The chapter discusses digital transformation as a potential source of crisis for the organization and develops a theoretical framework for further empirical research. The basic concept is that organizational learning is neither exclusively individually nor structurally and that actors and organizations are in a reciprocal relationship. Different requirements during digital transformation, either from the members of the organization or from the environment, force the organization to handle it. The chapter proposes four different ways, how organizations cope with digital transformation. Within the first two types, previous action routines terminate and organizational learning takes place. (1) The action routines of the members of the organization change, as well as there is a new understanding from the organization (educational process). (2) Digital transformation brings with it the implementation of the new digital objects, although the organizational members don’t act in a generally new way (learning process). Within the last two types, the organization refuses the requirements of the digital transformation. (3) The organization implements digital objects, but the organizational members don’t use them. And finally (4), the organization can actively refuse digital transformation.

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