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Becoming One Across Different Realities

Arvidsson Bergving, Ellen LU and Vraka, Evanthia LU (2026) BUSN49 20261
Department of Business Administration
Abstract
Organizational change is widely researched, yet less attention has been given to how planned global change unfolds across the levels and locations of a digitally coordinated multinational organization. This study investigates how a global transformation programme is interpreted, negotiated, and shaped as it moves through such a setting. The study follows an interpretive qualitative research approach. The empirical data was gathered through semi-structure interviews with leaders across different organizational levels and national contexts within a single multinational digital engineering case organization. The theoretical framework combines traditional change management theories, using a process-oriented understanding of organizational... (More)
Organizational change is widely researched, yet less attention has been given to how planned global change unfolds across the levels and locations of a digitally coordinated multinational organization. This study investigates how a global transformation programme is interpreted, negotiated, and shaped as it moves through such a setting. The study follows an interpretive qualitative research approach. The empirical data was gathered through semi-structure interviews with leaders across different organizational levels and national contexts within a single multinational digital engineering case organization. The theoretical framework combines traditional change management theories, using a process-oriented understanding of organizational change. Latour’s distinction translation model serves as the central analytical lens, supported by literature on organizational culture, leadership, and digitally mediated coordination. This thesis challenges linear views of change implementation by showing how transformation initiatives are translated, interpreted across organizational contexts. The findings highlight leadership, culture, communication infrastructure, and capacity as interrelated conditions that both enable and constrain the embedment of the programme's vision, with these conditions unevenly distributed across markets. The study contributes to the literature on planned change and offers practical implications for managers leading distributed transformation programmes. (Less)
Please use this url to cite or link to this publication:
author
Arvidsson Bergving, Ellen LU and Vraka, Evanthia LU
supervisor
organization
alternative title
A Qualitative Case Study of Global Transformation in a Multinational Digital Engineering Consultancy
course
BUSN49 20261
year
type
H1 - Master's Degree (One Year)
subject
keywords
Global Transformation, Planned Change, Organizational Culture, Leadership, Communication, Digital leadership, Multinational consultancy
language
English
id
9240541
date added to LUP
2026-06-18 16:38:29
date last changed
2026-06-18 16:38:29
@misc{9240541,
  abstract     = {{Organizational change is widely researched, yet less attention has been given to how planned global change unfolds across the levels and locations of a digitally coordinated multinational organization. This study investigates how a global transformation programme is interpreted, negotiated, and shaped as it moves through such a setting. The study follows an interpretive qualitative research approach. The empirical data was gathered through semi-structure interviews with leaders across different organizational levels and national contexts within a single multinational digital engineering case organization. The theoretical framework combines traditional change management theories, using a process-oriented understanding of organizational change. Latour’s distinction translation model serves as the central analytical lens, supported by literature on organizational culture, leadership, and digitally mediated coordination. This thesis challenges linear views of change implementation by showing how transformation initiatives are translated, interpreted across organizational contexts. The findings highlight leadership, culture, communication infrastructure, and capacity as interrelated conditions that both enable and constrain the embedment of the programme's vision, with these conditions unevenly distributed across markets. The study contributes to the literature on planned change and offers practical implications for managers leading distributed transformation programmes.}},
  author       = {{Arvidsson Bergving, Ellen and Vraka, Evanthia}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Becoming One Across Different Realities}},
  year         = {{2026}},
}