Abstract
The need for digital transformation is constant and understanding the mechanisms that aid organizations in achieving successful transformations is crucial. This study combines the dynamic capabilities theory with the perspective of digital maturity by answering the question, "What are the capabilities underlying the ability to become a digitally mature organization?" A systematic review of studies that investigated digital transformation from a maturity perspective was conducted and the findings were consolidated into a conceptual framework structured according to the dynamic capabilities lens. The framework was then compared to insights from case studies of four digitally mature organizations using the flexible pattern-matching approach. As a result, a framework of digital transformation dynamic capability was proposed, consisting of five thematic areas of action: designing and managing transformation, fostering digital value propositions, acting in digital business ecosystems, systematizing structural changes, and supporters and enablers. The main implication of this study is the original approach for consolidating and organizing previous literature on digital transformation that can guide organizations to articulate and develop specific processes and resources to mature digitally, leading to a capacity for continuous change in the perpetually evolving digital landscape. There are also implications for theory building, as the proposed framework can serve as an agenda for future research on dynamic capabilities for digital transformation.
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Acknowledgements
We would like to thank the following Brazilian agencies for financial support for this research: Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) and Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq).
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Leso, B.H., Cortimiglia, M.N., Ghezzi, A. et al. Exploring digital transformation capability via a blended perspective of dynamic capabilities and digital maturity: a pattern matching approach. Rev Manag Sci 18, 1149–1187 (2024). https://doi.org/10.1007/s11846-023-00692-3
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DOI: https://doi.org/10.1007/s11846-023-00692-3