Technology translation and conflict mediation in IT-driven dynamic capability development

Abstract

This study investigates conflict mediation mechanisms in IT-business alignment through cross-industry case analyses of manufacturing, healthcare, and financial services organizations. Employing a dynamic capabilities framework, the research identifies context-specific mediation strategies that transform operational conflicts into strategic opportunities. Key findings reveal manufacturing firms utilize spatial mediation tactics like production floor demonstrations to resolve technical resource disputes, while healthcare organizations implement structural interventions such as data governance committees to address legitimacy conflicts. The theoretical contribution establishes a technology-relationship double helix model that advances dynamic capability theory through three dimensions: 1) spatial dynamics in technology translation, 2) contingency-based conflict resolution pathways, and 3) hybrid formal-informal coordination mechanisms. Empirical evidence from 23 implementation cases demonstrates middle managers' effectiveness in blending workshop simulations with cross-functional steering committees, achieving reduction in technical compliance disputes and conflict resolution through informal networks. The framework provides actionable guidelines for mediating cognitive dissonance between IT scalability goals and commercial feasibility while maintaining strategic flexibility across organizational subcultures.