Although ‘digital transformation’ is increasingly relevant for contemporary
organizations, many struggle to achieve it. Drawing on literature on misfit, specifically
the notion of impositions, we uncover how introduction of novel digital practices impede
digital transformation.We problematize the focus of prior impositions literature on ITartifacts
and propose that digital practices lead to impositions that are rooted in
organizational structures. We develop a process model suggesting that digital practices
– practices driven by a digital transformation agenda – are equally potent sources of
misfits and are particularly pertinent in the digital transformation of today’s
organizations. We develop this argument using two longitudinal cases covering a total of
31 months in a hospital and a manufacturing company. We conclude with theoretical
implications that advance digital practices as a viable lens for theorizing about misfits in
organizations,and highlight practical implications that emphasize on how organizations
can better grapple with misfits and digital transformation.