Introduction

The World Health Organization (WHO) named the disease caused by the novel coronavirus that emerged in Wuhan, Hubei Province, China, in December 2019 as COVID-19 on February 11, 2020 (Wu et al., 2020). This global pandemic required drastic changes in daily life, including maintaining physical distance, implementing remote work policies, and altering conventional practices across industries. The rapid spread of the virus caused significant disruptions in the global economy, affecting sectors such as employment, education, tourism, and public services. The COVID-19 crisis posed a serious global health threat but also acted as a catalyst for rapid societal, technological, and administrative change, forcing governments and organizations to rethink traditional models of governance and service delivery (Arslan & Karagul, 2020).

Digital transformation, defined as the integration of digital technologies into all aspects of an organization’s operations, has become a cornerstone of modern governance. In times of crisis like the COVID-19 pandemic, the ability of public institutions to quickly adapt to digital platforms determines their capacity to maintain continuity in public services, ensure citizen engagement, and safeguard economic stability (Behera, 2021). However, the rapid deployment of these digital systems during the pandemic revealed critical gaps in infrastructure, cybersecurity, and digital literacy, particularly in developing countries.

In Turkey, the COVID-19 pandemic accelerated the adoption of digital transformation, with the e-government platform serving as a prominent example. The pandemic highlighted the importance of digital services such as the e-Government Portal, allowing citizens and public administrations to complete transactions like document queries, applications, and information tracking more efficiently (Bostancı et al., 2022). Despite this acceleration, studies reveal that regional and sectoral differences persist, especially in small and medium-sized enterprises (Bozkus Kahyaoglu et al., 2023). Digital transformation in public administration has also enhanced transparency, inclusivity, and user-friendliness, while reducing corruption risks by promoting ethical practices (Galushi & Malatji, 2022). In the case of Türkiye, the importance of digital solutions has once again emerged during pandemic management. This process has increased the flexibility of the public administration system while facilitating public access to services (Kartoglu & Pala, 2023). However, while digitalization presents an opportunity to bring about structural transformation in local governments, it also exposes challenges such as existing infrastructure limitations and resource inadequacies. Research in the context of the European Union and Türkiye emphasizes that the pandemic has accelerated digitalization, enabling more efficient public service delivery (Savchenko et al., 2024). On the other hand, local governments, as the administrative units closest to citizens, have played a central role in managing the crisis while ensuring uninterrupted service delivery. However, this process revealed challenges, including infrastructural shortcomings and resource constraints that hindered smooth adaptation.

The primary aim of this study is to explore how public institutions in Turkey adapted their digital practices during the COVID-19 crisis, with a specific focus on local governments. This study investigates the challenges, strategies, and effectiveness of these adaptations, especially in the context of remote working and digital service delivery. By addressing these issues, the study seeks to answer the central question: Why and how have public institutions adapted their digital practices during the COVID-19 period?

To provide a comprehensive analysis, the study will also address the following specific research questions:

  • How do employees perceive the impact of remote work on various aspects of their lives and careers during the COVID-19 crisis?

  • How did the COVID-19 crisis influence employees’ attitudes towards remote work and digital meetings?

  • How did the COVID-19 crisis affect the operations and digital practices of public institutions?

  • What behavioral changes did employees make as a result of the crisis?

  • How has remote work affected employees’ compatibility with their personal and professional environments?

By addressing these questions, the research will contribute to the understanding of how local governments adapted to the digital transformation demands of the COVID-19 crisis and highlight the broader implications for digital governance.

Literature Review

Digital Adaptation of Public Institutions

The COVID-19 pandemic has brought digital transformation to the forefront of global discourse, reshaping not only how organizations operate but also how societies function. Governments, businesses, and individuals were forced to rapidly adapt to a “new normal,” where digital technologies became the primary enablers of continuity. The pandemic revealed the criticality of digital infrastructures, as remote work, online education, e-commerce, and telemedicine emerged as indispensable solutions during extended lockdowns. This sudden shift emphasized the need for organizations to not only adopt digital tools but also integrate them strategically into their operational and cultural frameworks (Savić, 2020a).

Digital transformation, often perceived as a technological process, is fundamentally about organizational change. It involves leveraging modern information and communication technologies (ICT) to redesign business models, improve operational efficiencies, and enhance both customer and citizen experiences. Paavola et al. (2017) define digital transformation as the adoption of digital technologies to enable significant improvements in operations and markets. Similarly, Remane et al. (2017) highlight its role in creating new business models and fostering innovation, driven by technologies such as cloud computing, mobile internet, social media, and big data.

This transformation requires not only the implementation of new technologies but also a shift in organizational culture, management practices, and operational processes. At its core, it places humans at the center of decision-making, ensuring that technology serves the needs of both organizations and their stakeholders (Gabryelczyk, 2020; Juchnowicz & Kinowska, 2021). Ultimately, digital transformation enables organizations to adapt to the evolving digital landscape, enhancing their capacity to innovate and deliver value in more efficient ways.

In the context of public administration, digital transformation holds significant potential for improving transparency, interoperability, and citizen satisfaction. Public institutions have made strides in digital adaptation, but barriers such as inadequate technological infrastructure and a lack of skilled personnel persist (Mergel et al., 2019). The COVID-19 pandemic further underscored the necessity of digital transformation, compelling both public and private organizations to rapidly adapt to remote work environments and deploy digital tools to ensure continuity of services (Boban & Klaric, 2021).

Digital transformation has become even more vital in the context of crises like COVID-19, where the ability to adapt rapidly determines an organization’s resilience. For example, remote work—once considered a privilege or a niche trend—became a necessity, pushing organizations to develop robust IT infrastructures and implement new workforce management strategies. Terms like e-work, virtual work, flexible workspaces, and freelancing have gained prominence, reflecting the evolution of work environments in response to digital demands (Savić, 2020b). However, the pandemic also highlighted disparities in digital readiness, as many organizations struggled to keep pace due to a lack of digital literacy, inadequate infrastructure, and limited access to skilled personnel (Al-Ruithe et al., 2017).

The current emerging requirement for institutional change is changing the way governments view information management practices to address social needs or improve service delivery effectively through digital transformation. Understanding and anticipating these changes is critical for government managers, researchers, and anyone involved in preparing, designing, implementing, or evaluating digital government decisions (Lee et al., 2018). In the public sector, digital transformation extends beyond internal operations to include service delivery, citizen engagement, and governance models. Governments worldwide are increasingly adopting e-governance frameworks to improve transparency, efficiency, and inclusivity. Initiatives like the “Tallinn Statement on E-Government” underscore the importance of real-time, high-value digital services that meet the evolving expectations of citizens (European Union, 2017). These frameworks advocate for interoperability, enhanced data security, and proactive citizen participation, all of which are essential for modern governance.

Despite these advancements, significant gaps remain in the literature, particularly regarding the impact of digital transformation on local governance during crises like COVID-19. Existing studies tend to offer a broad overview of digital transformation in public administration but often fail to focus on its implications for employees and service delivery at the local level. Understanding the unique challenges and opportunities in local governance—such as addressing cybersecurity risks, enabling digital adaptation for employees, and eliminating place dependency—is pivotal for comprehending the accelerated digital transformation catalyzed by the pandemic (Sousa et al., 2023).

By addressing these gaps, this study contributes to a nuanced understanding of how digital transformation reshapes local governance, particularly in times of crisis, offering insights into bridging the disparities and maximizing the potential of digital tools in public administration.

