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The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

This study proposes the novel construct of digital transformation anxiety and investigates its effect, which is mediated by absorptive capacity and dynamic capability, on digital innovation performance.

This study conducted a questionnaire survey among Taiwanese manufacturing and service companies to verify the research framework. A total of 130 valid responses were collected and analyzed using partial least squares structural equation modeling (PLS-SEM) and bootstrapping to test direct and mediation effects, respectively.

Digital transformation anxiety negatively affects absorptive capacity and dynamic capability, whereas absorptive capacity and dynamic capability positively affect digital innovation performance. Dynamic capability more strongly mediates the association between digital transformation anxiety and digital innovation performance than absorptive capacity. Additionally, digital transformation anxiety does not negatively affect digital innovation performance. Finally, manufacturing companies had significantly higher levels of digital transformation anxiety than service companies.

This study proposes the novel construct of digital transformation anxiety to address a gap in the literature. Digital transformation anxiety leads companies to adopt unnecessarily conservative practices, preventing them from flexibly responding to technological advances. This insight highlights the negative effect of such anxiety on absorptive capacity and dynamic capability, extending the application of path dependency theory to companies. The findings underscore the value of enhancing dynamic capability and reallocating resources to foster digital innovation. The study identified and explored the concept of digital transformation anxiety and extended the perspective of dynamic capability to include digital transformation and digital innovation.

The current findings indicate that digital transformation anxiety does not substantially affect digital innovation performance in Taiwanese companies. Consequently, Taiwanese companies should focus on developing their absorptive capacity and dynamic capability to enhance digital innovation.

The study proposes the novel construct of digital transformation anxiety and explores its effect on business units. It presents a pioneering framework derived from path dependence theory and the perspective of dynamic capability.

This paper aims to explore how digital capability incompatibility affects knowledge cooperation performance through the mediating effect of digital resilient agility and the moderating effect of project complexity in project network organizations (PNOs).

A cross-sectional questionnaire survey was conducted with 207 middle and senior managers in PNOs. Based on validated questionnaire items and construct definitions, a dynamic panel regression was performed using 292 project-focused firms’ annual reports.

The results show that digital capability incompatibility facilitates knowledge cooperation performance by enhancing digital resilient agility in PNOs. Increased project complexity strengthens this relationship, promoting better knowledge cooperation performance.

Managers can use partner firms’ diverse digital knowledge to quickly develop technologies and tackle digital transformation challenges, thereby improving knowledge cooperation. They can also evaluate the project environment to manage digitally-supported cooperation effectively.

This research reveals how firms in PNOs transform digital capability incompatibility into knowledge cooperation performance through digital transformation efforts. This research extends the boundary of this relationship to project-level factors and proposes digital resilient agility as a digital transformation effort for knowledge cooperation in PNOs than previous research.

This study aims to explore how service delivery can be enhanced through digital transformation in the public sector in South Africa.

This case study used a qualitative research approach to obtain data through semi-structured interviews. The units of analysis were made up of individual professionals limited to purposive sampling to select chief information officers, investigators and administrative officers from national government departments and state-owned enterprises. The collected data from 12 participants was thematically analysed. The findings revealed that the government lacks legislation and strategy for digital transformation, leading to inconsistent implementation of digital transformation that enhances service delivery in the public sector of South Africa.

The findings revealed that the government lacks legislation and strategy for digital transformation, leading to inconsistent implementation of digital transformation that enhances service delivery in the public sector of South Africa.

The study was limited to the public sector of South Africa; however, its recommendations are applicable to all organisations that need to provide their services using digital transformation.

Practically, the implications of this study will serve as a resourceful benchmark for the public sector and other organisations.

Socially, the implications of this study ensure proper implementation of its recommendations to enhance service delivery in the public sector and other organisations.

Regarding the value that this study brings, it proposes an amendment of the current legislative framework in favour of one that covers digital transformation, which has become dominant in today’s enhanced provision of service delivery.

