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The Internet of Things (IoT) refers to ‘smart’, sensor- and intelligence-imbued, interconnected systems, intended to generate and process context-aware data that can be used to improve organizational processes. Improvement of logistical-, process-, or management-efficacy allows firms and organizations to radically change and enhance the efficiency and scale of key aspects of their operations. Such change inevitably affects the actors, actor-groups, and stakeholders involved, regardless of their roles within the system.

Digital Transformation describes the ongoing process in which organizations seek to create additional value through the implementation of digital technologies. This dissertation shows how the IoT can come to affect organizations, by describing and analyzing these changes through the use of three theoretical frameworks – the Technological Frames Framework, the Organizational Culture Framework, and the Practice Lens Perspective. Three appended research papers detail effects of IoT implementation on actors and stakeholders documented in two separate case studies, and a fourth appended research paper describes a scoping study, examining the current discourse of IoT within the social science research-field, with all of the appended papers being first-authored.

The results of the case studies and their three respective papers describe how organizational practices can come to change following the introduction of an IoT system and these changes’ effects on the actors involved. This is detailed through descriptions and analyses of qualitative data obtained from interviews with representatives of all involved actors, and stakeholders, regarding their thoughts, perceptions, and actions related to the IoT system and its impact. Three areas in which an IoT system may cause rapid noticeable change are addressed: ‘Actors’, ‘Organization’ and ‘Value Creation’. How each of these aspects are affected and their consequent effects on one another are described, based on the data obtained in the case studies and findings presented in the first three appended research papers. In contrast, the scoping study illuminates contextual elements of the IoT discussed by social science researchers, highlighting areas that have received too little attention but are crucial for successful Digital Transformation.

In sum, this dissertation contributes to IS research by presenting and discussing results of two case studies involving IoT system implementation in two organizational settings with very similar work practices. It further contributes by examining one of these implementations in a longitudinal fashion, spanning two years, examining the changes both among different actors and within the organization itself. Lastly it contributes by identifying a major research gap in extant studies in social science-related aspects of the IoT, and addressing it based on the gathered results.

Internet of Things (IoT) is predicted to change not only industry, businesses and commerce, but also our everyday lives. Social science research surrounding IoT is important and necessary because of this predicted change. In this ‘scoping study’ keyword-clusters are being used to identify key-concepts within the social science subject area, giving an overview of the scopes within said concepts, and where social science stands to benefit from further research. The result is the thematization of 25 keywords, spread within 5 clusters; Organization, Logistics, Infrastructure, Technology and Protection. This paper argues that more research is needed in human-centric aspects, and that in doing this - a potential sixth theme regarding ethics can emerge where the subject field of social science can stand to generate a larger impact on IoT research.

The advent of sensor-based systems with their ability to collect, transmit and process context-aware data creates new opportunities for service delivery. We know from earlier research that there may be barriers to the adoption of new information technology (IT) within an organization. Sensor-based systems, with unprecedented potential for monitoring of products, people and processes are an interesting mix of potential and risk. Through the lens of organizational culture theory, we examine the question: Given the ambiguity and complexity of sensor-based systems, how does organizational culture influence perceptions of system value and purpose, and which factors determine the susceptibility of adoption among individual workers and teams? Our results suggest that the adoption of sensor-based systems is facilitated by 1) a basic comprehension of the system, its functionality, purpose and limitations; 2) a shared view of stakeholders’ roles and responsibilities, and 3) a pronounced and tangible vision for value creation.

As the Internet of Things (IoT) continues to grow in scope it is bound to pervade an increasing number of firms. To that end it becomes important to understand the challenges and opportunities associated with introducing IoT in the workplace. By studying IoT implementation and usage from the perspective of three different stakeholders cooperating around the same IoT system, we explore how the introduction of IoT in the workplace presents unique opportunities and challenges for both management and individual workers. We conclude that the identified opportunities expressed by the different stakeholders were increased productivity, the ability to monitor performance, and improved customer relations. Challenges encountered were increased stress among some workers and forming a shared understanding of the IoT system’s capabilities amongst different stakeholders.

With the steady increase in connectivity and the development of new dynamic, interconnected, and distributed technologies, management teams are seeing opportunities to digitally transform organizational processes. Following a case of Internet of Things (IoT) implementation, the aim of this paper is to explore the transformational potential of IoT and the mechanisms and processes that support or constrain IoT-enabled digital transformation in practice. Through a qualitative case study of an IoT implementation project over a period of two years, we show that IoT can create an opportunity for digital transformation by fundamentally changing organizational and individual perception of work identity and work practices. Furthermore, we show that successful IoT adoption requires proactive leadership that identifies and accounts for both technological capabilities and different stakeholder perspectives. To make use of IoT's capabilities and simultaneously mitigate the risk of privacy infringements one must leverage the role of the observer and the observed.