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A B S T R A C T The race against 'Digital Darwinism' in public sector had caused failures of several high profile large-scale Digitally Enabled Service Transformation (DEST) projects. While technical and managerial issues are often emphasised as the factors underpinning such failures, the vital role of key actors and the interplay between these actors and structures is underplayed when examining the causes of DEST failure. To enable a richer understanding of DEST, this paper proposes andoi:10.1016/j.ijinfomgt.2017.04.001 fatcat:ebqishhcdbevnlg26bx6d66qs4