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Leading Digital Change and the Management of Hybridity in Social Work Organizations

Leading Digital Change and the Management of Hybridity in Social Work Organizations
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Author(s): Maik Arnold (University of Applied Science Dresden, Germany)
Copyright: 2021
Pages: 19
Source title: Handbook of Research on Policies, Protocols, and Practices for Social Work in the Digital World
Source Author(s)/Editor(s): Fahri Özsungur (Mersin University, Turkey)
DOI: 10.4018/978-1-7998-7772-1.ch004

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Abstract

Constant organizational changes and simultaneous confrontation with different ‘rationalities' of their stakeholders have become a new 'normality' in social work management organizations. This chapter addresses the design, implementation, and sustainable development of an innovative transformation framework of leading digital change consisting of four interrelated phases: (1) identification of the demand for change, (2) development of a digital change strategy, (3) implementation of digital transformation, and (4) monitoring and optimization. This framework can be applied at the level of individual change agents, change programs and initiatives, and to the organization itself. Future research needs to discuss benefits and drawbacks to related challenges in its implementation that require organizational learning, the replacement of old management practices, the development of new digital literacy skills and leadership competencies, and the facilitation of personnel development to mobilize the staff to enact changes in their behavior, values, and attitudes in volatile environments and uncertain times.

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