Background and Objective: Digital transformation in social and governmental institutions goes beyond the adoption of emerging technologies and requires the redesign of managerial processes, institutional structures, and governance mechanisms. This study aimed to develop an explanatory model of digital transformation management in social and governmental institutions, with an emphasis on digital governance.
Methodology: This applied qualitative study employed grounded theory using the systematic approach of Strauss and Corbin. Data were collected through in-depth, semi-structured interviews with experts in public management, digital transformation, digital governance, information technology, and social and governmental institutions. Sampling was conducted purposively and subsequently theoretically until theoretical saturation was achieved. The data were analyzed through open, axial, and selective coding using MAXQDA software.
Findings: The paradigmatic model comprised four causal categories, one central phenomenon, three contextual categories, two intervening categories, one strategy, and five consequences. The causal conditions included leadership and managerial support, digital readiness and maturity, technological and data capabilities, and human and cultural capabilities. The central phenomenon was identified as digital transformation management with an emphasis on digital governance, while the core strategy was integrated digital transformation management and governance. The consequences included improved performance and productivity, enhanced service quality, increased transparency and public trust, strengthened participation and public value creation, and the realization of smart and resilient governance.
Conclusion: Sustainable digital transformation requires the integrated management of technology, data, human resources, culture, structure, and stakeholder participation within a digital governance framework.