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NTU Management Review Vol. 34 No. 3 Dec. 2024

Logical Correspondences: Lessons from the Digital
Transformation Case Study via Institutional Logic Perspective

Hui-Fen Chen, Department of Education, National Taipei University of Education

1. Purpose

Digital transformation does not simply include the introduction and application

of digital technology; rather, it requires the organization to carry out simultaneous
changes (Verhoef, Broekhuizen, Bart, Bhattacharya, Dong, Fabian, and Haenlein, 2021).
Digital transformation also entails a holistic change across different levels of society,
organizations, and individuals (Faik, Barrett, and Oborn, 2020). Recently, scholars of
organizational research have adopted the “institutional logic” perspective as a powerful

lens that runs through the interlocking variability of social phenomena, organizations,
and individual practices (Faik et al., 2020). Numerous literature concerns the shift in
institutional logic within organizations under digital transformation. These studies point

out that introducing digital technology into organizations while bringing in new practices
may alter the institutional logic within the organizations: first, changes in the dominant
logic, and second, changes in the compatibility between different types of logic. Therefore,
through the perspective of institutional logic, this study aims to clarify the changes and
dynamics of the dominant principles behind various old and new practices during an

organization’s digital transformation. This understanding is crucial in seeking to grasp the
key to the organization’s digital transformation success.

2. Methodology

This study employs the qualitative case study method and chooses CommonWealth
Education Media and Publishing (hereafter as CWEMP) as the participant for the
following three reasons. First, CWEMP begins publishing children’s books in 2006 and

the bimonthly magazine in 2008. Starting from 2015, its senior managers plan, lead and
successively achieve the goals of digital transformation within 5 years. Secondly, during
the transformation, in terms of the institutional logic of the organization, while CWEMP

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