article · Zenodo (CERN European Organization for Nuclear Research)
This research examines how organisations balance oversight and flexibility when undertaking digital transformation. Based on qualitative case studies of five Moroccan organisations across diverse sectors, sizes, and levels of digital maturity, the investigation analyses how decision-making is structured. Cross-case evaluation reveals five distinct governance configurations: differentiated and cross-functional, hierarchical and uniform, entrepreneurial and informal, data-centred and selective, and externally driven. The findings demonstrate that hybrid governance does not merely involve accumulating management tools. Instead, it relies on establishing varied decision pathways tailored to project criticality, reversibility, and data sensitivity. The resulting conceptual framework defines hybrid governance as a dynamic capacity for project-specific adjustment rather than a static compromise between control and innovation, while offering practical benchmarks reflecting the regulatory and resource realities of the Moroccan operating environment.
Organisations pursuing digital transformation often struggle to maintain rigorous operational control while remaining agile enough to innovate. By examining how different Moroccan enterprises manage this tension, the findings provide a flexible framework for managers. Decision-makers can design adaptable governance structures that fit the risk profile of individual projects while accounting for local regulatory demands and resource limitations.
The work provides managerial benchmarks and an analytical framework that enterprise leaders, digital transformation officers, and management consultants could use to design governance workflows. The applications focus on strategic planning and project oversight within Moroccan enterprises across diverse sectors. As the underlying findings are qualitative, preliminary, and exploratory, the work represents early-stage conceptual guidance rather than a validated commercial tool or ready-to-deploy operational methodology.
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Résumé: Cet article analyse comment la gouvernance de la transformation digitale équilibre contrôle et agilité, sur la base d’une étude qualitative multi-cas menée dans cinq organisations marocaines, de secteurs, de tailles et de niveaux de maturité digitale variés. Les données issues de cinq entretiens semi-directifs, réalisés entre mars et juin 2026, ont totalisé 237 minutes. Les transcriptions, anonymisées, structurées et synthétisées, ont été analysées avec NVivo 15 selon une démarche thématique à la fois déductive et inductive. La comparaison inter-cas identifie cinq configurations : différenciée et transversale, hiérarchique et uniforme, entrepreneuriale informelle, centrée sur les données et influencée par une impulsion externe. Les résultats montrent que l’hybridité ne repose pas seulement sur l’accumulation de dispositifs, mais aussi sur des circuits décisionnels différenciés en fonction de la criticité, de la réversibilité et de la sensibilité des projets. La contribution conceptuelle présente la gouvernance hybride comme une capacité d’ajustement contingent, adaptée à chaque projet, plutôt qu’un équilibre fixe entre l’exploitation et l’exploration. Elle propose également des repères managériaux sur les contraintes réglementaires et capacitaires propres au contexte marocain. Les résultats restent principalement analytiques et exploratoires. Mots-clés : gouvernance des technologies de l’information, transformation digitale, gouvernance hybride, contrôle, agilité, Maroc. Abstract: This article examines how digital transformation governance balances control with flexibility within five Moroccan organizations from different sectors, sizes, and stages of digital maturity, using a qualitative multiple-case study. Data was collected through five semi-structured interviews conducted between March and June 2026, totaling 237 minutes, and analyzed in NVivo 15 with a deductive-inductive thematic approach. The cross-case analysis revealed five configurations: differentiated and cross-functional, hierarchical and uniform, entrepreneurial and informal, data-centered and selective, and externally driven and constrained. Findings suggest that hybridity arises from differentiating decision pathways based on project criticality, reversibility, and data sensitivity, rather than simply increasing governance mechanisms. The study proposes a conceptual framework where hybrid governance is viewed as a flexible capacity for project-specific adjustments, rather than a static trade-off between exploration and exploitation. This context-sensitive perspective provides managerial insights aligned with the regulatory and capability constraints faced by Moroccan organizations. The results remain preliminary and exploratory. Keywords: IT governance, digital transformation, hybrid governance, control, agility, Morocco.
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DOI: 10.5281/zenodo.21893098
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