Local Governments

Local governments occupy a unique position in the administrative hierarchy, acting as the primary point of contact between citizens and the state. Their responsibilities encompass a wide range of services, from public health and education to infrastructure and emergency management. In Türkiye, as in many other countries, the COVID-19 pandemic placed unprecedented demands on local governments, necessitating a rapid shift to digital service delivery and remote operations. This shift underscored the critical role of digital transformation in enhancing the efficiency, accessibility, and resilience of local governance.

The pandemic significantly accelerated the adoption of digital transformation within local governments, fundamentally altering the delivery of public services (Wade & Shan, 2020). The reliance on information and communication technologies (ICTs) introduced new operational frameworks for local governance. E-local government initiatives, in particular, have enhanced efficiency, transparency, and responsiveness by improving interactions between governments and citizens (Hani et al., 2021). However, as Kudyba (2020) notes, this increased reliance on ICT also brings new challenges, such as the need for robust cybersecurity measures, effective data management systems, and equitable access to digital resources.

E-local governments represent a significant advancement in addressing these challenges. By integrating ICT into their operations, local governments can streamline service delivery, making it more cost-effective, transparent, and citizen-centered (Beynon-Davies & Martin, 2004). These systems not only enhance real-time communication and decision-making but also improve institutional flexibility in high-risk situations (Sá et al., 2016). Furthermore, they play a crucial role in fostering trust and encouraging citizen participation—both essential components of democratic governance (Hanssen, 2007). However, challenges such as uneven digital literacy among employees, resistance to change within institutions, and limited citizen engagement continue to hinder the full potential of digital transformation (Sousa et al., 2023).

In Türkiye, local governments such as governorships, municipalities, and provincial special administrations have made significant progress in adopting digital tools. Initiatives like the e-Government platform have streamlined bureaucratic processes, allowing citizens to access services more efficiently. However, the pandemic revealed substantial gaps in digital readiness, particularly in rural areas and smaller administrative units. These challenges were further exacerbated by inadequate infrastructure, low digital literacy among employees, and resistance to organizational change. Additionally, the sudden and widespread demands of the crisis left little time for preparation or capacity building.

The Bartın Province provides a representative case study of these dynamics. With its diverse mix of urban and rural areas, Bartın’s local governments faced unique challenges in adapting to digital transformation during the pandemic. While some institutions successfully transitioned to remote work and digital service delivery, others encountered issues such as cybersecurity threats, inconsistent internet access, and difficulties integrating new technologies. These experiences highlight the need for tailored strategies that address the specific needs and capacities of local governments.

This study focuses on Bartın Province to explore three critical dimensions of digital transformation, particularly in the context of the COVID-19 pandemic:

  • Awareness of digital transformation among employees: Employee readiness and acceptance of digital tools are essential for successful implementation. A study of Portuguese public administration employees during the pandemic showed that organizational culture and autonomy influence readiness and satisfaction with digital tools (Mergel et al., 2019).

  • Protection of personal information and detection of cyber risks: As reliance on digital systems grows, safeguarding sensitive data and mitigating cyber risks become critical challenges. Research emphasizes the need for robust cybersecurity measures to build trust and ensure continuity in digital governance (Gabryelczyk, 2020).

  • Perceived impact of remote work: The shift to remote work has influenced employee productivity, well-being, and work-life balance. Studies indicate mixed outcomes, with autonomy improving satisfaction but isolation potentially affecting collaboration (Juchnowicz & Kinowska, 2021).

These dimensions reflect ongoing challenges faced by local governments and underscore the need for strategic planning and capacity-building efforts to overcome barriers to digital adoption, particularly during crises.

Challenges and Opportunities

The COVID-19 pandemic has exposed numerous vulnerabilities in local governance systems, particularly in terms of their ability to adapt to rapid changes and disruptions. At the same time, it has catalyzed a process of innovation, prompting local governments to reassess their operational models and embrace new technologies to maintain the continuity of services. While many challenges were revealed, the pandemic has also created substantial opportunities for local governments to innovate, streamline their operations, and enhance the resilience of their service delivery.

The integration of digital technologies offers a critical pathway for local governments to not only respond more effectively to crises but also enhance their long-term efficiency, sustainability, and responsiveness to citizens’ needs. Through the strategic adoption of digital tools, local governments can optimize their workflows, improve the quality of services, and ensure greater transparency and accountability in decision-making. These advancements contribute to the ongoing digitalization of governance processes, laying the foundation for more agile, citizen-centered public administration.

Key priorities for fostering digital transformation in local governance include the following:

Infrastructure Development

One of the primary challenges identified during the pandemic was the inadequate technological infrastructure in many local governments. Digital infrastructure is a critical enabler of effective public service delivery, particularly in times of crisis (Choudhuri et. al., 2021). To respond effectively to future challenges, substantial investments must be made in upgrading digital infrastructure. This includes high-speed internet connectivity, secure data centers, and modern IT equipment that can support remote work, digital communication, and data management. Investments in infrastructure are essential for ensuring that e-government services can be provided universally and without interruption. The improvement of these infrastructures is crucial for enabling seamless digital operations and ensuring the continuity of public services in the event of future disruptions (Wairiuko et al., 2018).

Workforce Training

Another significant barrier to successful digital transformation is the lack of digital literacy among local government employees. The sudden shift to digital platforms highlighted the need for comprehensive training programs to enhance employees’ technical skills. The digital skills gap is a major obstacle to the successful adoption of new technologies in the public sector (Koddebusch et al., 2022). Local governments should invest in targeted training and professional development initiatives to equip their staff with the necessary knowledge and skills to navigate digital systems. Furthermore, effective training programs have been shown to increase employee engagement and improve overall job satisfaction, making them a key factor in the long-term success of digital initiatives. Workforce training should be continuous, ensuring that employees remain updated on emerging technologies and digital tools, which will enable them to adapt to new demands and challenges more efficiently (Silitonga, 2023).

Citizen Engagement

Digital platforms play a crucial role in fostering greater citizen engagement in governance processes. The pandemic emphasized the need for local governments to interact with their citizens through digital channels, facilitating transparency and inclusivity. By leveraging e-governance tools such as online portals, mobile applications, and social media, local governments can improve their communication with the public, increase transparency in decision-making, and encourage active participation in governance. Engaging citizens through digital means also contributes to building trust, as it enables them to access information and services more easily, without the barriers of time or location (Linders, 2012). Digital engagement tools are particularly effective in fostering a two-way dialogue between citizens and local governments, empowering communities, and making governance more inclusive.

Innovation Policy

The pandemic has also accelerated the need for policy innovation in the public sector. Local governments must develop regulatory frameworks that not only support the ongoing digital transformation but also address key issues such as data privacy, cybersecurity, and digital equity. Effective policies should ensure that digital tools are used responsibly, protecting citizens’ personal information and maintaining public trust. Governments must balance innovation with the protection of fundamental rights, such as privacy and access to information (Millard, 2017). Furthermore, these frameworks must aim to bridge the digital divide, ensuring that all citizens, regardless of their socioeconomic status or geographical location, have access to the benefits of digital governance. The importance of inclusive digital policies ensures equitable access to digital services, preventing marginalized groups from being left behind in the digital transformation process.

The lessons learned from the COVID-19 pandemic underscore the importance of proactive planning and investment in digital transformation. By investing in these key areas—digital infrastructure, workforce training, citizen engagement, and policy innovation—local governments cannot only improve their responsiveness during crises but also enhance their long-term capacity to serve citizens effectively. Building resilient digital ecosystems will allow local governments to better adapt to emerging challenges, improve service delivery, and contribute to broader societal progress.

