Digital transformation (DT) in Natural History Museums (NHMs) goes beyond the adoption of emerging technologies, as it requires a strategic rethinking of institutional processes, structures, and full alignment with the organisation's overarching strategy. This paper explores the methodological challenges encountered in designing a method for the strategic planning and deployment of DT initiatives in NHMs, in the context of an ongoing industrial doctoral research conducted by the corresponding author under academic supervision. The project is approved and funded by the Industrial Doctorates Programme of the Generalitat de Catalunya and carried out through a collaboration agreement between the Universitat Politècnica de Catalunya (UPC) and the Museu de Ciències Naturals de Barcelona (MCNB). The research is situated in a real institutional setting that presents unique complexities, including the museum's current transition toward becoming a national museum and recent changes in its executive leadership. These dynamics add additional layers of complexity to the research process, particularly in balancing the academic rigour required by the Design Science Research (DSR) methodology with the demand for practical relevance expected by the host institution. This paper re ects on how the doctoral candidate, with the guidance of academic supervisors, has addressed these challenges, highlighting key strategies and lessons learned. By sharing this experience, the work aims to contribute to the broader discourse on applied research in complex organisational environments, o ering insights relevant to other applied researchers and industrial PhD candidates working at the intersection of academia and practice.
Digital transformation (DT) has emerged as a strategic priority across sectors [
By articulating the process, challenges, and decisions involved in designing a context-sensitive method for DT planning, this work aims to contribute both theoretically and practically to the eld of Information Systems. Furthermore, it o ers insights into how applied research can navigate institutional complexity, produce transferable knowledge, and promote innovation in the cultural heritage domain.
This applied research emerged from the concrete needs of the Museu de Ciències Naturals de
Barcelona (MCNB) to enhance the strategic management of its information systems and
technologies (IS/IT), a need initially identi ed within the Collections Area due to its close
interaction with diverse databases and the management of high volumes of data. Despite being
recognized as a reference (NHM) in Southern Europe, the MCNB faces limitations in human and
nancial resources, as is o en the case in public institutions [
The proposed industrial doctorate project was submitted in the rst call of April 2021, approved
in June 2021, and o cially launched in July 2021. The full project description is available on the
o cial Industrial Doctorates Programme website [
https://doctoratsindustrials.gencat.cat/doctorats/disseny-dun-metode-integral-de-plani cacioestrategica-i-desplegament-de-projectes-de-transformacio-digital-per-a-museus-de-cienciesnaturals/.
The research is being carried out by Cristabel Evelia Alvarado Pérez, the industrial doctoral candidate and corresponding author, under the guidance of her thesis supervisors, Dr Joan Antoni Pastor Collado, acting as academic co-director on behalf of the UPC, and Dr Eulàlia Garcia Franquesa, acting as academic co-director on behalf of the MCNB, the host institution.
The project is framed within the methodology of Design Science Research (DSR), which o ers a
solid foundation for addressing the methodological challenges of applied research in real
institutional settings [
Design Science Research (DSR) was adopted as the core methodology for this project due to its
dual capacity to address practical challenges while generating theoretical contributions [
This applied research aims to structure the key problems, questions, and methodological considerations surrounding the strategic planning of digital transformation (DT) in Natural History Museums (NHMs). Accordingly, the main research question guiding the project is: how to design and describe a comprehensive strategic planning method for digital transformation initiatives and their deployment within NHMs? In addition, the primary goal is: to design, generate and describe a domain-speci c and comprehensive strategic planning method for DT initiatives and their deployment, aimed at supporting the speci c needs of NHMs. The expected tangible outcome of this work is the creation of a new methodology to support strategic digital transformation (DT) planning in such institutions.
