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A central challenge for firms is to respond and adapt to technological change. Through three related chapters, this dissertation seeks to advance knowledge with a synthesis view of adaptation by unpacking the mechanisms underlying reshaping of technological frames (Chapter 2), strategizing processes (Chapter 3), as well as a typology of interactive dynamics between actors (Chapter 4). Collectively, these chapters suggest the value of how a synthesis lens and opens opportunities for future research. Paper 1 examines how an emancipatory disruptive technology can be turned to serve the interest of those it was meant to displace. Drawing on a qualitative study of the emergence of blockchain technology, we theorize a process model of disruptive capture through which a technology's meaning can be transformed from an ideological challenge to corporate domination into a technological tool for capturing value. This study spotlights the agency of incumbent actors in not only making sense of new technologies but also actively reshaping their meaning. We emphasize the synthesis nature of this process; whereby the technology evolves into an emergent combination of established and novel aspects. We posit the value of disruptive capture for firms to take advantage of contentious technologies, rather than rejection or resistance. Paper 2 investigates the tensions managers face with novel technologies that blur traditional notions of industry boundaries. Our qualitative study of an oil and gas corporation responding to emerging digital technologies found that managers faced conflicting environmental velocities, specifically the pace, rhythm, and unpredictability of technological change. This led to clashes in temporal norms and assumptions in the processes of technology strategizing. We show how tensions induced managers to become reflexively aware of the intra-firm plurality of temporal assumptions, and through temporal maneuvering, leverage plurality to their advantage. By focusing on processes (i.e., strategizing for technologies) rather than content (i.e., novel technologies), we extend sociocognitive perspectives of technological adaptation by highlighting temporal complexities in how managers do strategizing. Paper 3 theorizes adaptation to nonincremental innovation as a process of confronting and managing contradictions. Specifically, we argue that nonincremental innovations emerge as contradictions to dominant incumbents along dimensions of resource, strategic cognition, and organizational identity. Drawing on insights from dialectics and paradox perspectives, we develop a typology of how firms respond to nonincremental innovation through conflict, mutual adjustment, assimilation, or synergy. Our theoretical model advances a synthesis view of nonincremental innovations, which departs from dichotomies of incumbent and entrant actors and technologies to emphasize the novel combinations that emerge through their interaction.

Digital transformation (DT) continues to gain popularity, while it still presents a contested and ambiguous process. This thesis explores the DT process in different scenarios with varied theoretical lenses befitting each scenario using three empirical case study papers. The study starts with a thematic literature review setting the context for the complexity of the DT process within the application of "smart city" calling for a renewed process-oriented research approach. The thesis proceeds with the analysis of how stakeholders influence the DT process in response to opportunities and challenges within and beyond organisational boundaries. In doing so, the research uncovers multiple premises for aligning, guiding, and provoking stakeholders’ influence on the DT process. The findings highlight the importance of the stakeholders' alignment process, nurturing stakeholders’ attention, and achieving resourcefulness in a resource constrained environment to deliver a successful information system through the DT initiative. From a theoretical perspective, the study focuses on the DT process to unlock a series of actions, interactions, and decision-making necessary for the success of the DT initiative, then expands the adopted theoretical lenses with new elements, premises, and interactions. Drawing on the findings, the study develops three process models that describe the initiation, operationalisation, and activation of the DT process. Practically, the research provides guidance to practitioners on planning, implementing, and dealing with the complexity of the transformation process along their DT journey.

Purpose: The purpose of this paper is to show how 3D digital technology can bring value to the fashion industry by analysing the specific benefits it offers along the value chain. Additionally, the authors show some of the challenges ahead identified for both software and fashion firms. Design/methodology/approach: The authors present by means of a case study the experience of an haute couture designer who used 3D digital technology – in collaboration with a recognised 3D software company – for developing his first luxury footwear collection. Findings: The enhancement of creativity and a better communication with suppliers are just some of the benefits identified in the case study from the use of 3D digital technology. In addition, challenges such as the development of a digital culture or the need for technology simplification are drawn from the case. Practical implications: Apart from the benefits and challenges drawn from the case study, which can be useful to practitioners in this industry, the authors also identify the collaboration through which the experience took place as an interesting practice to implement as a previous step of a digital transformation strategy. Originality/value: Despite the growing interest the fashion industry is showing in the use of new digital technologies, academic research on this topic is still scarce. Therefore, the case study presented in this paper adds value to the literature showing how 3D technology can help fashion from concept to consumer.

We are happy and thrilled to introduce this thematic section of Studies in Communication Sciences (SComS), devoted to Fashion Communication. It was about two years ago when we first discussed the idea in Madrid: then we got the approval by SComS Editors, published the call, and eventually secured the outstanding collection of papers you have in your hands (or on your screen). A long and enriching journey, full of interactions, conversations, views and reviews, a journey that makes the scholar’s work so fascinating (even if, sometimes, not that fashionable).