Successful Digital Transformation Research Articles

Building Micro-Foundations for Digital Transformation: A Moderated Mediation Model of the Interplay between Digital Literacy and Digital Transformation

In an era where digital transformation (DGT) is pivotal for organizational resilience and competitiveness, integrating sustainability into the digitalization process has emerged as a strategic imperative. By employing the resource-based view (RBV) and the dynamic capability theory (DCT), this study delves into the micro-foundations of DGT in medium- and large-sized enterprises, highlighting the synergistic role of managerial digital literacy in fostering digital transformation through the mediation role of digital readiness and the moderation role of the top management team (TMT). To fulfill the objectives of this study, data were collected through a cross-sectional mail survey, yielding responses from 235 senior and mid-level managers across medium- and large-sized firms in various industries within Turkey. Results have confirmed that digital literacy significantly enhances digital transformation and readiness, laying the groundwork for successful digital transformation initiatives. Digital readiness significantly mediates the relationship between digital literacy and digital transformation, indicating that enhancing digital literacy is a crucial step that indirectly influences digital transformation through improving digital readiness. The moderating effect of top management team (TMT) behavioral integration on the digital literacy and digital readiness link is affirmed, highlighting its critical role in facilitating organizational digital adaptation. TMT behavioral integration does not positively moderate the direct relationship between digital literacy and digital transformation. The study’s findings offer a novel lens on digital transformation, revealing that the interplay between digital literacy, readiness, and TMT behavioral integration crafts a strategic scaffold for enhancing organizational agility and competitive edge in the digital era.

Digital transformation as a catalyst for business model innovation: A critical review of impact and implementation strategies

In today's fast-paced and highly competitive business environment, digital transformation has emerged as a crucial driver of organizational success. This paper presents a comprehensive review of the intersection between digital transformation and business model innovation, examining the impact and implementation strategies associated with this transformative process. The study begins by elucidating the concept of digital transformation and its significance in reshaping traditional business models. It explores how advancements in digital technologies, such as artificial intelligence, big data analytics, and the Internet of Things, have revolutionized various aspects of business operations, including customer engagement, operational efficiency, and revenue generation. Furthermore, the paper critically evaluates the impact of digital transformation on business model innovation, emphasizing the need for organizations to adapt and evolve in response to changing market dynamics and consumer preferences. Through a systematic analysis of relevant literature and case studies, the study highlights the key drivers, challenges, and opportunities inherent in leveraging digital technologies to drive business model innovation. Moreover, the paper examines different implementation strategies adopted by organizations to effectively integrate digital transformation initiatives into their existing business models. It discusses the importance of strategic planning, organizational culture, and leadership commitment in driving successful digital transformation initiatives. Overall, this critical review contributes to a deeper understanding of the role of digital transformation as a catalyst for business model innovation. It provides valuable insights for practitioners, policymakers, and researchers seeking to navigate the complex landscape of digital disruption and capitalize on emerging opportunities for organizational growth and competitiveness.

Navigating the digital transformation journey: strategies for startup growth and innovation in the digital era

This study delves into the strategies for startup growth and innovation within the digital transformation journey, highlighting the imperative for startups to adapt and thrive in the digital era. Employing a systematic literature review and content analysis, the research scrutinizes peer-reviewed articles, industry reports, and case studies from 2013 to 2023 to unearth pivotal digital transformation strategies and their impact on startup success. The methodology ensures a comprehensive exploration of the digital landscape, focusing on the integration of digital technologies, the cultivation of a digital-first culture, and the navigation of regulatory landscapes. Key findings reveal that successful digital transformation for startups hinges on a multifaceted approach encompassing agile methodologies, digital literacy, customer-centric innovation, and proactive regulatory engagement. The study identifies emerging technologies, such as AI and blockchain, as critical enablers of innovation and operational efficiency, while emphasizing the significance of digital ecosystems and platform-based models for future growth. Finally, the research offers actionable recommendations for startups, including fostering innovation cultures, enhancing digital skills, engaging in ecosystem partnerships, and adopting customer-centric strategies. It also outlines future research directions, suggesting a focus on the impact of emerging technologies, digital transformation outside the tech sector, and longitudinal studies on startup success. This study contributes to the understanding of digital transformation strategies, providing a roadmap for startups aiming to navigate the complexities of the digital age and underscores the ongoing need for adaptive strategies in the face of rapid technological evolution.