To guide the development of the artefact, the overall goal has been broken down into several
speci c objectives using the Manson methodology within the Design Science Research framework
[
Moreover, following Manson’s model [
In the context of an applied research project like an industrial doctorate, where Design Science
Research (DSR) is employed, it is important to clarify that the artefact is not meant to simply meet
the operational needs or institutional requirements of the host organisation. This is not a
consultancy project or a commissioned solution. Instead, the artefact must address the research
problem meaningfully and systematically, contributing to knowledge while also o ering potential
value to practice. As Manson suggests [
This project aligns strongly with several core research challenges outlined in the RCIS 2025
conference topics [
Firstly, the project contributes to the domain of Enterprise Management and Engineering, as it tackles digital transformation (DT) in the context of a complex, historically layered public institution. The host organization, the MCNB, is embedded in a multifaceted governance structure that includes the Barcelona City Council and the Generalitat de Catalunya; and has undergone institutional transformations and leadership changes during the course of the research. These characteristics require the development of DT strategies that go beyond linear planning, embracing complexity management and contextual sensitivity, challenges that resonate with the need for robust IS/IT approaches in organisation environments.
Secondly, the research is situated within the category of Re ective Research and Practice, speci cally engaging with topics such as Research Methodologies in Information Science and Design Science and Rationale. Throughout the development of the project, the doctoral candidate under academic supervision, has had to critically re ect on the methodological approach, adjusting and re ning it to ensure both scienti c rigor and practical relevance. This re ective process has led to important learnings on how to operationalize Design Science Research (DSR) in institutional contexts that do not behave like standard business environments. As such, the project o ers methodological insights that may be of interest to the RCIS community, particularly to researchers working on applied research and method design in complex organisational settings. 5.1.
The Museu de Ciències Naturals de Barcelona (MCNB) is a public institution with a long and
complex trajectory, shaped by decades of scienti c, educational, and curatorial work. Its
administrative structure is de ned by a consortium model that includes both the Barcelona City
Council and the Generalitat de Catalunya, making it subject to multiple layers of governance and
oversight. Over the years, the museum has also undergone a series of institutional mergers and
restructurings (Figure 3), which have contributed to a historically rich yet organisationally intricate
environment. [
During the rst year of the industrial doctorate project, the MCNB experienced signi cant shi s in executive leadership and internal reorganisation, along with evolving strategic priorities that directly impacted the positioning of the project within the institution. At one point, the digital transformation initiative was deprioritized, resulting in the need for the doctoral candidate, under academic supervision, to reinvest time and e ort into reintroducing and resituating the project. This process required building new alliances, explaining the project’s scope and scienti c value to a changing leadership, and navigating uncertainty regarding the project's institutional t.
These challenges o er a valuable lens through which to understand institutional complexity; not merely as a circumstantial obstacle, but as a dynamic condition that must be factored into the design, deployment, and evaluation of applied research. In particular, this case underscores the importance of resilience, adaptability, and stakeholder communication in carrying out a Design Science Research (DSR) project within a public institution. It also illustrates how real-world complexity intersects with academic goals, reinforcing the need for design methods that are robust enough to accommodate shi s in context while still maintaining scienti c integrity and methodological coherence.
Such dynamic organisational shi s represent a key example of the complexity that characterises many public institutions engaged in digital transformation processes. This case highlights the importance of managing institutional complexity not as a barrier, but as an integral part of the research context, especially in applied research projects situated in real-world settings. In this regard, the project contributes not only to the scienti c discourse on digital transformation, but also to the methodological understanding of how to carry out DSR in environments where political, historical, and strategic factors evolve throughout the project lifecycle.
To date, the project has advanced through several key stages of the DSR methodology. The problem domain has been thoroughly explored through extensive literature reviews and the completion of a benchmarking study involving 17 Natural History Museums (NHMs): the Natural History Museum of London, the Smithsonian, Naturalis, etc. This benchmarking process required the construction of an entire dataset, based on the deep analysis of more than 100 institutional websites, o cial reports, and publicly available resources. This dataset is currently being considered for open access publication, in line with open science practices, to increase transparency and academic rigour.
The main dimensions evaluated in the benchmarking study included the age of the institutions, the existence of strategic and digital transformation plans, the presence of IS/IT teams within the institutions, the current state of digitalisation, data sharing policies, and major digital innovations. Key ndings revealed that many of the institutions studied date back to the 19th century and tend to be traditional in nature, o en lacking a strong culture of strategic planning or publicly available digital transformation strategies. Although various digital innovations have been incorporated, most still lack dedicated IS/IT teams within their organisational structure, which has delayed their digital maturity. These ndings shed light on the broader context in which the artefact (the method) is intended to operate.
