Research on discontinuous technology has generally devoted little attention to the legacy technology, possibly due to a pro-innovation bias in organizational theory. The usual route for legacy technologies is displacement, in which the technology is assumed to have no further utility and will disappear. The prevailing view that the displaced legacy technology will be simply “swept away” however may mask important issues of transition and identity that are inherent in technological discontinuity. We develop an understanding of discontinuous technology adoption by examining how employees cognitively and emotionally frame the transition between existing and new technologies. Framing is important since discontinuous technologies by their very nature deviate from prevailing logics and mindsets, but we know little about how employees both cognitively and emotionally frame transitions, particularly in displacement contexts. We use an in-depth case study of a major technology company to look at the micro-processes of framing. We highlight a number of core mechanisms and show a continuum from frame contraction, ambivalence through to expansion. We contribute more generally to research on technological discontinuity by developing a process model of employee reframing of the transition between existing and new technologies.