Method

Approach

This study employed a mixed-methods approach to comprehensively analyze the digital transformation processes in Bartın Province’s local governance. The use of both qualitative and quantitative techniques is particularly valuable in investigating complex organizational transformations, as it allows for the integration of diverse data types to offer a more holistic understanding (Fetters et al., 2013). The research process was conducted in three distinct stages.

Qualitative Analysis

Qualitative data were collected through semi-structured interviews and SWOT analyses conducted with IT managers and experts. The qualitative study was conducted between March and June 2021, involving semi-structured interviews with IT managers and SWOT analysis of digital transformation initiatives. Semi-structured interviews were chosen for their ability to provide flexibility, allowing for the exploration of in-depth insights into the digital transformation process. This method is especially useful for uncovering information that is not immediately observable and for offering alternative interpretations of observed phenomena (Tisdell et al., 2025). SWOT analysis was used to evaluate the institutional strengths, weaknesses, opportunities, and threats related to digital transformation. This strategic planning tool helped identify internal and external factors influencing the transformation process, offering actionable insights into organizational processes (Berta et al., 2018; Leigh, 2010).

A semi-structured form, containing 37 questions, was specifically designed to gather information on Service and Security Factors. Seven of the questions were open-ended, while the remaining were primarily multiple-choice. This form was administered exclusively to experts and managers working in information processing units. All nine interviews with IT managers and experts were conducted face-to-face to facilitate a richer exchange of ideas and insights. The qualitative data were further enhanced by audio recordings of interviews (with participants' consent) and detailed field notes to ensure reliability.

Quantitative Surveys

Quantitative data were collected through surveys, which provided broader insights into digital transformation and cybersecurity awareness. These surveys aimed to assess local government employees’ awareness of digital transformation and their perceptions of cybersecurity risks. Two surveys were developed:

  • “Detection of Employees’ Digital Transformation Awareness” (Appendix 1), which consisted of 28 items rated on a 5-point Likert scale. Of these, 27 items were standard Likert-type questions, while the 28th item was a multiple-choice question with an open-ended option for additional input. This survey aimed to measure organizational readiness in adopting digital transformation initiatives.

  • “Protection of Personal Information and Detection of Cyber Risks” (Appendix 4), which included 32 questions also based on a 5-point Likert scale. This survey was designed to assess employees’ perceptions regarding personal data protection and the identification of cybersecurity risks within the context of the digital transformation process.

Both surveys underwent expert validation to ensure their reliability and were distributed in various formats, including face-to-face interviews, written responses, mail, telephone, and online platforms. This flexibility in data collection methods allowed for a comprehensive assessment of organizational preparedness and employee awareness regarding the ongoing digital transformation (Arıkan, 2018).

Data Collection, Sampling Frame, and Participants

This study employed a mixed-methods approach to comprehensively explore the perceived impact of remote work during the COVID-19 crisis on employees’ lives, careers, and organizational behavior. Given the dynamic nature of digital transformation and the unprecedented challenges posed by the pandemic, both qualitative and quantitative data collection tools were utilized to capture a broad spectrum of insights.

To examine the effects of remote work during the pandemic, the study was structured around five key research topics. These topics, informed by the existing literature, aimed to investigate not only the immediate effects on employees but also the long-term implications of remote work on organizational processes and employee behavior. The research questions and their corresponding survey items are as follows:

  • Research topic 1: How do employees perceive the impact of remote work during the COVID-19 crisis on various aspects of life and career? (Moens et al., 2022).

  • Research topic 2: To what extent did the COVID-19 crisis affect employees' personal views on remote work and digital meetings? (Moens et al., 2022).

  • Research topic 3: To what extent did the COVID-19 crisis affect organizations? (Moens et al., 2022).

  • Research topic 4: To what extent did the COVID-19 crisis affect employee behavior? (Hasanat et al., 2020).

  • Research topic 5: How did remote work affect the compatibility of employees’ life and work conditions? (Moore & Benbasat, 1991).

These research questions were designed to provide a comprehensive understanding of remote work's multifaceted impact on both individual employees and organizations during the pandemic. The surveys incorporated a 5-point Likert scale for quantitative analysis, allowing participants to express their levels of agreement or disagreement. Additionally, open-ended questions were included to gather qualitative insights, providing participants the opportunity to share their detailed experiences and offer nuanced perspectives.

A purposive sampling method was employed to target participants directly involved in digital transformation processes within local governance. This approach ensured the selection of participants with relevant expertise and firsthand experience of the challenges associated with the rapid shift to remote work and digital tools. The sample consisted of the following:

  • 123 employees from local governance officers in Bartın, Türkiye, including municipalities, governorships, and provincial special administrations.

  • Nine IT managers and experts, representing a broad range of hierarchical levels from mid-level to senior roles in local governments, working for the Municipality, Provincial Administration, and Governorship in Bartın, Türkiye.

This sampling strategy was intentional, as it allowed for the collection of diverse perspectives on the effects of the pandemic on local governance operations. The inclusion of both frontline employees and IT experts provided a balanced view, helping to capture the intersection between digital transformation, organizational readiness, and the lived experiences of those directly impacted by the crisis.

By focusing on a specific geographical context—Bartın Province—this study aimed to provide practical insights into how local governance adapted to the crisis, addressing both the successes and the challenges encountered in the transition to remote work. The study’s mixed-methods design was particularly effective in capturing the complexity of these transformations, offering both statistical analysis and in-depth qualitative findings to provide a well-rounded perspective on the pandemic’s impact.

Data Analysis

In this study, both qualitative and quantitative data were analyzed using a combination of content and descriptive analysis methods. Content analysis was applied to qualitative responses from interviews and SWOT results, categorizing them into recurring themes and insights. Descriptive analysis was employed for summarizing quantitative data, including frequency distributions and arithmetic means.

For the quantitative analysis, Likert-scale survey data were treated as interval data, allowing the use of parametric tests despite their ordinal nature. This approach aligns with the perspective that Likert-type questions can be analyzed with arithmetic means for parametric analysis (Carifio & Perla, 2008). However, the choice of statistical tests for Likert-type data remains debated in the literature. Some argue that ordinal data should not be analyzed with parametric tests due to their non-interval nature (Jamieson, 2004; Kuzon et al., 1996), while others believe that Likert-type responses can be transformed into interval data (Carifio & Perla, 2008). A third perspective emphasizes that the choice of statistical test is less critical than factors such as sample size and distribution characteristics (Jamieson, 2004). Given these differing views, the analysis approach in this study was chosen based on practical considerations and specific research objectives.

Moreover, parametric tests were applied to the Likert-scale survey data after confirming the normality assumptions, supported by high internal consistency scores (Cronbach’s alpha = 0.89 for Appendix 1 and 0.91 for Appendix 4) (Palinkas et al., 2011).

Validity and Reliability

To ensure the robustness and credibility of the study, multiple validity and reliability measures were meticulously applied throughout the research process.

  • Expert validation: Both the interview guides and survey forms were reviewed by subject-matter experts to ensure that the questions effectively captured the core themes of the study. Expert feedback was incorporated into the design to refine and enhance the research instruments.

  • Triangulation: To improve the credibility of the findings, data were collected from a variety of sources, including interviews, surveys, and SWOT analyses. This triangulation strategy helped to confirm the consistency of the data across different methods and enhanced the overall trustworthiness of the results.

