Gregory (G) Young

I study how organizations adapt to technological change and why firms facing similar technological opportunities often experience different adaptation outcomes. My research examines how governance shapes organizations' ability to adapt to technological discontinuities.

Drawing on theories of strategy and organization, I use an information-based perspective to explain how legacy governance arrangements influence future organizational adaptation. I investigate these questions across diverse organizational and industry contexts using large-scale archival data and quantitative empirical methods.

Before pursuing an academic career, I spent more than a decade leading digital transformation initiatives across the energy, chemicals, industrial, and technology sectors. These experiences motivated my research by revealing that the greatest challenges of technological change are rarely purely technical or purely organizational, but instead arise from adapting interconnected socio-technical structures. This practitioner experience continues to shape my research by grounding research questions in real organizational challenges and contributing to the development of theory that explains and predicts how organizations adapt to technological change.

Informed by practice and motivated by theory, my research seeks to explain and predict how governance arrangements shape organizational adaptation to artificial intelligence, digital platforms and ecosystems, and other emerging digital technologies that reshape how organizations process information.