Julia Bosbach

• Digital transformation (DT) fundamentally reshapes organizational structures and work processes. Despite its strategic importance, up to 70% of DT initiatives fail, primarily due to insufficient consideration of human factors. This cumulative dissertation addresses this gap by developing and validating a human-centered Change Management Maturity Model that systematically integrates employee needs into digital transformation processes, with particular emphasis on the AI-driven third phase of DT. Existing DT maturity models predominantly focus on technological, strategic, and organizational aspects while neglecting human-centered dimensions such as employee motivation, psychological well-being, and change readiness. Likewise, established change management frameworks tend to operate either at the organizational level (e.g., McKinsey 7S) or the individual level (e.g., ADKAR), without systematically integrating both perspectives. To address this limitation, this dissertation proposes a comprehensive maturity model comprising nine dimensions across three categories: Motivation & Leadership Behavior, Dealing with Change, and Well-being & Health. The research follows an echeloned Design Science Research (eDSR) approach and is structured as a cumulative dissertation consisting of six research papers. The model is grounded in multiple kernel theories, including Self-Determination Theory, Herzberg’s Two-Factor Theory, Maslow’s Hierarchy of Needs, the Dynamic Capabilities Framework, and established change management models. Empirical validation was conducted in the skilled trades sector and across industries in the retail sector, demonstrating the model’s applicability across organizational contexts and its practical relevance for managing AI-driven transformation initiatives.