularly prominent from the analysis. First of all, consulting firms often apply a "one size fits all" approach, thereby neglecting contextual factors, such as age, size, or industry. Secondly, they neglect process level in the return on investment of IT. Thirdly, the suitability of IS development methods remains poorly considered. Hence, the paper argues that, while consulting firms purport to support digital transformation exigences and efforts, they, in fact, adhere to traditional approaches to business consulting. [ABSTRACT FROM AUTHOR]