For survival and prosperity, enterprises need to simultaneously engage in exploitation and exploration. Digital transformation is of great significance to enterprise innovation. However, the impacts of digital transformation on exploitation and exploration remain unclear. Moreover, the impacts of technological diversity on the relationships between digital transformation and exploitation and exploration are also unknown.

Based on an integrated perspective of dynamic capability theory and organizational inertia theory and using data from Chinese listed enterprises from 2007 to 2020, this study clarifies the effects of digital transformation on exploitation and exploration and assesses the moderating effect of technological diversity.

The results show that digital transformation improves exploitation, but negatively impacts exploration. Technological diversity mitigates the negative effect of digital transformation on exploration, but the moderating effect on the relationship between digital transformation and exploitation is not significant.

This study contributes to the existing literature on the digital paradox and provides guidance for enterprises to clarify the direction of digital transformation.

Supply chains are increasingly incorporating social perspectives into their activities. It is often argued that social initiatives in supply chain management (SCM) are a response to external pressures. However, it is still undetermined whether these initiatives can improve economic performance. Additionally, it is proposed that digital transformation in supply chains, also described as Smart Supply Chain, can support social performance. Therefore, this study aims to analyze the association between digital transformation, social performance in SCM and economic performance.

The study is based on a survey of 473 companies in Brazil, a country where social needs create high pressures on companies to respond to the country’s challenges. The data collected underwent testing using ordinary least squares regression and bootstrapping techniques to examine the mediation effects between Smart Supply Chain, social performance and economic performance.

The findings indicate that digital transformation supports social performance. Additionally, adopting social initiatives helps to increase firm performance in the context of an emerging economy, while social initiatives mediate between digital transformation and firm performance.

This paper provides a new perspective on the social side of supply chains by demonstrating the close relationship between digital transformation and social engagement initiatives. It argues that aligning digital transformation strategies and technologies with social performance is crucial for companies to establish stronger connections with stakeholders.

Firms in emerging economies are generally at a disadvantage in terms of resources, which may limit their digital transformation. The Chinese government has designed and promulgated a series of wind power policies from the perspectives of support and regulation. The former provides scarce resources for enterprises and thus alleviating financial constraints. While the latter increases the demands for advanced technologies, thereby triggering resource bricolages. This study aims to clarify the impact of industrial policy on the digital transformation of the Chinese wind power industry, and the role of financing constraint and resource bricolage in the above relationship.

Based on the data of listed companies in the Chinese wind power industry from 2006 to 2021, this study clarifies the impact and mechanism of industrial policy on firm digital transformation with fixed effect regression models.

Empirical results indicate that both supportive and regulatory policies are the cornerstone of the digital transformation of the Chinese wind power industry. Financial constraint and resource bricolage, respectively, mediate the impact of supportive and regulatory policies. However, the mix of supportive and regulatory policies inhibits digital transformation. Moreover, industrial policies are more effective for the digital transformation of state-owned enterprises, as well as enterprises in economically underdeveloped regions.

This study investigates the path of government intervention driving firm digital transformation from the resource-related perspective (i.e. financial constraint and resource bricolage), and its analytical framework can be extended based on other theories. The combined effects of cross-sectoral policies (e.g. wind power policy and digital infrastructure policy) can be further assessed. The marginal net benefit of government intervention can be calculated to determine whether it is worthwhile.

This study emphasizes the necessity of government intervention in the digital transformation of enterprises in emerging economies. The governments should align the policy targets, clarify policy recipients and modify policy process of different categories of industrial policies to optimize the effectiveness of policy mix. Given that the effectiveness of government intervention varies among different categories of enterprises, the competent agencies should design and promulgate differentiated industrial policies based on the heterogeneity of firms to improve the effectiveness and efficiency of industrial policies.

This is one of the earliest explorations of industrial policies’ effect on the digital transformation of the renewable energy sector in emerging economies, providing new evidence for institutional theory. Meanwhile, this study introduces financial constraint and resource bricolage into the research framework and attempts to uncover the mechanism of industrial policy driving the digital transformation of enterprises in emerging economies. Besides, to expand the understanding of the complex industrial policy system, this study assesses the effectiveness of the industrial policy mix.