  • Independent coding: Multiple researchers conducted independent coding and analysis of the qualitative data. This approach was employed to increase inter-rater reliability and to ensure that the findings were not subject to individual biases (Turner et al., 2017). The agreement between coders provided further validation for the reliability of the analysis.

  • Validity measures: Reliability and validity were rigorously ensured through several strategies. In qualitative research, validity is particularly critical, and practices such as providing a detailed description of the research process, identifying underlying assumptions and limitations, and explaining sample selection criteria were followed (Yurdugul & Bayrak, 2012). Additionally, member checking and triangulation were employed to verify the accuracy and consistency of the findings.

  • Reliability measures: Reliability was bolstered through stakeholder participation at various stages of the research process, ensuring that multiple perspectives were considered. Expert opinions were solicited to reinforce methodological rigor and assist in refining the analysis. Moreover, participant verification (member checking) was implemented to validate data, ensuring that the information gathered was accurate and trustworthy. The use of recording devices minimized data loss, while independent analysis by multiple researchers helped to compare results and establish inter-rater reliability.

By adhering to these rigorous validity and reliability protocols, the study ensured that its findings were not only convincing but also reflective of accurate, consistent, and trustworthy data.

Study Location

The research focused on Bartın Province, a region exemplifying both the challenges and opportunities of digital transformation in local governance. Insights gained from this case study contribute to understanding how local governments adapt to crises such as the COVID-19 pandemic, emphasizing leadership and stakeholder engagement (Acharya et al., 2022).

Findings

Determining the Awareness of Digital Transformation Among Employees

This section examines the awareness of digital transformation among public employees in Bartın Province, focusing on the influence of the COVID-19 pandemic on their perceptions and institutional practices. Detection of Employees’ Awareness of Digital Transformation survey (Appendix 1) provided insights into employees’ readiness, challenges, and attitudes toward digital transformation in three major institutions: the Municipality, Provincial Administration, and Governorship.

The COVID-19 pandemic acted as a critical catalyst for digital transformation, prompting public employees to reevaluate the role of digital tools in maintaining operational continuity. The sudden shift to remote work and digital communication exposed both the potential and the challenges of implementing digital transformation in the public sector.

  • Municipality employees: 71.4% of employees in the Municipality recognized the importance of investing in digital transformation to ensure smoother operations. They also believed that digital tools could enhance their performance (73.8%). These findings align with global trends where the pandemic accelerated the adoption of digital technologies in both private and public sectors. However, the survey also revealed gaps in readiness, particularly in terms of training and skilled personnel, indicating a pressing need for capacity-building programs. The lack of a robust digital infrastructure and institutional resistance to change might also be contributing factors to this gap.

  • Provincial administration employees: The Provincial Administration showed higher awareness levels, with 94.5% of employees agreeing that investment in digital transformation was essential. However, there was a discrepancy between this acknowledgment and the belief in the effective implementation of digital initiatives, with only 32.5% of employees seeing tangible results. This suggests a gap between awareness and actual execution, pointing to institutional barriers such as inadequate leadership, insufficient resources, or poor integration of digital initiatives into daily operations. The high percentage of employees (91.8%) requesting further training highlights the need for educational programs that go beyond initial digital tools to address broader digital literacy, leadership, and change management challenges.

  • Governorship employees: The Governorship employees demonstrated the highest level of awareness of digital transformation, with the majority showing an optimistic outlook on the long-term benefits of digital tools. They understood how digital transformation could improve efficiency, reduce bureaucratic processes, and offer better service delivery to citizens. This optimistic perspective may reflect stronger leadership, more robust infrastructure, or a culture that is more receptive to digital innovation. Their understanding of the long-term benefits suggests that, unlike the Municipality and Provincial Administration, they are better positioned to lead in the digital transformation journey. However, even within the Governorship, there were still concerns about implementation challenges, indicating that digital transformation is still a work in progress and subject to evolving challenges.

A significant finding was the variation in perceived institutional responsibilities for driving digital transformation. Across all three institutions, the IT department was identified by 69.1% of employees as the primary driver of digital initiatives. However, there were noticeable discrepancies in perceptions of responsibility:

  • Municipality employees: In the Municipality, all employees (100%) identified the Customer Service department as being accountable for digital transformation. This is a striking contrast to the general view that IT departments should lead digital efforts. This indicates that employees view customer service as the face of digital transformation, which may be more directly linked to citizen-facing services and the need for efficient, digital communication during the pandemic. This may also reflect a decentralization of digital transformation responsibility within the Municipality, which can sometimes lead to confusion about roles and responsibilities.

  • Provincial administration employees: Employees of the Provincial Administration acknowledged the role of the IT department, but there were fewer clear responses regarding the distribution of responsibility for driving digital transformation initiatives. This ambiguity could point to a lack of internal coordination and highlights the need for a more defined framework for digital transformation within the institution.

  • Governorship employees: In contrast, employees of the Governorship indicated that the IT department (40%) should take the lead on digital transformation efforts. This view aligns more traditionally with the perception that IT is the backbone of digital initiatives, responsible for infrastructure, cybersecurity, and software solutions. This suggests a more structured approach to digital transformation in the Governorship, with a clearer delineation of responsibilities.

These findings suggest that while the IT department plays a central role in digital transformation, there is a need for better clarity and alignment regarding the distribution of responsibilities. In particular, the varying views between the Customer Service department and IT departments in the Municipality may create organizational challenges that could hinder the success of digital initiatives.

A recurring theme throughout the survey results was the need for training. Employees in all three institutions expressed a clear desire for more targeted education and capacity-building programs to enhance their digital literacy and preparedness for future transformations. This is critical because while awareness of digital transformation may be high, a lack of practical skills and technical expertise remains a barrier to effective implementation.

  • Need for digital literacy: Many employees identified a gap between their theoretical understanding of digital transformation and their ability to use digital tools effectively. The pandemic revealed that digital tools are not just about technology; they also require a cultural shift within organizations. Training should therefore go beyond basic skills and incorporate modules on digital leadership, change management, cybersecurity, and organizational culture to facilitate a holistic approach to digital transformation.

  • Targeted programs: Particularly in the Provincial Administration, where employees expressed dissatisfaction with the implementation of digital transformation initiatives, targeted programs addressing leadership development and strategy formulation would be crucial. These programs could help bridge the gap between awareness and execution, enabling employees to better understand how digital transformation aligns with broader institutional goals and their own roles.

The findings indicate that the COVID-19 pandemic has acted as a significant catalyst for raising awareness of digital transformation across public institutions in Bartın Province. However, while there is general recognition of the importance of digital tools, there are still considerable challenges in terms of training, readiness, and institutional alignment.

The study highlights the critical role of leadership in driving digital transformation, with clear responsibility for digital initiatives often lacking in certain institutions. It also emphasizes the importance of continuous training programs to ensure that employees are equipped with the skills necessary to adapt to rapidly changing digital landscapes. Additionally, fostering a strong organizational culture that supports digital transformation is key to overcoming resistance and ensuring the long-term success of digital initiatives.

Overall, the findings provide valuable insights into the state of digital transformation within public institutions in Bartın Province, offering guidance for future research and policy-making aimed at enhancing the digital readiness of public sector employees.

Protection of Personal Information and Detection of Cyber Risks

This section presents the results of an awareness study focused on the “Protection of Personal Information and Cyber Risks,” conducted for relevant units within local governments, particularly in the context of the challenges and solutions arising from digital transformation during the COVID-19 pandemic. The survey, which consists of 32 questions (Appendix 4), employed a 5-point Likert scale. The survey scale was adapted from Catuk’s (2018) doctoral thesis.