The Digital Transformation Model for Innovative Marketing Maturity in the Oil Companies

Purpose: The manufacturing industry has been at the cutting-edge of technology advancements, which has Objectives: The objective of this research is to examine digital transformation within the oil and gas industry, focusing on the transition to renewable energy sources and the role of innovative technologies. It aims to explore how digital technology transforms operational strategies and the importance of data utilization, brand recognition, and ethical data practices in this transformation process. Methods: This study employs a qualitative investigation methodology to delve into digital transformation in the oil and gas sector. Through interviews with industry decision-makers, the research gathers insights into the challenges and opportunities faced by firms adopting digital solutions and strategies. Results: The findings of the research highlight the transformative nature of digital technology within the oil and gas industry. They underscore the significance of managing internal and external boundaries during the transformation process. Key factors such as data utilization, brand recognition, and ethical data practices emerge as crucial for successful digital transformation. The study provides empirically grounded directions for developing frameworks to guide digital transformation practices in the industry. Conclusion: In conclusion, this research contributes to the understanding of digital transformation in the oil sector. By shedding light on the challenges and opportunities inherent in adopting digital solutions, the study aims to facilitate sustainable development and enhance innovation potential in the energy landscape. The findings offer valuable insights for firms navigating the complexities of digital transformation and pave the way for future research in this area.

Research on the Path of Dependent Upgrading of Industrial Digital Service Providers

In the era of Industry 4.0, characterized by the rapid evolution of the Internet and modern digital innovation technologies, the digital economy is experiencing steady growth. The acceleration of digital technology innovation and iteration not only enhances social productivity and optimizes resource allocation but also introduces new challenges. This article takes Zhejiang Juyang Technology Co., LTD. as the research object, mainly analyzing the path of Juyang's digital transformation relying on Alibaba platform. The team summarizes the development process and successful digital transformation experience of Juyang through field research, online and offline data collection, questionnaire survey and other methods, based on literature analysis. Based on the three stages of integration, symbiosis and autonomy, the article explores the path of "integration-symbiosis-autonomy" in the process of enterprise transformation and upgrading, and summarizes some valuable experience and enlightenment, hoping to provide reference for the digital transformation of enterprises.

LEADING DIGITAL TRANSFORMATION IN NON-DIGITAL SECTORS: A STRATEGIC REVIEW

Leading digital transformation in non-digital sectors requires a strategic approach to leverage technology's full potential while navigating challenges unique to these industries. This review explores key strategies and best practices for successful digital transformation, focusing on industries traditionally considered non-digital. The abstract outlines the importance of digital transformation, key strategies, challenges, and the future outlook for non-digital sectors undergoing this transformation. Digital transformation has become imperative for non-digital sectors to remain competitive and meet evolving customer demands. By adopting digital technologies and reimagining business processes, organizations can enhance operational efficiency, improve customer experience, and drive innovation. However, digital transformation poses several challenges, including legacy systems, cultural resistance to change, and cybersecurity risks. To lead successful digital transformation, organizations must develop a clear strategy aligned with business goals. This includes identifying key areas for digitalization, such as customer interactions, supply chain management, and internal operations. Additionally, organizations should invest in talent development to ensure they have the skills and expertise required for digital transformation. Overcoming cultural resistance to change is critical for successful digital transformation. Organizations should foster a culture of innovation and collaboration, encouraging employees to embrace new technologies and ways of working. Strong leadership is also essential, with leaders championing digital initiatives and providing the necessary resources and support. In conclusion, digital transformation offers immense opportunities for non-digital sectors to innovate and thrive in the digital age. By adopting a strategic approach and addressing key challenges, organizations can successfully navigate digital transformation and drive growth in their industries.
 Keywords: Strategic, Non-Digital Sectors, Transformation, Digital, Leading.

