Public Management Seminars IV - Caroline Fisher

ABSTRACT

This article investigates the role of internal change agents in advancing digital transformation within public sector organizations, focusing on two mid-sized municipalities in Germany. In response to the complexities of digitalization, these change agents guide their peers in adopting new technologies, bridging the gap between strategy and implementation. Through an 18-month diary study (N=68, n=1,007) and interviews with 20 change agents and using role socialization theory, the study identifies phases in their development, from anticipation of the new role to initial learning, adaption and eventually integration and role mastery. The results show that these change agents act as knowledge brokers and motivators, helping build digital skills among colleagues. As a result, this study shows that change agents can facilitate the adoption of digital change effectively and, therefore, it becomes clear which role individual public servants can play in digital change, offering a replicable model for public organizations undergoing digital transformation.