In this study, each unit was first analyzed individually and then compared across the institutions. Initially, the responses from Bartın Municipality employees were examined. The analysis revealed a high degree of agreement among respondents, with the percentage of those who answered “strongly agree” ranging from 57.1 to 73.8%. In most questions, there were no significant negative responses, although the undecided responses ranged from 2.4 to 31.0%. For example, 69.1% of the employees strongly agreed or agreed that “classification of information” was necessary to protect the confidentiality of important information. However, 31% of respondents were undecided on this issue, which could lead to challenges in the flow of information within the organization, as some employees may lack knowledge about this topic.

Furthermore, 73.8% of the respondents affirmed that adequate measures were in place to prevent unauthorized access to technological devices (e.g., computers, machines) within the institution. Additionally, 92.8% of employees confirmed that they adhered to personal data privacy guidelines in their interactions with citizens, emphasizing the protection of personal data. Despite this, while 71.4% of respondents said they informed the relevant individual before sharing citizens’ information with other institutions, 28.6% indicated they were unaware of this practice.

The survey also revealed concerns related to the functionality of the institution’s information systems. A significant 92.8% of respondents reported that malfunctions in these systems significantly slow down their work. Regarding the destruction of documents to reduce data traceability, 61.9% agreed with this practice, but 26.2% were undecided, and 11.9% disagreed. Given the number of undecided responses and the mixed views on certain issues, it is clear that there is a need for targeted training programs on the protection of personal information and cybersecurity for municipal employees.

Moving to the Provincial Special Administration, the awareness regarding personal information protection was notably high, particularly in terms of respecting personal information privacy in interactions with citizens, where 86.4% of employees expressed agreement (54.1% strongly agreed and 32.4% agreed). Moreover, 83.7% of respondents agreed that all files downloaded from the internet were scanned for viruses, suggesting that employees felt confident in the institution’s cybersecurity measures. Only 10.8% were undecided, and 5.4% disagreed, highlighting the institution’s strong stance on ensuring cybersecurity. The awareness of personal information privacy was further supported by responses to the question of employees’ understanding of the concept of privacy, with a high level of consensus.

However, there were areas of indecision. For instance, 54.1% of employees were undecided about the importance of end-user training for maintaining information confidentiality, while 35.1% agreed, and 10.8% disagreed. This suggests that, despite high awareness in some areas, there is a lack of comprehensive understanding of the need for continuous training on cybersecurity and data protection. Additionally, there were concerns about insufficient measures to prevent harmful files from entering the system, and employees noted the ability to download media files to their computers or delete important documents without detection, though officials asserted that necessary precautions were in place.

Finally, the responses from the Provincial Governorate employees were found to be similar to those of the Provincial Administration. Among both groups, the question about the importance of personal information privacy in dealings with citizens garnered the highest acceptance rate. A significant 68.2% of Provincial Governorate employees strongly agreed, and 29.5% agreed, with no negative responses.

Regarding system reliability, 95.4% of Provincial Governorate employees believed that malfunctions in information systems would significantly impede their work, a concern that was more prevalent among them compared to Municipal and Provincial Administration employees. Moreover, 95.4% agreed that the necessary measures to prevent unauthorized access to technological devices within the institution had been taken.

Notably, unlike Municipality employees, Provincial Governorate employees did not overlook cybersecurity measures. They acknowledged the institution’s efforts to prevent harmful files from entering the system, refrained from downloading unauthorized audio or video files, and confirmed that records could trace the user responsible for deleting important documents.

The findings reveal varying levels of awareness and preparedness for personal information protection and cybersecurity across different institutions. While most employees acknowledge the importance of these issues, significant gaps remain in training, understanding of privacy concepts, and the implementation of effective security measures. The study suggests that providing comprehensive training on personal information protection and cybersecurity would enhance employees’ readiness and foster a safer working environment. These efforts should focus not only on technical measures but also on building a culture of security awareness across local government institutions.

Perceived Impact of Remote Work During COVID-19 Crisis

This section investigates the impact of remote work during the COVID-19 crisis, focusing on its implications for employees’ professional and personal lives. The findings align with the research questions and highlight the significant role the pandemic played in reshaping work behaviors and accelerating the digital transformation process. While analyzing the perceived impact of remote work during the COVID-19 crisis on various aspects of life and career, the goal was to measure employee behavior with the following research questions (Appendix 2):

  • Research Topic 1: How do employees perceive the impact of remote work during the COVID-19 crisis on various aspects of life and career? (Questions 1–14: (Moens et al., 2022))

  • Research Topic 2: To what extent did the COVID-19 crisis affect employees’ personal views on remote work and digital meetings? (Questions 15–20: ((Moens et al., 2022))

  • Research Topic 3: To what extent did the COVID-19 crisis affect organizations? (Questions 21 and 22: (Moens et al., 2022))

  • Research Topic 4: To what extent did the COVID-19 crisis affect employee behavior? (Questions 23–25: (Hasanat et al., 2020))

  • Research Topic 5: How did remote work affect the compatibility of employees’ life and work conditions? (Questions 26–28: (Moore & Benbasat, 1991))

Remote Work’s Impact on Employees’ Life and Career

The results indicate that 57.8% of employees were satisfied with working from home during the COVID-19 crisis. Among the institutions, Bartın Governorship recorded the highest satisfaction rate (65.9%), followed by the Provincial Administration (56.7%) and Bartın Municipality (50.0%). These findings suggest a positive perception of remote work, though the distribution of satisfaction was not uniform across the institutions, indicating that individual organizational contexts influenced employee experiences.

The role of employers in facilitating the transition to remote work was notably acknowledged, with 88.8% of employees reporting that they were well-supported by their organizations. The Provincial Administration showed the highest level of support (89.1%), followed by Bartın Governorship (75%) and the Municipality (71.5%). These figures reflect the importance of clear communication and organizational preparedness in ensuring a smooth transition to remote work.

Furthermore, remote work was associated with several positive outcomes. A substantial 72.4% of employees experienced reduced job-related stress, and 56.1% reported improved concentration. Notably, Bartın Governorship employees demonstrated the most significant benefits, with 93.2% experiencing reduced stress and 67.5% reporting enhanced concentration. These results suggest that remote work contributed to improved well-being for employees, especially in organizations where the necessary support and resources were provided.

However, significant challenges remained, particularly in the realm of communication. A notable 85.3% of employees reported difficulties in integrating various communication tools, with the challenges being most pronounced among Provincial Administration employees (95.6%). This finding highlights the need for better training and more streamlined communication tools to improve remote work efficiency and facilitate smoother interactions between employees.

The findings indicate that remote work had a generally positive impact on employee satisfaction, especially in organizations that provided clear support and resources. However, the uneven distribution of satisfaction across institutions suggests that better planning and organization-specific strategies are needed to optimize the transition. The significant challenges in communication tool integration highlight the need for targeted training programs and enhanced technological infrastructure. Therefore, further investments in technology, training, and communication strategies are essential to fully capitalize on the benefits of remote work.

Views on Remote Work and Digital Meetings

The pandemic has reshaped employees’ perceptions of remote work and digital meetings. An overwhelming 83.7% of employees expressed positive views toward digital meetings, and 78.9% indicated a desire for more remote work opportunities in the future. Among the different groups, Bartın Municipality employees were the most favorable toward remote work (57.2%), while Bartın Governorship employees expressed the most enthusiasm for digital meetings (93.2%). These differences suggest varying institutional cultures and levels of technological readiness that affected employees’ experiences with remote work and digital meetings.