Leaders, let’s get agile! Observing agile leadership in successful digital transformation projects

Digital transformation is imperative for companies wishing to remain competitive. Undeniably, the integration of digital technologies has proven fundamental for enhancing business performance. Despite this, little is known about how leadership styles influence the outcome of digital transformation processes. To address this gap, this study builds on the practice-based view (PBV) to explore how managers can lead these transformative processes. We interviewed 19 managers and employees from an Italian company, LEM Industries, to gather relevant insights about the phenomenon. The findings show how agile leaders drive successful digital transformation through fast decision loops, continuous participation in digital transformation activities, and evolutionary and revolutionary practices, making the organization leaner and more efficient. Agile leadership deployment made employees feel part of the broader decision-making process. Such a change increased their overall morale, as they began to feel part of the future of the company. Thus, agile leadership is an appropriate approach to engaging organizational members in digital transformation projects.

The Influence of Protecting Leadership Voices from Below Behaviour on the Digital Transformation of Insurance Firms in Kenya

This research investigated the impact of protecting leadership voices from below behaviour on the digital transformation of insurance firms in Kenya. This study, grounded in adaptive leadership framework, adopted a positivist approach and a descriptive research design to study a target population of 392 supervisors from the 56 registered insurance firms listed by the Insurance Regulatory Authority. The final sample of 127 respondents, represented a response rate of 63%, was drawn using a stratified random sampling technique. Protecting leadership voices from below behaviour was operationalized through the dimensions of employee voice, employee engagement, and work environment, while digital transformation was assessed using metrics such as digital innovation, customer experience, and returns on assets. Inferential statistical analyses, including correlation analysis, chi-square test, one-way ANOVA, ordinal logistic regression were adopted to test the research hypotheses. The findings from the ordinal logistic regression analysis, indicated by the Nagelkerke Pseudo R-square coefficient, demonstrate that protecting leadership voices from below behaviour explains 37% of the variance in digital transformation (Nagelkerke Pseudo R² = .37). Moreover, the parameter estimates obtained from the ordinal regression analysis revealed a statistically significant and positive relationship between protecting leadership voices from below behaviour and digital transformation, β6 = -18.647, p≤.05. In conclusion, this study establishes a substantial connection between protecting leadership voices from below behaviour, and the digital transformation of insurance firms in Kenya. Specifically, when leaders create a conducive work environment that encourages employees voice and engagement, this adaptive leadership behaviour significantly and positively influences digital transformation. Consequently, leaders are recommended to proactively embrace protecting leadership voices from below behaviour by implementing policies and practices that promote employee voice, enhance employee engagement, and establish supportive work environments. These efforts will facilitate and enhance the prospects of achieving successful digital transformation within the Kenyan insurance industry. Further studies on the adaptive leadership framework in the broader financial services industry are recommended.

Driving Towards Digitalization and Industry 4.0 in the Coal Mining Sector

This research provides an in-depth analysis of the impact of digitalization on the coal mining sector, with a special focus on PT X. The study employs a combination of content analysis, narrative analysis, and business solution mapping to extract insights from interviews conducted with five key stakeholders at PT. X. The objective is to assess how technological advancements can elevate operational efficiency and competitiveness in the era of Industry 4.0, and to identify strategies for effectively reducing reliance on human resources in site monitoring, while ensuring employee satisfaction and smooth transition. Through the methodological triangulation of content and narrative analysis, the study distils crucial themes and perspectives from the interviews. It identifies that the integration of advanced technologies like IoT, data analytics, and automation is vital for enhancing operational efficiency and reducing operational downtime. The research highlights the importance of transitioning from manual to automated site monitoring, emphasizing the adoption of drones and automated systems to bolster operational accuracy and efficiency. A key finding of the study is the identification of potential obstacles in digital technology investment, such as cost, system integration challenges, and employee resistance to new technologies. The study suggests that overcoming these barriers requires effective communication strategies and comprehensive training programs for employees. Drawing on the successful digital transformation strategies of companies like Adaro, the research recommends that PT. X should adapt similar strategies, customized to its unique challenges and context. The study contributes valuable insights into the digital transformation process in the coal mining sector, offering practical recommendations for companies like PT. X navigating the complex landscape of Industry 4.0.

