When digital transformation meets organizational reality: measuring and managing paradoxical tensions in a South Asian manufacturer

Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

At the current stage of development of digital business transformation, the need to find flexible methods of change management is growing. Modern business is in difficult conditions, when the external and internal environment of the company and requirements for projects are constantly changing. Traditional management does not always help to withstand the competition of innovative companies. The success of companies lies in flexible reactions, readiness for changes and professional change management. Correct assessment of digital technology, setting right company goals, compliance with certain stages, principles and provisions of change management leads to successful digital transformation of business. Change management refers to both the organizational and behavioral adjustments that must be made to accommodate and sustain change. By combining human and technical capabilities, companies can accelerate their digital transformation and maintain momentum. The article is devoted to substantiating the importance of using change management tools and technologies in the context of digital business transformation. The purpose of the article is to study the peculiarities of change management in conditions of rapid digital transformations. The research was based on the basic principles of the theory of change management, scientific practices from domestic and foreign studies on the power of change management and digital transformation. The research methods that were used: dialectical method of cognition; logical and system analysis; abstract-logical and others. The essence of change management and the essence of digital transformation are considered. Change management strategies and reasons for resistance to changes in the company are substantiated. The factors and current technological trends that affect the success of change management related to digital transformation have been determined. Recommendations are offered for enterprises regarding change management and their adaptation to changes in the digital environment in order to increase the competitiveness of companies.

Purpose This study addresses the gap in digital transformation (DT) maturity models that inadequately consider employee needs, leadership roles in transformation processes and artificial intelligence (AI) integration in change management processes, particularly for skilled trades enterprises. It further examines how these human-centred change capabilities support AI-enabled digital innovation and transformation projects, thereby linking DT, project management and innovation in the skilled trades context. Design/methodology/approach Using the echeloned Design Science Research approach, three new maturity model dimensions for change management were developed, which adequately consider employee needs in DT, leadership roles in transformation processes and AI integration. The dimensions were validated through qualitative focus groups with 39 skilled trades experts using a structured four-step evaluation process. The study focuses on DT projects, such as the introduction of AI-supported tools and digital services, and explores how the maturity dimensions can guide the planning and implementation of these AI-enabled innovation projects. Findings The three dimensions successfully enable organizations to assess change management maturity and derive actionable recommendations, though structured facilitation is required. Practical utility depends on establishing clear baselines (e.g., regulatory requirements) and linking abstract maturity levels to specific activities. Practitioners found the model understandable and applicable after a proper introduction. In the context of AI-enabled transformation projects, the dimensions help leaders and project teams to prioritize actions that foster employee well-being, reduce resistance to AI and digital technologies and align innovation efforts with the organization's dynamic capabilities. Originality/value This research uniquely integrates dynamic capabilities theory with change management practice in projects of DT, positioning leadership, change competence and AI as mutually reinforcing organizational capabilities. The first time, maturity model dimensions specifically designed for skilled trades that combine human-centred change management with AI integration, prioritizing employee well-being and organizational culture in DT processes are introduced. By explicitly framing DT as a series of AI-enabled innovation projects, the study contributes to emerging research on the role of AI in project management and demonstrates how a maturity model can bridge AI, project management and innovation in SME and skilled-trades settings.

