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

adheres to professional logic (News Logic), it faces severe market challenges (Business
Logic) if viewing horizontally. On the vertical level, the organization’s talents with media
and education backgrounds are the main members undergoing digital transformation;
the introduction of technology impacts their thinking and behavior, and the dynamics of

multiple institutional logics within the organization deserve their attention. Finally, after
five years of digital transformation, CWEMP has completed essential milestones in its
digital transformation plan, including a digital editing desk, an e-commerce platform,

and a member center. Meanwhile, digital talents account for 30 - 40% of the total staff
and revenue growth. Moreover, the organizational positioning has changed (no longer a
magazine and publication, but rather an educational platform), and the ecosystem of pan-
educators established by CWEMP has gradually matured.
The research period is from 2020 to 2023. This study first collects secondary

data in seeking to understand CWEMP’s investment and actions in relation to digital
transformation and confirm their consistency with the research theme. The study then
collects primary data. A total of 14 sets of interview data is collected, and the total

interview duration is about 900 minutes. The on-site observation of the meeting lasts for
90 minutes, and 20 pieces of secondary data are collected.
This study uses the pattern-inducing method (Reay and Jones, 2016), which involves
analyzing and coding the data obtained through interviews and observations to extract the
underlying logic. This study specifically looks for behaviors and beliefs that are logically

specific using grounded theory (Glaser and Strauss, 1967; Locke, 2003) based on the
inductive approach (Miles and Huberman, 1994; Gioia, Corley, and Hamilton, 2012) for
the analysis, extraction, and convergence, ensuring the research methodology’s robustness.

3. Findings

This study analyzes CWEMP’s practices before and after the digital transformation
and reveals that the dominant logic has changed, which reflects on the practices of content

production and marketing, customer interaction, and partner connection. This study
also sorts out the hybridization of old and new institutional logic and finds that digital
transformation has led to alternating old and new logic. Specifically, there has been a shift

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