Designing a strategic planning method for digital transformation initiatives in Natural History Museums: methodological reflections from an industrial doctorate

Abstract

Digital transformation (DT) in Natural History Museums (NHMs) goes beyond the adoption of emerging technologies, as it requires a strategic rethinking of institutional processes, structures, and full alignment with the organisation’s overarching strategy. This paper explores the methodological challenges encountered in designing a method for the strategic planning and deployment of DT initiatives in NHMs, in the context of an ongoing industrial doctoral research conducted by the corresponding author under academic supervision. The project is approved and funded by the Industrial Doctorates Programme of the Generalitat de Catalunya and carried out through a collaboration agreement between the Universitat Politècnica de Catalunya (UPC) and the Museu de Ciències Naturals de Barcelona (MCNB). The research is situated in a real institutional setting that presents unique complexities, including the museum’s current transition toward becoming a national museum and recent changes in its executive leadership. These dynamics add additional layers of complexity to the research process, particularly in balancing the academic rigour required by the Design Science Research (DSR) methodology with the demand for practical relevance expected by the host institution. This paper reflects on how the doctoral candidate, with the guidance of academic supervisors, has addressed these challenges, highlighting key strategies and lessons learned. By sharing this experience, the work aims to contribute to the broader discourse on applied research in complex organisational environments, offering insights relevant to other applied researchers and industrial PhD candidates working at the intersection of academia and practice.

info:eu-repo/semantics/submittedVersion

Digital transformation (DT) in Natural History Museums (NHMs) goes beyond the adoption of emerging technologies, as it requires a strategic rethinking of institutional processes, structures, and full alignment with the organisation’s overarching strategy. This paper explores the methodological challenges encountered in designing a method for the strategic planning and deployment of DT initiatives in NHMs, in the context of an ongoing industrial doctoral research conducted by the corresponding author under academic supervision. The project is approved and funded by the Industrial Doctorates Programme of the Generalitat de Catalunya and carried out through a collaboration agreement between the Universitat Politècnica de Catalunya (UPC) and the Museu de Ciències Naturals de Barcelona (MCNB). The research is situated in a real institutional setting that presents unique complexities, including the museum’s current transition toward becoming a national museum and recent changes in its executive leadership. These dynamics add additional layers of complexity to the research process, particularly in balancing the academic rigour required by the Design Science Research (DSR) methodology with the demand for practical relevance expected by the host institution. This paper reflects on how the doctoral candidate, with the guidance of academic supervisors, has addressed these challenges, highlighting key strategies and lessons learned. By sharing this experience, the work aims to contribute to the broader discourse on applied research in complex organisational environments, offering insights relevant to other applied researchers and industrial PhD candidates working at the intersection of academia and practice.

info:eu-repo/semantics/submittedVersion

Digital transformation (DT) in Natural History Museums (NHMs) goes beyond the adoption of emerging technologies, as it requires a strategic rethinking of institutional processes, structures, and full alignment with the organisation’s overarching strategy. This paper explores the methodological challenges encountered in designing a method for the strategic planning and deployment of DT initiatives in NHMs, in the context of an ongoing industrial doctoral research conducted by the corresponding author under academic supervision. The project is approved and funded by the Industrial Doctorates Programme of the Generalitat de Catalunya and carried out through a collaboration agreement between the Universitat Politècnica de Catalunya (UPC) and the Museu de Ciències Naturals de Barcelona (MCNB). The research is situated in a real institutional setting that presents unique complexities, including the museum’s current transition toward becoming a national museum and recent changes in its executive leadership. These dynamics add additional layers of complexity to the research process, particularly in balancing the academic rigour required by the Design Science Research (DSR) methodology with the demand for practical relevance expected by the host institution. This paper reflects on how the doctoral candidate, with the guidance of academic supervisors, has addressed these challenges, highlighting key strategies and lessons learned. By sharing this experience, the work aims to contribute to the broader discourse on applied research in complex organisational environments, offering insights relevant to other applied researchers and industrial PhD candidates working at the intersection of academia and practice.

info:eu-repo/semantics/submittedVersion