Purpose: This study is one of the requirements for preparing a professional doctoral dissertation on digital transformation, change management, and project management applied to the private electricity sector in Egypt. Aim and objectives: Describe the extent of the reality of the Digital Transformation of the private Electricity sector in Egypt. Disclosure of the interest in the Electricity sector in Egypt to benefit from Digital Transformation in achieving Change Management. Determining the extent of interest in our Electricity sector in Egypt to benefit from Digital Transformation in Project Management Efficiency. Identify the extent of Change Management with achieving Project Management Efficiency in the Electricity sector in Egypt. Determining the extent of the impact of Digital Transformation on Project Management Efficiency through Change Management in the Electricity sector in Egypt. Hypothesis: Based on the empirical literature, the model expressed the digital transformation relationship as an independent variable that consists of three basic dimensions including (Employee Digital Skills (DS) - Digital Transformation Strategy (DTS) - Digital Technology (DT). change management as an intermediate variable uses the ADKAR model to investigate the role of each change management which consists of main dimensions (Awareness- Desire- Knowledge- Ability- Reinforcement). Finally, the principles of project management as a dependent variable and it consists of the following dimensions (Company’s main features- Project management process-Project, Program, and Portfolio Performance). Design/methodology/approach: Depending on the nature of the subject of the study and the information that must be obtained to reveal the effect of Digital Transformation (as an independent variable) on Project Management Efficiency (as a dependent variable), Change Management as a mediator variable and through the questions that the study seeks to answer, this study relied on the descriptive analytical approach, data were collected in the field through the survey list in the field study to test the validity of the assumptions on which the study was based. By obtaining this data from employees in the Electricity sector companies in Egypt. Main results: The study found There is a statistically significant impact of Digital Transformation on Change Management in the Electricity sector in Egypt the study found There is a statistically significant effect of Change Management on the Project Management Efficiency of the Electricity sector in Egypt. The study found that Digital Transformation has a statistically significant impact on Project Management Efficiency in the Electricity sector in Egypt. The study found that Digital Transformation has a statistically significant impact on Project Management Efficiency through Change Management in the Electricity sector in Egypt. Recommendation: Working to support Change Management through Ensure that workers are aware of the objectives of change in companies. That all workers have ample opportunities in the process of change. Ensure that employees have clarity about change. Working to support Digital Transformation through: Companies provide employees with resources or opportunities to acquire digital skills appropriate for digital transformation. Companies are interested in providing employees with resources or opportunities to acquire digital skills appropriate for digital transformation. Work to support Project Management Efficiency through Ensure that communication flows mainly between similar hierarchical levels. Ensure that all projects use the project management information system.

The COVID pandemic has accelerated the digital transformation (DT) in organizations. Given that organizations with high digital maturity enjoy better financial outcomes than their competitors, budgets for digital transformation have recently increased significantly. This article provides a narrative review of the change management (CM) practices that have proven successful in the context of DT in comparison to the theoretical CM models, with three purposes: firstly, to validate the most effective CM practices for DT, secondly, to identify existing, but unemployed theoretical CM practices that could benefit DT and thirdly, to enhance the field of CM with new tactics that have proven successful in DT. Given the rapid pace of DT during COVID, the organizational change has been done ad-hoc and often without structure or analysis. This paper compares DT and CM theory and practice for the first time in the context of COVID. The findings show that leadership support, engaging people managers, creating change agent networks, efficient communication, training, as well as change reinforcement lead to better DT outcomes. DT could employ more of the tactics suggested by the CM theory in the areas of communication, coaching of people managers, leveraging change agent networks, assessing organizational change readiness and resistance management tactics. CM could adopt new tactics regarding participation of employees, collaboration with external partners and attracting outside talent. Both could benefit from more emphasis on organization culture. The findings represent a good foundation of best practices for DT and for developing a CM model that applies specifically to DT.

International audience

In the current economic landscape, businesses are challenged by the dual imperatives of digital transformation and sustainability goals. While digital transformation is often heralded as a catalyst for innovation, its potential negative effects on green innovation remain underexplored. This study fills in this gap by analyzing 1443 listed companies on the Shanghai Stock Exchange main board between 2013 and 2022, focusing on the mechanisms by which digital transformation impacts green innovation and on the moderated role of environmental, social, and governance (ESG) performance. Our findings reveal that digital transformation hinders green innovation by increasing financing constraints. However, good ESG performance mitigates these negative impacts by alleviating financing constraints, thereby fostering green innovation. Our findings hold up against endogeneity tests by applying instrumental variable methods. Notably, the effect of digital transformation and ESG differs significantly between state-owned enterprises (SOEs) and non-state-owned enterprises (non-SOEs). While non-SOEs experience more pronounced challenges, ESG also demonstrates a stronger moderating role, unlike in SOEs, where institutional advantages offset some of these constraints. These findings enhance the understanding of dual transformation challenges, offering practical implications for aligning digital and green strategies in diverse organizational contexts.

