<![CDATA[Digital transformation in the public sector does not necessarily replace existing organizational practices with fully digital processes. The implementation of integrated digital platforms may instead require actors to combine digital systems with organizational resources and established ways of working. This study aims to explain how hybrid work practices are formed in the implementation of the Regional Government Information System within a local government. A qualitative case study was conducted using semi-structured interviews with eight informants, observations, and document analysis. Data were analyzed using reflexive thematic analysis with an abductive orientation, drawing on Structuration Theory and the Technology-in-Practice perspective. The findings show that the Regional Government Information System has become the main digital infrastructure through which access, authority, work sequences, and monitoring are organized. However, work completion continues to involve spreadsheets, worksheets, supporting documents, external data, reconciliation mechanisms, and complementary applications. These resources perform specific functions, including calculation, preparation, validation, control, reconciliation, and further processing of system-generated information. Coordination, learning, and adaptation enable actors to connect these resources with the digital platform, while repeated enactment makes particular configurations of work relatively stable. The study contributes by showing that hybridization occurs not simply through the simultaneous use of multiple tools, but through the functional integration of different resources within a sequence of work completion. The findings suggest that digital transformation initiatives should recognize complementary organizational practices and resources when designing implementation, support, and governance mechanisms.]]>
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