In an era defined by rapid technological evolution and increasingly globalized markets, the alignment of information technology (IT) strategies with broader business goals remains a formidable challenge for multinational organizations. A pioneering academic study now offers critical insights into how global IT directives are not merely implemented but dynamically adapted at the local level—a process deeply influenced by cultural contexts rather than just organizational systems and structures. This research, recently published in the esteemed Qualitative Research Journal, illuminates the interplay of technology, organizational frameworks, and culture through a robust grounded theory methodology.
Dr. Godfried B Adaba, from the Royal Docks School of Business and Law at the University of East London, spearheaded this rigorous investigation into the sociotechnical complexities underlying digital transformation within multinational telecom subsidiaries operating in Ghana. The study advances the methodological landscape by proposing a clearer and more structured framework for analyzing complex digital change, moving beyond reductive or purely system-focused interpretations. By harnessing qualitative methods such as in-depth interviews, document analysis, and direct observation, the research reveals the nuanced processes through which business and IT strategies achieve alignment—or, importantly, “hybrid alignment”—in real-world settings.
The core revelation of Dr. Adaba’s work lies in demonstrating the critical role of ingrained cultural habits in shaping how global IT strategies are interpreted and adjusted. These habits encompass attitudes toward hierarchical structures, varied communication styles, and differing degrees of comfort with challenging authority figures. The research underscores that directives emanating from headquarters are frequently adapted in local contexts to ensure practical feasibility and contextual relevance. This negotiated blend of global guidelines and local practices forms what Dr. Adaba terms “hybrid alignment,” highlighting the adaptive, interpretive nature of strategy execution.
This groundbreaking perspective challenges conventional wisdom in international business and technology management that often treats IT strategy implementation as a linear, top-down process. Instead, hybrid alignment posits a dialectical process wherein strategies are continuously reshaped through social interactions and cultural negotiations within subsidiary teams. It brings to light the layered complexities of sociotechnical systems, where technology cannot be decoupled from the social environment into which it is deployed. Thus, Dr. Adaba’s framework offers a more holistic and realistic understanding of digital transformation in multinational enterprises.
Such findings bear profound implications for organizational leaders tasked with steering digital agendas across geographically and culturally diverse units. The study advises against rigid, one-size-fits-all strategic mandates, advocating instead for frameworks that explicitly accommodate local adaptation while maintaining overarching strategic coherence. Leaders are encouraged to reconceptualize control mechanisms as facilitative rather than coercive, enabling localized interpretation that respects cultural particularities without compromising global corporate objectives.
Furthermore, Dr. Adaba emphasizes that organizational decision-making structures must be recalibrated to reflect these cultural intricacies. In environments characterized by strong hierarchical norms and subdued discourse, employees may withhold critical feedback or refrain from questioning managerial decisions. Ignoring such silent dynamics risks misalignment and strategic drift, as frontline realities diverge unsubtly from headquarters’ intentions. Hence, the research calls for leaders to develop culturally attuned communication channels and participatory decision-making processes that surface otherwise hidden dissent and insights.
The academic rigor and practical urgency of this study lie in its grounded theory approach, which systematically builds theoretical constructs from empirical data collected in authentic organizational contexts. This method allows the emergence of nuanced conceptualizations tailored to capture the multifaceted nature of sociotechnical complexity. It serves as a vital corrective to dominant models that overlook the everyday lived experiences of technology users and the socio-cultural patterns influencing their engagement with digital transformation initiatives.
Dr. Adaba’s research delineates a way forward for scholars and practitioners alike who seek to deepen their understanding of how complex IT changes unfold on the ground. By foregrounding culture as a critical lens, the study encourages more empathetic, context-sensitive analyses and interventions that bridge the often-lamented gulf between global strategy and local execution. Moreover, it underscores that digital transformation is not a purely technological endeavor but a fundamentally social and organizational process.
The implications for multinational corporations are multifaceted. Deploying the insights from this research means investing in cultural competence and local managerial capabilities that can skillfully interpret and localize global IT initiatives. Additionally, it calls for iterative feedback loops and adaptive governance models that can accommodate emergent local needs and sensibilities. Such agility not only fosters better strategic alignment but also enhances resilience and innovation in digitally transforming enterprises.
While the case study centers on multinational telecom subsidiaries in Ghana, the theoretical contributions are significantly broader, offering transferable lessons to diverse international business contexts. The study’s nuanced view encourages global organizations to embrace complexity and cultural diversity as assets rather than barriers in digital transformation efforts. This paradigm shift—from imposing uniform solutions to enabling hybridized, culturally cognizant strategies—marks a critical evolution in managing global IT systems.
Ultimately, Dr. Adaba’s research enriches the discourse on sociotechnical systems by elucidating how digital transformation decisions are socially enacted, negotiated, and reconfigured within organizational cultures. It invites further exploration into the black box of cultural influences on technology strategy, paving the way for more sophisticated models that integrate systems thinking with ethnographic sensitivity. Such integrative frameworks are essential for comprehending and managing the intricate realities of contemporary digital business environments.
This illuminating study not only advances methodological sophistication in qualitative information systems research but also equips leaders with actionable knowledge for fostering effective digital transformations worldwide. Incorporating the human and cultural dimensions of strategy execution promises more sustainable, impactful technological change and opens new avenues for research at the intersection of culture, technology, and organizational studies.
Subject of Research:
Alignment of global IT strategies with local business practices through a cultural lens in multinational organizations.
Article Title:
Theorising sociotechnical complexity: a grounded theory framework for qualitative information systems research
News Publication Date:
3-February-2026
Web References:
References:
Adaba, G. B. (2026). Theorising sociotechnical complexity: a grounded theory framework for qualitative information systems research. Qualitative Research Journal. https://doi.org/10.1108/QRJ-06-2025-0209
Keywords:
Digital Transformation, IT Strategy, Cultural Adaptation, Hybrid Alignment, Sociotechnical Complexity, Grounded Theory, Multinational Organizations, Organizational Culture, Communication Styles, Hierarchical Norms, Decision-Making Structures, Qualitative Research