The purpose of this study is to solve the problem that existing researches ignore the long-term and staged nature of digital transformation, failing to conduct specific discussions for different stages. It responded the call by constructing a three-stage evolutionary model to analyze the impact of digital transformation at different stages on the sustainable performance of manufacturing enterprises. The moderating effect of core technology capabilities is also explored, guided by the theory of assimilation innovation.

Based on the panel data of Chinese listed manufacturing companies from 2012 to 2020, this study empirically investigate the impact of digital transformation (digital process, digital operation and digital ecology) on sustainability performance (economic performance and environmental performance).

The findings indicate that digital operations and digital ecology significantly improve economic performance and environmental performance. Furthermore, the core technological capacity of the enterprise serves to modify the positive correlation between digital transformation at each stage and sustainable performance to some extent. In other words, when an enterprise is equipped with the requisite technological capacity, the digital transformation at each stage accelerates both economic performance and environmental performance, which in turn is conducive to an improvement in the enterprise’s sustainable development performance.

The findings contribute to the theoretical framework of digital transformation and sustainable development in all stages of enterprises. Furthermore, they provide guidance for achieving sustainable development through the implementation of digital transformation and the enhancement of core technological capacity.

Digital technologies promise efficiency gains and untapped opportunity. Adoptions of digital technology lead firms to rethink their organizational setup and existing practices. This paper aims to present a management innovation-based framework that describes new processes and practices for digital transformation.

This study uses a structural equation modeling approach to test the framework with survey responses from a sample of 901 Taiwanese organizations – both local firms and multinational subsidiaries – to explore the linkages between adoption of digital technologies and digital maturity.

The results reveal that management innovation mediates the relationship between digital technology adoption and digital maturity. Moreover, fast-paced environments have a greater impact of management innovation toward digital maturity than slow-paced environments.

This study adds to emerging research that considers the role of organizational learning in digital transformation efforts. The extent to which organizations link the lessons from direct experience to digital routines through which management innovation is implemented determines to a large extent whether this strategic initiative is optimized by the firm. More generally, the findings point to the mutual importance of digital maturity and experiential learning efforts, and suggest a specific means by which learning processes are mobilized by innovating organizations. This study contributes to digital transformation research by providing insight into how a firm can restart failed transformation initiatives of this kind.

This paper aims to develop a digital transformation model in hospitals. This study proposes a digital transformation model in hospitals by formulating dimensions and sub-dimensions. The proposed hospital digital transformation model outlines why and how each of dimensions and sub-dimensions are important in the hospital digital transformation model.

This study chose the type of qualitative research using a phenomenology approach. This study used observation techniques and in-depth interviews with 11 informants and conducted group discussion forums with information technology governance experts, a hospital information technology department manager who has an information technology background, and doctor representatives. The data were documented and analyzed using triangulation techniques.

This research provides empirical insights into the dimensions and sub-dimensions of hospital digital transformation models. The findings of the digital transformation dimension in hospitals are 7 dimensions and 37 sub-dimensions, namely, the governance and management dimension which has 8 sub-dimensions; the person has 9 sub-dimensions; strategy dimension which has 5 sub-dimensions; information technology capability has 3 sub-dimensions; the data interoperability dimension has 3 sub-dimensions; the data analytics dimension has 5 sub-dimensions; patient dimensions have 4 sub-dimensions; the findings of the sub-dimensions involved in the digital transformation dimension of the hospital can provide input on the accuracy of the indicators measuring the hospital’s digital transformation.

This research is limited to the qualitative type of phenomenology approach so that future research can test empirically with quantitative methods with techniques through surveys of dimensional and sub-dimensional relationships to hospital digital transformation. The researchers also recommend further assessing the findings of this paper which can develop as a model for measuring the maturity of hospital digital transformation.

This paper covers the implications of developing a hospital digital transformation model that can be used to organize and manage hospital digital transformation.

This paper can be used as a guideline for hospital stakeholders when carrying out digital transformation. This paper can be used as a reference for further research to find, study and develop dimensions and sub-dimensions of digital transformation models.