Reveal the Evolutionary Trajectory of Digital Innovation in Small and Medium-sized Enterprises

The continuous maturation and advancement of information technology and digital technology are compelling enterprises to embark on the journey of digital transformation. Numerous large enterprises have successfully undergone digital transformation. However, small and medium-sized enterprises (SMEs), as the largest group in the business world, face challenges in their digital transformation due to constraints in capital, technology, talent, and other aspects. This paper aims to summarize the obstacles hindering SMEs by reviewing relevant literature. The challenges faced by SMEs during the process of digital transformation include limited product portfolios, high capital costs, environmental fluctuations, inadequate understanding of digital technologies, limited human resources availability, and a need for standardized practices. Technological challenges also exist within this context due to resource limitations and insufficient knowledge about information management among SMEs. Nevertheless, these companies can leverage their relatively small scale and flexibility to achieve successful digital transformation through improved management capabilities. The objective of this article is to overcome these challenges effectively with sustainability at its core focus on driving innovation compliance with regulations/guidelines employee upskilling is crucial for SMEs' success in achieving balanced growth while undergoing sustainable digital transformations. Lastly, this paper emphasizes the complexity and diversity involved in SMEs' journey towards digitization providing feasible strategy suggestions based on reflection discussion combined with case analysis.

The digital transformation canvas: A conceptual framework for leading the digital transformation process

Digital transformation has garnered significant interest within the research and business communities, and has become an umbrella concept to address the multiple technological, strategic, operational, and leadership dimensions involved in digitally enabled organizational renewal. Such transformation spans beyond mere automation of existing practices to a radical change of business scope. Despite this increased attention, a shared understanding of exactly what digital transformation encompasses and how a digital transformation initiative can be defined and led is still underdeveloped. This article aims to contribute to this research gap by identifying the multifaceted conceptual and applied dimensions of digital transformation and integrating them into a single, unifying framework. Based on a synthesis of extensive yet fragmented literature and feedback from domain experts, we present a conceptual map (i.e., a canvas) for successful digital transformation initiatives. In addition, we identify the key elements through which one can lead implementation (i.e., roles, competencies, behaviors, and enablers). The article contributes both to academia—by advancing the meaning and constituent factors of digital transformation—and practitioners, with the formulation of a conceptual tool for managers engaged in a systemic design of digital transformation initiatives.

Adapting to Digital Transformation: Challenges and Strategies for Traditional Businesses

In the era of digital transformation, traditional businesses face numerous challenges in adapting to the evolving landscape of technology and market dynamics. This article explores the challenges and strategies encountered by traditional businesses as they navigate the process of digital transformation. Utilizing qualitative methods such as literature review and library research, this study investigates the key factors influencing the success or failure of digital transformation initiatives in traditional business settings.
 The literature review reveals several challenges that traditional businesses encounter during the digital transformation process, including organizational resistance to change, lack of digital skills and expertise, legacy systems, and cultural barriers. Moreover, navigating the complexities of data management, cybersecurity threats, and regulatory compliance adds further complexity to the digital transformation journey.
 In response to these challenges, traditional businesses adopt various strategies to facilitate their digital transformation efforts. These strategies include investing in digital infrastructure and technology, upskilling and reskilling employees, fostering a culture of innovation and agility, forging strategic partnerships with technology firms, and embracing customer-centric approaches.
 Furthermore, successful digital transformation requires effective leadership, clear communication, and a willingness to experiment and learn from failures. By embracing a growth mindset and leveraging the power of digital technologies, traditional businesses can unlock new opportunities for growth, innovation, and competitive advantage in the digital age.
 In conclusion, this study highlights the importance of proactive adaptation to digital transformation for traditional businesses to remain relevant and competitive in today's rapidly changing business environment. By understanding the challenges and implementing appropriate strategies, traditional businesses can successfully navigate the digital landscape and thrive in the digital economy.

