Abstract
Digital transformation (DT) not only introduces new technologies but also reconfigures relationships among professional groups. In the media sector, digital transformation disrupts organizational structure, work practices, and decision-making structures. This research in progress presents preliminary findings from the basic stage of an ongoing socio-technical grounded theory study on tensions in cross-departmental collaboration emerging from digital transformation in a media organization that implemented a product-oriented organizational model. The analysis shows three main areas of tensions emerging from 1) cross-departmental differences in work cultures and practices, 2) unclear and ambiguous roles, and 3) imbalanced decision-making and prioritization processes. From this, we discuss linkages to existing literature, and outline areas of further inquiry as the study proceeds to the advanced stages of theory development.