In parallel, it has also undertaken a comprehensive review of over 1,400 academic papers from the Museum and the Web conference series, the leading global forum on digital innovation in museums. This e ort is part of the ongoing second phase (O2) of the project, focused on generating a well-grounded taxonomy of digital innovation. Together with the benchmarking, this serves as the empirical foundation for the preliminary design of the proposed method.
Currently, the project is concluding the (O2) phase and progressing through the development phase (O3), which includes outlining and re ning the method’s structure, phases, and theoretical foundations. This work will support subsequent phases (O4 and O5), in which the method will be further developed, tested, and evaluated in relevant institutional contexts.
In completing phase (O2), it became evident that there are signi cant structural and operational similarities between natural history museums (NHMs) and museums of other disciplines. While NHMs face speci c challenges, particularly in the area of data management due to the vast amounts of biodiversity and geodiversity data they handle, their overall organisational architecture tends to mirror that of other museum types. Most are public institutions with local governance and similar organisational charts and departments (e.g. exhibitions, education, collections, research). As a result, the potential for extending the methodology beyond NHMs is being actively considered. Hence, to ensure the wider applicability of the artefact, its evaluation must remain objective and independent of the particular needs of the host institution. For this reason, the doctoral candidate, under academic supervision, is exploring external validation strategies, including expert reviews from professionals in the Catalan Museum Sector who are experienced in digital transformation and knowledgeable about di erent types of museums. This approach aims to reduce institutional bias and ensure that the methodology is not overly tailored to the speci cs of the MCNB, but rather adaptable to other museum contexts.
Preliminary results have already been disseminated through various academic forums, including international and national conferences such as CIMED 2022, CAISE'23, JCIS 2023, SPNHC 2023, MCIS and MENACIS 2023. These contributions have helped to situate the research within discussions of cultural heritage, IS/IT management, digital transformation and innovation in NHMs, and continue to shape the development of a generalisable and transferable methodological contribution to the eld of information science.
This paper has presented the methodological foundations and early ndings of an industrial doctorate project focused on the strategic planning of digital transformation (DT) in Natural History Museums (NHMs). By applying a Design Science Research (DSR) approach, the project addresses a real institutional context while contributing to the academic understanding of method design in complex organisational environments.
The research highlights the importance of aligning DT initiatives with the broader institutional strategy, especially in public organisations where governance, priorities, and resources are subject to continuous change. In this context, institutional complexity is not simply a barrier, but a de ning characteristic of the research environment; one that requires resilience, adaptability, and methodological clarity.
Although the project is ongoing, the steps taken so far have provided valuable insights into the interplay between practical relevance and academic rigor. As the artefact continues its development, the nal research phases will include the exploration of its applicability to other types of museums beyond the natural sciences. This will help assess whether the resulting method can be adapted for broader use across cultural institutions, contributing further to the eld of Information Systems and digital transformation in heritage contexts.
Throughout this process, several lessons have emerged. First, institutional complexity should be embraced as a fundamental design condition, not just a contextual limitation. Second, navigating real-world shi s in leadership, priorities, and resource allocation requires not only methodological adaptability but also communication and advocacy skills. Third, the use of Design Science Research (DSR) in applied settings must be constantly recalibrated to maintain its balance between relevance and rigor. Fourth, establishing collaborative trust between academic and institutional actors is essential to sustain progress across di erent phases of research. Finally, acknowledging the evolving nature of the research environment enables the researchers to approach challenges not as disruptions but as learning opportunities that can inform and strengthen the artefact under development.
I would like to express my sincere gratitude to my academic supervisors, Joan Antoni PastorCollado and Eulàlia Garcia-Franquesa. Thank you very much for your guidance during my doctoral research! This project has received funding from the Industrial Doctorate Plan promoted by the Generalitat de Catalunya (EXPEDIENT 2021 DI 021).
During the preparation of this work, the corresponding author used GPT-4 and DeepL in order to: support grammar and spelling checks and improve linguistic clarity. A er using these tools, the corresponding author, under academic supervision, reviewed and edited all content as needed and took full responsibility for the publication’s content.