This research explores how Social Organizations (SOs) leverage digital transformation during crises, focusing on the COVID-19 pandemic. It examines the links between digital innovation, business model adaptation, and social impact, offering frameworks for resilience in challenging contexts.
The research employs qualitative methodologies to analyze data from 481 project proposals submitted by Italian SOs in response to a crisis-oriented grant initiative during the COVID-19 pandemic. The methodological approach combines systematic coding procedures and analytical frameworks, validated through expert consultation to ensure methodological rigor.
The analysis identifies four strategic approaches to digital transformation: product reconfiguration, business model adaptation, organizational change, and network development. These findings reveal varying digital adoption capabilities among SOs, emphasizing the need for context-specific implementation strategies.
The research scope is limited by its focus on Italian SOs, potentially affecting result generalizability. Future research directions should encompass cross-cultural comparative analyses and longitudinal investigations of digital strategy evolution.
The research provides strategic frameworks for organizational leaders implementing digital transformation initiatives. Additionally, it offers guidance for policy development and investment allocation in supporting SO digital capability development.
The integration of digital transformation strategies with social objectives enables SOs to enhance service delivery effectiveness, improve accessibility, and strengthen inclusive practices, ultimately amplifying their societal impact potential.
This study addresses how SOs manage digital transformation and entrepreneurial opportunities during crises, contributing to literature by integrating digitalization, entrepreneurial management, and business model innovation perspectives.
