Swedish cities struggle to turn digital plans into reality, study finds
A new study of municipal government reveals a persistent gap between ambitious digitalization strategies and what actually works on the ground. City planners and permitting officials face fragmented systems and organizational barriers that undermine efficiency gains—a cautionary tale for any government attempting large-scale digital transformation.
Originaltitel: Digitalization in Local Government: A Socio-Technical Case Study of a City Planning Department in a Swedish Municipality
<p>This study examines the governance of digitalization in municipal administration, with a focus on city planning services, specifically spatial planning, building permits, and geodata management, in a large Swedish municipality. Digitalization is understood here not as the adoption of isolated technologies, but as organizational and process-oriented transformation enabled by digital systems such as GIS platforms, case management systems, and digital planning information. While national policy frameworks set ambitious digitalization goals, previous research shows that local authorities often face significant obstacles, including fragmented processes, technical limitations, and complex governance structures. These challenges create a persistent gap between strategic ambitions and daily work practices. This study employs a qualitative case study approach drawing on semi-structured interviews with employees in technical, operational, and strategic roles, as well as an analysis of policy documents and internal process descriptions. Using a socio-technical perspective, the analysis applies the Technology–Organization–Environment (TOE) framework to examine how digital systems, organizational structures, and external institutional demands interact in practice. The findings highlight substantial challenges related to system integration, data quality, uneven digital competencies, and the ongoing disconnect between strategic goals and operational realities. The study emphasizes the need for clearer governance structures, stronger cross-functional collaboration, and work practices that bridge technical and organizational dimensions. Building on the empirical analysis, the study proposes a conceptual framework that extends the TOE framework by identifying three interrelated structural mechanisms: technological lock-in, organizational inertia, and institutional uncertainty. This framework contributes theoretically by deepening the understanding of socio-technical digitalization dynamics in local government. Practically, it provides municipalities with an analytical tool to assess and reflect on their digitalization conditions.</p>