Objectives: Digital transformation (DT) has become an imperative within research and practice. Still, companies experience obstacles when trying to pursue a successful DT. Numerous scientific sources have dealt with the identification of barriers to DT. In doing so, scientists have already produced reviews to identify and classify the barriers to DT. However, the scientific work often relates to specific company contexts. In addition, there is no structured overview of the literature on how to overcome barriers to DT. The mere identification provides an incomplete view on the barriers to DT and needs to be complemented by approaches to overcome them. Thus, our research question is: Which barriers and recommendations for action to DT exist within the scientific literature and how can they be clustered according to a holistic sociotechnical perspective?

Data and Method: Our study follows the approach of a structured literature review combined with additional focus group work to generate a concept matrix to structure barriers and recommendations for action. The conducted literature search generated 562 articles (without duplicates). After a first screening 148 articles were deemed to be applicable for our study. A more in-depth qualitative check generated 99 relevant articles. Different sections of these articles were openly coded into 178 barriers and 161 recommendations for action. These codes were then clustered in focus group sessions.

Results: The result of our research approach is a framework containing clustered barriers and cluster-related recommendations for overcoming. The following clusters were identified: individual, technical, financial, organizational alignment, organizational design, organizational culture, market environment, and regulatory. Our review discloses that not all clusters receive equal attention in the literature. In particular, organizational culture is given less consideration, while especially individual, technical and financial is in focus. The identified recommendations for action show that not all barriers can be solved by the companies themselves but require governmental support instead.

Conclusions: Our study generated a holistic framework. As barriers either slow down or even entirely hinder DT, understanding their nature is essential. Our discussion reveals that several barriers are contrasting each other. This implies that managers need to carefully balance DT initiatives. The framework provides guidance on doing so. The findings also provide a solid foundation for future research, as our literature review presents a state-of-the-art of current research and reveals research gaps.