The expectation of increased remote work (71.5%) and digital meetings (76.5%) post-pandemic reflects a broader shift in workplace norms. Employees from Bartın Governorship anticipated the highest rates of adoption for both remote work (81.9%) and digital meetings (93.2%), indicating a strong institutional commitment to these practices. This trend suggests that the pandemic has triggered a long-term transformation in work practices, with many employees and institutions now favoring remote work as an integral part of the organizational landscape.

The shift in employee attitudes toward remote work and digital meetings demonstrates the potential for these practices to continue post-pandemic. The growing desire for remote work and digital meetings reflects broader trends in flexibility and efficiency. Organizations, especially Bartın Governorship, are well-positioned to adopt these practices long-term. Institutions should prioritize the development of a remote work culture and invest in technologies that support digital meetings and remote collaboration. This could lead to more sustainable, efficient, and adaptable work environments in the future.

COVID-19’s Impact on Organizational Digital Transformation

COVID-19 emerged as a significant driver of digital transformation across organizations. A substantial 79.7% of employees reported that the pandemic had a notable impact on local governance processes, and 81.3% acknowledged advancements in institutional digital transformation. These findings highlight how the crisis accelerated the adoption of digital tools and systems, underscoring the adaptability of organizations in managing crises. Additionally, the results emphasize the necessity for sustainable policies and improved infrastructure to support digital workflows in the long term, ensuring that digital transformation continues beyond the crisis.

The pandemic has acted as a catalyst for organizational digital transformation. The significant impact on local governance processes and the adoption of digital tools demonstrates that institutions are increasingly capable of adapting to new technologies. To sustain and build upon this progress, organizations must prioritize the development of long-term digital strategies, invest in infrastructure, and implement policies that support continuous digital transformation. This will ensure that digital workflows become an integral part of organizational operations, even after the pandemic ends.

Impact of COVID-19 on Employee Behavior

The pandemic had a profound impact on employee behavior and workplace dynamics. A significant 80.5% of employees reported reduced productivity, while 71.5% noted changes in their working habits. Moreover, 85.4% observed substantial alterations in workplace behaviors, including adaptations to comply with the “new normal” protocols, such as replacing physical interactions with safer alternatives. These changes illustrate the widespread influence of COVID-19 on organizational culture and the resilience of employees in adapting to new work environments. The ability to quickly adjust to remote work and new safety measures reflects the growing importance of flexibility and adaptability in the workforce.

COVID-19 has substantially influenced employee behaviors, with a significant shift in productivity and working habits. The pandemic underscored the need for organizations to be flexible and adaptable in the face of unforeseen challenges. In response, institutions must focus on fostering a culture that supports employee resilience and adaptability. Organizational policies should be designed to accommodate changes in workplace dynamics, ensuring that employees are equipped to navigate future disruptions and maintain high levels of productivity.

Compatibility of Remote Work with Life and Work Conditions

Remote work proved highly compatible with employees’ professional and personal lives. A majority of 81.3% of employees stated that remote work aligned with their work expectations, while 74% found it compatible with their personal lifestyles. Additionally, 73.2% of respondents reported that remote work met their professional requirements. These findings suggest that remote work not only meets professional expectations but also offers employees the flexibility to balance their personal lives. Furthermore, remote work provided employees with opportunities for personal development and allowed them to better manage familial responsibilities. This highlights the long-term potential of remote work as a sustainable and effective work model, particularly for those seeking a more flexible and balanced approach to their careers.

The compatibility of remote work with both professional and personal life suggests that it could serve as a long-term solution for work flexibility. Institutions should consider the long-term benefits of remote work, not only for increasing employee satisfaction but also for fostering a more inclusive work culture. By offering flexible work arrangements, organizations can attract and retain talent, improve work-life balance, and enhance overall job satisfaction. Investing in remote work infrastructure and policies that support employees’ personal needs will ultimately contribute to a more sustainable and adaptable workforce.

SWOT Analysis of the Digital Transformation in Local Governance During the COVID-19 Pandemic

The information obtained from the participants was compiled under a single form by evaluating the SWOT surveys (Appendix 3). The SWOT analysis provides a comprehensive evaluation of the progress and challenges associated with digital transformation in local governance during the COVID-19 pandemic. This section synthesizes the strengths, weaknesses, opportunities, and threats to present a nuanced understanding of the institutional landscape.

Among the most prominent strengths is the facilitation of data and information sharing, which has significantly improved public service delivery. Digital meetings have enhanced participation in decision-making processes, reflecting the adaptability and openness of employees to change and development. The presence of experienced IT personnel, robust cybersecurity systems, and the widespread use of e-government projects highlight the technological foundation upon which digital transformation is built. Institutions also benefit from sufficient infrastructure and leadership support, which have accelerated digital initiatives. Operationally, digital tools have reduced paperwork, increased efficiency, and enabled 24/7 accessibility, making public services more economical and accessible.

However, several weaknesses hinder the full potential of these efforts. One critical issue is the lack of adequate training and knowledge about digital transformation among employees, which limits their ability to effectively utilize new tools. Infrastructure limitations, such as outdated hardware, insufficient communication systems, and high technological costs, pose significant challenges, particularly in under-resourced areas. Organizational barriers, including slow decision-making, uneven work distribution, and a lack of coordination, further impede progress. Additionally, resistance to change from managers and inadequate support for flexible work arrangements highlight the cultural and managerial challenges that need to be addressed. Cybersecurity vulnerabilities, such as limited training and the absence of Cyber Attack Response Teams (CART), expose institutions to potential risks.

Despite these challenges, the pandemic has created significant opportunities for digital transformation. Government policies increasingly prioritize digital initiatives, with support from development agencies bolstering institutional efforts. The accelerated adoption of e-government systems offers a platform for enhanced service delivery and citizen engagement. Technological advancements, including improved access to devices and online transaction systems, provide opportunities to modernize operations. On a social level, the shift to remote work has fostered improved work-life balance, creating a positive impact on employee satisfaction and productivity.

Nevertheless, certain threats could undermine these opportunities if not effectively managed. Rising cybersecurity risks and potential information breaches represent significant concerns. Resistance from external stakeholders, including private sector partners and citizens, to adopt new technologies could slow progress. Bureaucratic challenges, such as lengthy inter-institutional processes and salary disparities between public and private sector employees, may hinder motivation and collaboration. Additionally, the relocation of key personnel to other regions could disrupt ongoing digital transformation efforts.

The SWOT analysis underscores that while the pandemic has catalyzed digital transformation in local governance, it has also revealed critical gaps and vulnerabilities. Addressing these challenges through strategic investments in training, infrastructure modernization, and robust cybersecurity protocols will be essential for sustaining progress. By leveraging strengths and opportunities while mitigating weaknesses and threats, local governments can establish resilient systems capable of meeting both current demands and future challenges.

The findings suggest that while the COVID-19 pandemic accelerated digital transformation within local governance, it also highlighted the need for continued improvements. One of the most pressing needs is comprehensive employee training in digital skills. A substantial number of employees across institutions lack adequate training, limiting the full potential of digital tools. Therefore, prioritizing capacity-building programs is essential. These programs should encompass not only technical skills but also cybersecurity, data protection, and ethical standards in the digital age.

