Exploring and Understanding the Adoption and Use of Enterprise Social Systems in the UK Retail Sector: a Single Case Study

This research investigates the utilisation of Enterprise Social Systems (ESS) within a major UK retail organisation, aiming to understand the interplay between digital transformation and organisational dynamics. Despite the rapid integration of Information and Communication Technologies (ICTs) across various sectors, the specific implications for internal communication within retail have been less explored, particularly through the lens of ESS. This study explores how ESS are used within organisational settings, focusing on the impacts of cultural, technological, and operational factors on ESS integration. Using an interpretivist approach and a single-case study design, this research explores the complexities of digital transformation by examining how ESS influence and are influenced by the existing organisational culture and practices. Data were collected through a series of semi-structured interviews across three distinct timelines, offering longitudinal insights into the evolving use of ESS before, during, and after the COVID-19 pandemic. Specifically, a group of 12 participants was interviewed three times across distinct phases: in Timeline Zero (July to September 2020), Timeline One (May to August 2021), and Timeline Two (January to April 2023). The intervals between these phases, approximately eight months between the first and second, and sixteen months between the second and third, allowed for a comprehensive analysis of the evolving changes in ESS usage over time, capturing both immediate and long-term impacts of the digital transformation initiatives. This longitudinal approach aligns with similar studies that highlight the importance of examining temporal changes to capture the complexities of digital transformation. The study identifies several key themes that influence the utilisation of Enterprise Social Networks (ESNs), categorised into organisational culture, daily working practices, and external pressures. Themes such as Partnership Structure, High-Quality Customer Service, and Proactiveness illustrate how ESNs support and sometimes challenge existing cultural frameworks, enhancing collaborative efforts and communication efficiency. Concurrently, issues like Coupling with Procedures and Material Constraints, such as digital literacy barriers, highlight practical challenges and the discretionary use of technology in daily operations. Moreover, the research explores the dynamic interplay between internal organisational dynamics and external forces, including policy directives and the impact of the COVID-19 pandemic, which significantly shaped digital tool usage. The findings reveal a complex evolution in digital tool integration, from initial resistance to strategic utilisation, illustrating the organisation's responsiveness to both internal needs and external pressures. This study extends institutional theory by examining the discretionary coupling of technology with organisational practices, highlighting how cultural and operational dynamics shape digital transformation. It contributes to the academic literature on digital transformation in the retail sector by providing a detailed understanding of how ESNs are integrated within organisational culture and practices. It also offers practical insights for retail organisations aiming to navigate their digital transformation journeys effectively.