Wind of Change or Just Another Digitalization Breeze?
Lessons from Municipal Digital Change Agent Initiatives
DOI:
https://doi.org/10.59490/dgo.2025.1030Keywords:
Digital Transformation, Internal Change Agents, Public Administration, Municipalities, E-governmentAbstract
Digital transformation (DT) is a critical challenge for public administration, requiring municipalities to modernize services while overcoming bureaucratic inertia and workforce resistance. Hence, many German states have recently invested in municipal digital change agent (MDCA) initiatives (kommunale Digitallotseninitiativen) to facilitate and accelerate the DT process within municipalities. However, the effectiveness of such initiatives remains underexplored, as public sector constraints differ from those in private organizations, and due to their novelty. This study adopts a case study design using interviews and document analyses to examine the effectiveness and potential of MDCA initiatives. The findings indicate that the success of digital change agents is contingent on clearly defined roles, effective communication strategies, and adequate resource support. The findings highlight key drivers of success, including digital capabilities, appointing dedicated digitalization staff, fostering proactive employee initiatives, participatory leadership, proactive communication, (re)building trust, and personal benefits. However, several challenges impede MDCA’s effectiveness, such as unclear role definitions, insufficient training, lack of assigned responsibilities and communication, resource scarcity, and inadequate leadership support. Structural obstacles, such as low prioritization of digitalization, absence of incentives, and resistance from tenured employees, further restrict progress. The study derives four propositions regarding the effectiveness of MDCA initiatives and DT enhancement in public administration: Clearly defining the MDCA role and responsibilities, assigning DT responsibilities to managers, increasing visibility and prioritization of DT, and introducing incentive mechanisms to foster engagement. These insights contribute to the literature on DT and change management in public administration, highlighting the need for structured frameworks and accountability measures. While MDCAs can act as catalysts for digital change, their effectiveness depends on strategic alignment, leadership commitment, and adequate resource allocation.
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