The article formulates the essence of the concept of "digital transformation of business". The main strategic aspects of digitalization in the modern conditions of the functioning of international companies are substantiated. Based on the results of the research, the challenges of digital transformation were identified, and various types of digital business models were analyzed. The reasons that exacerbate problems in the field of digital transformation of business are formulated. Stages of the process of digital business transformation based on change management are recommended. The differences between digital marketing and digital branding are identified. Digital business transformation is the process of implementing digital technologies to improve all aspects of the company's activities, including optimization of business processes. Among the reasons that exacerbate problems in the field of digital transformation of business can be named: lack of a clear strategy and vision; employee unpreparedness; insufficient budget; cultural barriers; insufficient integration with existing systems; insufficient attention to cyber security; inadequate monitoring and evaluation. Digital business models have great potential to revolutionize almost all sectors of the economy. For companies that want to remain competitive, it is important to understand how to use digital technologies to create new value for customers and develop new business models. The use of digital marketing and branding tools is about strategic, customer-driven business transformation that requires end-to-end organizational change as well as digital adoption. Digital transformation drives the organization to better manage change as a whole, essentially making change a core competency as the enterprise becomes customer-centric system. Digital transformation has become an integral part of modern business. It allows companies to adapt to rapidly changing market conditions, improve operational efficiency and create new opportunities for growth and scaling. Companies that do not adopt digital technologies risk being left behind by their competitors. Digital tools allow to optimize business processes, improve the quality of products and services, as well as offer customers new opportunities, improve communications with them, and create a more personalized experience for customers. Automation of routine tasks, optimization of business processes, use of cloud technologies – all this allows to reduce costs and increase productivity. At the same time, digital technologies (AI, Internet of Things) open up new opportunities for creating innovative products and services.

The purpose of the article is to propose recommendations for improving the digital transformation of business processes in the organization. Methods used: classification, systematization, economic analysis, modeling. The novelty of the article is the systematization of theoretical material concerning the issues of digital transformation of business processes, which in previously conducted research were studied in a narrow context. The theoretical foundations of digital transformation of business processes and features of approaches to digital transformation of the management system in the organization are analyzed. Recommendations were given to improve the digital transformation of business processes in the organization. It was concluded that the difference between digitalization and digital transformation is in the scale of the processes being implemented: the first affects several business processes, while digitalization is one. The essence of digital transformation is to constantly change and adapt to a changing world, and therefore, for each company in the near future, the issue of digital transformation will be one of the main ones in the development of strategies. To implement it, the manager needs to know about the diversity and possible functionality of each solution, since it is he who is aware of the value chain, the business processes of the organization or structural unit, the effectiveness of the work of employees, and it is he who can determine the need for digital transformation and its direction as accurately as possible.

Purpose This study aims to explore the interplay between organizational culture, available resources, change management competency, and employee attitudes towards digital transformation readiness in Malaysia’s manufacturing sector. It seeks to address a research gap by providing empirical evidence and theoretical insights into the specific readiness for digital transformation within this context.Design/methodology/approach A mixed-methods design was employed to collect and analyze data, offering a comprehensive view of digital transformation readiness. The quantitative phase involved a structured survey distributed to 357 participants from the manufacturing sector, while the qualitative phase consisted of semi-structured interviews with 20 key informants from selected manufacturing companies. This approach facilitated the exploration of dynamic capabilities, resource availability, change management competencies, and the influence of organizational culture and employee attitudes on digital transformation readiness.Findings The findings indicate that organizational culture, resource availability, change management capabilities, and employee attitudes towards innovation and change significantly impact an organization’s readiness for digital transformation. The study underscores the critical role of effective change management and the positive influence of a supportive organizational culture and employee attitudes in enhancing digital transformation efforts which will aid sustainable growth in organizations.Originality/value This research contributes significantly to the digital transformation literature by analyzing factors affecting digital readiness within the Malaysian manufacturing sector, an area previously underexplored. Integrating Dynamic Capabilities Theory, the Resource-Based View, and Change Management Theories, and using a mixed-methods approach, the study offers valuable insights for industry leaders, managers, and policymakers on effectively driving digital transformation. It highlights the importance of resource allocation, supportive organizational culture, and effective change management practices, addressing a critical gap in existing research.

Importance of Change Management in Digital Transformation Sustainability

Digital transformation is a growth strategy that has attracted a significant amount investment and is projected to boost the global economy by 2030. However, organizations face challenges in their efforts to develop effective approaches to digital transformation because of the constant need for new strategic choices. Dynamic capabilities and change management are vital with respect to organizations’ ability to maintain competitiveness in the changing environment established by digital technologies. The effective management of these changes is crucial, and failure is often the result of the absence of a suitable change management model. This study examines the significance of dynamic capabilities in digital transformation and explores the mediating role of a well-defined approach to change management in the context of digital projects. A quantitative research approach is used to investigate a population of 902 managers and team leaders working in the telecommunications sector in Yemen. A questionnaire is developed and administered to a sample of 350 participants, and the data collected were analyzed via SmartPLS. The findings reveal a positive relationship between dynamic capabilities and the successful implementation of digital transformation initiatives. Effective change management techniques facilitate digital transformation by playing a mediating role in the abovementioned relationship. The results of this research provide valuable insights into the theoretical framework underlying this topic by integrating dynamic capabilities, change management, and digital transformation. This information can help decision-makers in the telecommunications sector develop a roadmap for successful digital transformation projects in their organizations.