In addition, infrastructure modernization is crucial. Outdated hardware and insufficient communication systems continue to be barriers, especially in under-resourced areas. Local governments should invest in upgrading these infrastructures to ensure seamless, efficient operations. These investments will not only improve the current operational capacity but also prepare institutions for future challenges.

The importance of fostering an innovation-driven organizational culture and supportive leadership cannot be overstated. Successful digital transformation requires strong leadership that champions change and innovation. Managers must be equipped to address resistance to change and effectively manage the cultural shift required for successful digitalization. This is particularly important in local governments where traditional methods of operation may conflict with the demands of digital tools and systems.

Lastly, cybersecurity remains a critical area for development. As digital transformation accelerates, cybersecurity risks increase. The lack of trained cybersecurity personnel and response teams, along with gaps in security protocols, puts institutions at risk. Strengthening cybersecurity frameworks and providing specialized training for employees are vital steps in safeguarding sensitive data and maintaining public trust.

While the pandemic has catalyzed digital transformation in local governance, substantial investments in employee education, technological infrastructure, organizational culture, and cybersecurity are required to sustain progress. By addressing these key areas, local governments can enhance their ability to meet the evolving demands of citizens and continue advancing in the digital age. This holistic approach will create a more resilient, efficient, and secure public sector, well-prepared for the challenges of the future.

Findings of Interviews with IT Unit Managers and Experts

The interviews with IT unit managers and experts provided critical insights into the state of digital transformation, cybersecurity practices, and remote work adaptations within local governance institutions during the COVID-19 pandemic. Across all institutions, the presence of IT departments was noted, albeit with a limited staff size of 2 to 4 employees. Despite these constraints, over half of the participants (56%) reported receiving support from their IT departments at least once, highlighting a reliance on internal expertise to address technological challenges. Participants reported utilizing fundamental cybersecurity tools, including firewalls and antivirus software on both computers and servers, as well as more advanced systems such as Intrusion Detection Systems (IDS), Intrusion Prevention Systems (IPS), and Distributed Denial of Service (DDoS) preventers, indicating a baseline level of cybersecurity preparedness.

Nevertheless, significant gaps in institutional cybersecurity practices were identified. A notable concern was the lack of Cyber Attack Response Teams (CARTs), with 62.5% of participants indicating that their institutions did not have such a critical unit in place to manage and mitigate cyber threats. Only one participant from the Provincial Administration expressed an intention to establish a CART, highlighting a limited awareness of its importance. Raising awareness about the necessity of CARTs and providing guidance for their establishment could significantly enhance cybersecurity resilience, particularly as institutions become increasingly digitalized. On a more positive note, most participants from the Governorship and Municipality confirmed the existence of formally defined and regularly reviewed ICT security policies. However, the absence of such policies within the Provincial Administration remains a considerable vulnerability that demands urgent attention.

Authentication practices and password security also emerged as areas requiring improvement. Participants reported utilizing various authentication methods, including usernames and passwords, hardware-based solutions like smart cards, and software-based factors. While half of the participants used passwords incorporating diverse characters, only 29% adhered to Group Policy standards, and just 21% created passwords with a minimum of six characters. Regular password updates were reported by 40% of participants, while another 40% updated their passwords biannually, with the remainder doing so only following significant events. These findings emphasize the need for consistent enforcement of password security standards to protect institutional data.

There was unanimous agreement among participants regarding the importance of annual cybersecurity awareness training. However, the absence of specialized training during the pandemic for employees accessing institutional systems remotely highlighted a critical oversight. Expanding training programs to address emerging cyber threats, particularly in the context of remote work, is essential for bolstering institutional security practices.

The shift to remote work during the pandemic revealed both adaptability and limitations within the institutions. While 56% of institutions implemented remote working methods, only 33% of participants reported using work computers at home, suggesting a lack of sufficient hardware support for employees. The reliance on desktop computers and limited remote access infrastructure impeded the broader adoption of remote work. This situation underscores the necessity of equipping employees with secure and portable devices and enhancing remote access systems to ensure operational continuity during future disruptions.

The findings indicate that while there has been some progress in terms of foundational cybersecurity measures and IT support systems, significant gaps remain that need to be addressed to ensure effective digital transformation. Key weaknesses, such as the lack of Cyber Attack Response Teams (CARTs), inconsistent adherence to password security protocols, and insufficient remote work infrastructure, reveal the vulnerabilities that institutions must address to ensure resilience in the digital age.

The absence of CARTs, in particular, is a critical gap, exposing institutions to potential cybersecurity risks, especially as their digital operations expand. Establishing CARTs should be a priority to proactively manage and mitigate cyber threats, alongside the implementation of more robust ICT security policies. The lack of consistent password practices also underscores the need for standardized, enforced security protocols to safeguard sensitive data.

Additionally, the limited hardware and remote access infrastructure hindered broader remote work adoption, highlighting the need for significant investment in secure, portable devices and enhanced remote access systems. The shift to remote work during the pandemic demonstrated adaptability, yet it also revealed the limitations of current systems in supporting such a transition. These challenges suggest that institutions must be better prepared for future disruptions by providing secure remote work capabilities and investing in the necessary technological infrastructure.

The absence of specialized cybersecurity training during the pandemic further emphasizes the importance of developing comprehensive training programs that address not only general cybersecurity awareness but also specific scenarios related to remote work and emerging cyber threats. Training programs should be expanded and regularly updated to keep pace with the rapidly evolving digital landscape.

The results underscore the need for strategic investments in cybersecurity infrastructure, employee training, and remote work systems to bridge the existing gaps and position institutions for continued success in the digital era. By addressing these critical areas, institutions can enhance their cybersecurity resilience, ensure the safety of institutional data, and better support employees in adapting to the evolving demands of digital governance.

Discussion

The COVID-19 pandemic forced organizations worldwide to rapidly adapt to unprecedented challenges, with local governments in Bartın Province reflecting these global trends. This study examined the interplay between the pandemic and digital transformation, focusing on key areas such as cybersecurity, remote work, and the adaptation of traditional processes to digital platforms. The findings offer valuable insights into the socio-technical and institutional dynamics shaping this transformative period.

Insights into Digital Transformation Awareness

The pandemic emphasized digital transformation as both a technological necessity and a cultural shift. While the majority of employees recognized its importance, disparities in awareness and preparedness were evident. Employees in municipal offices demonstrated lower levels of readiness compared to their counterparts in provincial administrations and governorships. These results align with findings from other regions, which highlight the critical role of leadership and institutional culture in embedding digital transformation within public organizations (Gangneux & Joss, 2022).

The observation that 91.8% of employees believed they needed training underscores the importance of educational interventions tailored to organizational needs. Targeted programs can bridge the gap between awareness and actionable knowledge, facilitating smoother transitions to digital-first operations (Boban & Klaric, 2021).

Cybersecurity: A Persistent Challenge

Cybersecurity emerged as a dual-faceted issue. While employees trusted institutional measures, their personal awareness of data protection protocols was limited. The absence of Cyber Attack Response Teams (CART) in 62.5% of institutions highlights significant vulnerabilities, particularly as reliance on digital platforms grows. Similar gaps have been documented in European public institutions, where end-user training is identified as a key component for reducing cybersecurity risks (Savona, 2021).

The disconnect between institutional policies and employee perceptions, such as a lack of awareness about disciplinary measures for violations, reflects broader challenges in policy communication and transparency (Agostino et al., 2020).

