A controversial digitalization strategy for the police's crime prevention in Denmark

Data-driven strategies that leverage digital technologies for task improvement are increasingly being adopted across organizations. However, theoretical and empirical insights into how such strategies are implemented-and the organizational tensions they may generate-remain scarce. This study explores how a digital, data-driven strategy is interpreted and enacted within a complex organizational setting. We examine in a qualitative case study the Danish National Police's digitalization strategy for a shift from reactive crime response to proactive crime prevention. Theoretically, the study is based on institutional theory, in particular, institutional logics (such as the state, corporation, and profession) that may underlie such new strategies. A qualitative case study was conducted drawing on document analysis, a review of key empirical studies, and additional interviews and meetings during strategy implementation (2013-2022). The findings reveal that the implementation process was shaped by divergent interpretations of the new data-driven strategy, rooted in institutional logics. The different interpretations surfaced underlying tensions about organizational priorities and practices. The theoretical novelty of the study is that we contribute to the concept of intra-institutional complexity, showing how conflicting interpretations of a single institutional logic-rather than clashes between distinct logics-can generate significant organizational friction. We identify three forms of such complexity: mission dilemmas, resource allocation challenges, and identity pressures. These findings advance the understanding of how digital strategies may unfold in practice and highlight the interpretive flexibility-and potential contestation-of institutional change within organizations.