This study investigates the evolving landscape of digital transformation for sustainable business operations through a bibliometric and content analysis, aiming to uncover key technologies, challenges, and research opportunities in this interdisciplinary field. Utilizing data from the Scopus database from 2016 to 2025, the research employs descriptive and network analysis methods using VOSviewer to explore publication trends, top contributors, co-authorship networks, and thematic clusters. The findings reveal a significant increase in academic interest, particularly from 2020 onwards, driven by integrating digital tools such as artificial intelligence, big data, IoT, and blockchain in advancing sustainability goals. Notably, China, Italy, and the United Kingdom are identified as leading contributors, while institutions from developed and emerging economies demonstrate active involvement. Co-word analysis highlights dominant themes like digital transformation, sustainability, Industry 4.0, circular economy, and green innovation. The study also shows that digitally enabled sustainable practices enhance operational efficiency, supply chain transparency, and stakeholder trust. Based on content analysis of highly cited articles, the research suggests that digital transformation improves corporate performance and addresses environmental and social challenges. Recommendations include prioritizing cross-sectoral collaboration, developing integrated digital-sustainability frameworks, and fostering digital capacity-building in developing regions. However, the study is limited by its reliance on the Scopus database, potential language bias due to English-only sources, and the exclusion of grey literature, which may overlook regional or non-traditional contributions. Future research should extend the analysis to other databases, include non-English literature, and explore the long-term impact of digital transformation on sustainability outcomes across diverse organizational contexts.

<p>Neglecting the human dimensions of change remains a critical blind spot in digital transformation, often leading to employee harm and contributing to the high failure rate of transformation initiatives. The failure of digital transformation initiatives and the harm experienced by employees are attributable to a lack of appropriate “human-centered” change approaches. Human-centered design (HCD), an approach that integrates business and technical needs to deliver what people require, is an emerging major ingredient for digital transformation success. This literature review provides a critical synthesis of current research examining how HCD and change management (CM) are combined in practice. A structured search using terms related to CM, HCD, frameworks, digital transformation, and harm identified thirty-one articles. Three forms of employee harm attributable to digital transformation are identified and discussed in the literature: technostress, digital transformation stress (DTS), and digital working stress. This review also highlights three methods of integrating CM and HCD frameworks to better navigate change and organizational challenges to mitigate these harms. These findings reinforce the need for further empirical research on the employee impact of digital transformation, challenges, and opportunities of adopting human-centered approaches, and the evolving role of designers in supporting CM as a potentially expanded professional practice.</p>

A great amount of information about the theory of games of very varied mathematical content has been accumulated in recent years. The account by Karlin in his monograph [64] of only some of the most highly developed branches of the theory of antagonistic games took up about 500 pages. A common approach to the theory of games as a whole has not yet been worked out. This article attempts to survey systematically the basic branches and directions of the theory of games in its present state. The general definition of a game as a formalized representation of a conflict is taken as a basis. All the “forms” of games considered earlier can be obtained from this definition as particular cases. A systematic look at the theory of games, as in the case of normative theory, enables us to place many of the results of the theory of games in fairly natural groupings. Without being able to give either an exhaustive or even a fairly full description of these results the author has restricted himself to an account of the most typical of them. The amount of detail is not uniform and is inversely proportional to the accessibility of the original material. Facts that can be found in Russian publications are merely noted or just mentioned. In particular, questions considered in the author's survey article [32] are only very briefly touched upon. Specific assertions given in this paper are mainly illustrative in character and some could be replaced by others without detriment. We consider practically all the significant branches of the theory of games with the exception of differential games. Although the theory of differential games has a well-defined place in a number of directions of the theory of games, its methods and problems are becoming increasingly independent. Detailed surveys of the theory of differential games are given in [59], [97]. The author does not touch upon the history of the theory of games and refers the interested reader to the addendum to the Russian edition of von Neumann and Morgenstern's basic monograph “The Theory of Games and Economic Behaviour” [82]. The present article is similar in concept to a paper of the same name given by the author at the First All-Union Conference on the Theory of Games at Erevan in November 1968 (see [123] and [37]), but there are essential differences in the selection of material and the presentation.