Managing Change in Digital Organizations: A Framework for Adapting to Emerging Technologies in Iran

Abstract

The aim of this study is to examine the challenges and strategies of change management in digital organizations in Iran and to propose a framework for adapting to emerging technologies. This research employed a qualitative approach, using semi-structured interviews with 21 senior managers and experts from digital organizations in Tehran. Participants were selected through purposive sampling, and interviews continued until theoretical saturation was achieved. The collected data were analyzed using NVivo software. The results indicated that digital organizations in Iran face challenges in change management, including employee resistance to change, infrastructural limitations, organizational policy misalignment, and cultural barriers. To address these challenges, strategies such as employee training and empowerment, development of supportive policies, adoption of transformative technologies, organizational change management, and strengthening internal communication were identified. The outcomes of digital change management included increased organizational productivity, enhanced innovation, structural transformation, and improved employee engagement and satisfaction. The findings of this study emphasize the importance of effective change management in digital transformation and suggest that the successful adoption of new technologies requires strategic approaches, technological infrastructure development, employee skill enhancement, and coordination among organizational units. These results provide valuable insights for policymakers and managers in digital organizations in Iran to implement technological changes more effectively.