Bridging change and project management by enhancing stakeholder engagement and adaptability in digital transformation
This article explores how digital transformation is reshaping organizations by changing stakeholder roles, organizational structures and ways of working. While both project management and change management are recognized as crucial drivers of transformation, their integration remains insufficiently theorized and empirically examined. The purpose of this study is to investigate how aligning these two disciplines can strengthen stakeholder inclusion and organizational adaptability during digital transformation. By focusing on the cultural, organizational and role-based challenges created by new technologies, the article seeks to uncover the mechanisms through which project and change management are integrated and to identify practical strategies that help organizations successfully navigate and sustain transformation in dynamic, technology-driven environments. A single case study was employed to explore the digital transformation of tramway operations through the introduction of automatic train operation. Data collection occurred in two rounds: 25 semi-structured interviews in February 2024 and 16 interviews in November 2024. Interviews were recorded, supported by field notes. Workshops with senior management were held to validate preliminary findings and generate further insights. Data was analyzed using NVivo software, combining deductive coding with inductive open coding to identify emergent themes. This process allowed for temporal comparison across interview rounds, enabling the mapping of evolving stakeholder engagement, organizational learning and change management practices. The findings show that integrating change management and project management enhances stakeholder engagement and organizational adaptability during digital transformation by activating four interrelated mechanisms: transparency, boundary-spanning roles, sensemaking processes and capability-building practices. Change management practices enrich project management by fostering inclusion, trust and responsiveness, while project management provides structure, temporal coordination and procedural clarity. Stakeholder engagement evolves from early resistance to collaborative participation as mechanisms such as ambassador programs, transparent communication and iterative feedback are progressively enacted. Leadership plays a central role in sustaining these mechanisms and in supporting learning-oriented practices. This study has certain limitations. First, its focus on the railway sector constrains the generalizability of findings, as digital transformation may unfold differently across industries. Future comparative research could broaden and validate these insights. Second, the emphasis on internal stakeholders overlooks perspectives of external groups such as passengers, regulators and communities, whose involvement is crucial for comprehensive stakeholder engagement. Third, the study examines the integration of project and change management but does not consider the role of digital tools in enabling this alignment. This article provides original contributions by advancing a mechanism-based understanding of how project management and change management are integrated during digital transformation. While prior research has documented the effects of automation on tasks and skills, this study extends existing knowledge by explaining how roles, responsibilities and professional identities evolve through the interaction of structured project execution and change-oriented engagement practices. By capturing stakeholders' lived experiences and tracing how engagement and adaptability develop over time, the article offers both theoretical insight and practical guidance for organizations managing complex, automation-driven transformation initiatives.