Remote Work: A Paradigm Shift

Remote work became a practical alternative during the pandemic, with 81.3% of employees finding it compatible with work expectations and 74.0% aligning it with their lifestyles. These findings resonate with global studies that emphasize the benefits of remote work in enhancing productivity and reducing stress. For instance, 72.4% of Bartın employees reported reduced stress, while 56.1% noted improved concentration, paralleling similar observations in other studies (Juchnowicz & Kinowska, 2021).

Despite these benefits, challenges such as reduced social interaction and communication barriers persist. The integration of advanced communication tools and regular virtual check-ins could mitigate these issues, supporting the sustainability of remote work models (Gangneux & Joss, 2022).

Institutional Preparedness and Digital Transformation

The rapid adoption of digital tools, including e-government services and virtual meetings, demonstrates the adaptability of local governments. However, outdated legislation and infrastructure limitations remain barriers to sustained transformation. These findings are consistent with studies from other regions, which call for modernizing hardware, revising regulatory frameworks, and fostering inter-departmental collaboration to sustain digital progress (Vratimos, 2023).

Contributions to Academia and Practice

For Academics

This study enriches the understanding of digital transformation in public governance by providing empirical evidence from a localized crisis response. It highlights critical enablers, such as leadership and institutional culture, and barriers like outdated infrastructure and limited cybersecurity preparedness (Nachit & Belhcen, 2020).

For Practitioners

Policymakers and administrators can utilize these findings to design targeted training programs, implement robust cybersecurity measures, and modernize institutional infrastructures to enhance resilience (Boban & Klaric, 2021).

Conclusion, Future Research Directions and Limitations

This study highlights that the COVID-19 pandemic acted as a critical catalyst for digital transformation in local governance, forcing institutions to rapidly adapt to unprecedented challenges. While the adoption of digital tools such as e-government platforms and remote work systems showcased remarkable adaptability, persistent challenges like uneven digital literacy, inadequate infrastructure, and cybersecurity vulnerabilities limit sustained progress. The findings underscore the importance of fostering a culture of innovation, modernizing infrastructure, and equipping employees with the necessary skills to thrive in a digital-first environment. These measures are essential to ensure that the gains achieved during the pandemic are not only preserved but also expanded upon in the future (Vratimos, 2023).

Building on the findings, several key recommendations are proposed to enhance digital transformation in local governance. First, investing in training and capacity building is crucial. Modular training programs tailored to diverse employee needs should be designed, focusing on bridging gaps in digital literacy and operational skills (Solopi & Qutieshat, 2023). In addition, conducting regular cybersecurity awareness workshops on topics such as data protection, password security, and responses to cyber threats can bolster institutional resilience and prepare employees to address emerging challenges (Savona, 2021).

Modernizing infrastructure is another critical step. Outdated IT systems should be replaced with modern, scalable solutions to improve efficiency and reliability (Savchenko et al., 2024). Adopting cloud-based solutions can further enable secure and flexible data management, supporting remote work and enhancing inter-departmental collaboration (Gangneux & Joss, 2022).

Enhancing policy and regulatory frameworks is also essential to align with the realities of digital governance. Existing legislation should be updated to incorporate provisions for remote work and cybersecurity standards, addressing current gaps (Nachit & Belhcen, 2020). Moreover, streamlining bureaucratic processes by encouraging inter-departmental collaboration can reduce inefficiencies and promote cohesive service delivery (Prakash & Gunalan, 2021).

Promoting a culture of innovation within public institutions is vital for sustaining digital transformation efforts. Incentivizing digital initiatives by recognizing and rewarding successful projects can motivate employees and departments to embrace change (Sahin, 2023). Leadership support is equally important; equipping leaders with the necessary tools and training will empower them to advocate for and implement transformative digital strategies effectively (Boban & Klaric, 2021).

Expanding remote work practices through the development of hybrid policies that combine remote and on-site options can cater to diverse employee preferences while maintaining productivity. Additionally, deploying advanced virtual collaboration platforms can mitigate professional isolation and enhance teamwork in a remote work environment (Juchnowicz & Kinowska, 2021).

Establishing robust cybersecurity protocols is imperative. All institutions should mandate the formation of Cyber Attack Response Teams (CART) to address growing security threats. Regular security audits should also be conducted to review and adapt cybersecurity frameworks to evolving risks, ensuring the safety and integrity of institutional systems (Agostino et al., 2020). These comprehensive recommendations aim to address current challenges and pave the way for sustainable digital transformation in local governance. The aim of this study was to examine the relationship between COVID-19 and digital transformation, evaluate the cyber security factor that emerged as a result of digital transformation, and investigate the problems of adapting to digital life that arise with the transfer of remote work and spatial dependency and traditional business processes to digital platforms, which is one of the effects of social distancing due to the pandemic. Additionally, it aimed to identify the risks and opportunities that arise in public services. Solutions were offered for the identified problems.

Future Research Directions

The findings of this study highlight several promising avenues for future research in the realm of digital transformation and public governance. One critical area for exploration is the long-term impact of remote work on organizational culture, employee well-being, and productivity. While the immediate benefits of remote work, such as increased flexibility and reduced commuting time, have been well-documented, understanding its sustained effects on employee engagement, collaboration, and institutional dynamics remains a pressing need.

Another vital direction is the integration of emerging technologies such as artificial intelligence (AI), blockchain, and the Internet of Things (IoT) in local governance. These technologies hold immense potential for streamlining administrative processes, enhancing service delivery, and improving decision-making. Investigating their applicability and scalability in diverse governance settings could provide valuable insights into the future of digital public services.

Furthermore, comparative studies across different regions or countries could help identify scalable best practices in digital transformation. Such analyses would illuminate how varying cultural, economic, and technological contexts influence the success of digital initiatives, offering a more nuanced understanding of the factors driving or hindering progress.

Lastly, future research should delve into the role of digital tools in fostering citizen engagement and trust in public governance. Examining how e-government platforms and digital communication channels impact citizen participation, transparency, and accountability could provide actionable strategies for enhancing public trust and collaboration. Collectively, these research directions would not only address the limitations of this study but also contribute to a more comprehensive and inclusive framework for understanding digital transformation in public governance.

Limitations

This study has several limitations that should be acknowledged to contextualize its findings and inform future research.

First, the geographic focus on Bartın Province restricts the generalizability of the results to other regions or contexts. However, this study serves as an exploratory approach that provides valuable insights into digital transformation in local governance. Future studies can build on these findings by examining different regional and national contexts. While the study provides valuable insights into digital transformation in local governance, variations in cultural, economic, and technological contexts across different provinces or countries may yield different outcomes.

Second, the reliance on self-reported data introduces the potential for subjective biases, including social desirability bias, where participants may overstate positive behaviors or underreport challenges. However, to counterbalance this limitation, a large number of interviews were conducted, ensuring a comprehensive and balanced understanding of the topic. These biases could influence the accuracy of the findings, particularly regarding sensitive topics such as cybersecurity practices or employee performance during remote work.

Third, the study employed a cross-sectional design, capturing data at a single point in time. This approach limits the ability to observe longitudinal trends or causal relationships, such as how digital transformation initiatives evolve over time or their long-term impact on institutional performance and employee well-being.

Lastly, the study primarily focuses on the perspectives of employees and managers within public institutions, potentially overlooking the views of other stakeholders, such as citizens who interact with e-government services. Including these perspectives in future research could provide a more holistic understanding of digital transformation in public governance.

To address these limitations, future research should consider adopting longitudinal and multi-regional designs, incorporating diverse stakeholder perspectives, and employing mixed-method approaches to triangulate findings and minimize biases.