Unpacking Digital Transformation: Identifying key enablers, transition stages and digital archetypes

This study aims to identify recurring Digital Transformation (DT) archetypes within firms and explore the capabilities and values associated with each archetype. Underpinned by the Resource-Based View (RBV) and Socio-Technical Systems (STS) theory, the study provides a framework explicating the enabling factors, their characteristics, interdependencies, operational capabilities, and resultant value creation within the context of digitalizing firm operations. Employing a deductive-inductive approach, an exhaustive literature review combined with an in-depth, multiple case study analysis of sixteen firms provides rich insights into the digital transformation journey. Findings reveal technology, data, human capital, processes, and organization structure as key enablers alongside their critical, complementary roles for transformation. Cross-case analysis identified instances of the DT framework, uncovering three archetypes: process efficiency, responsiveness, and strategic agility. Each archetype exhibits distinct socio-technical enabler configurations and improvements to business processes, resulting in unique operational capabilities and value generation. This research provides actionable guidance for managers in leveraging socio-technical enablers to achieve successful digital transformation. It underscores the need for tailored strategies, recognizing that a one-size-fits-all approach is inadequate. Managers must strategically select desired values and develop the necessary socio-technical system components, processes, and operational capabilities to attain them. OriginalityThis study develops digital archetypes of firm operations linking sociotechnical components, operational capabilities, and goals of firm operations. To the best of our knowledge, no prior research has developed such digital archetypes.

Implementasi kepemimpinan digital pada keterampilan abad 21 life and career skills di SMK

The habitual use of digital technology in schools, especially in SMKs that are directly connected to the digital industrial world, is one of the tasks of the school principal to prepare and ensure that the human resources they have are in accordance with the needs of their educational institutions. Digital life and career skills habituation is very important in the implementation of SMK education to prepare students for a connected and digitized future and increase work effectiveness in schools. The importance of habituation of digital life and career skills still gets a poor response to the application of habituation. This study aims to describe the strategies carried out by the principal as a leader on 21st Century Life and Career Skills at SMK Muhammadiyah 1 Yogyakarta. this research uses descriptive qualitative methods with data triangulation. The implementation of Digital Leadership on 21st Century Life and Career Skills at SMK Muhammadiyah 1 Yogyakarta has been proven to improve school quality and graduate quality. This is evidenced by the increase in digital skills of graduates who get a positive response from the industrial world. The industry's interest in the human resources produced has an impact on close collaboration with schools, as evidenced by the number of industries that partner and involve school human resources in industrial projects. This success is achieved through joint collaboration between the principal, teachers, staff, students and parents. The principal's digital leadership plays an important role in designing digital habituation in every school program. Awareness of the need for digitalization is the basis for continuous renewal of the school management system and teaching and learning activities. Digital habits throughout the school community, including the use of digital systems and innovations in the school's digital systems, are tangible evidence of successful digital transformation at SMK Muhammadiyah 1 Yogyakarta.

Staff Competencies for Digital Transformation: Results of Bibliometric Analysis

The impact of digital transformation on the future of the working environment is one of the hot topics on the agenda both at the micro- (business) and macro- (national economy) levels. Digitalization and automatization of business processes are treated by many employees as a potential threat to their jobs. The digital skills gap is one of the main barriers to the successful implementation of digital strategies in many companies. Thus, the upskilling of the staff is one of the urgent needs and, simultaneously, issues (due to the staff resistance) in the path towards successful digital transformation. The
 goal of the article is to gain a deeper understanding of the intensity and scope of research in the field of personnel training in the context of digital transformation on a global and Latvian scale. The article provides the results of the bibliometric analysis, based on 2109 papers published in 2000-2023 in the sources indexed by SCOPUS. Visualization was made by the application of VOSviewer tools. The analysis yielded five clusters that combine 177 terms – namely, “Digital transformation and technologies”, “Human resources and innovation”, “Education and learning”, “Higher education and the Pandemic”, and “Information technologies and competencies”. Besides, the authors analysed the content of 41 defended doctoral dissertations by Ph.D. students of Latvian Universities in 2012-2023. As a result of the examination, it became evident that the practical solutions put forth are largely disconnected from the focus of this research. This, in turn, indicates the need for an in-depth investigation of the above-mentioned concepts, namely - productivity, motivation, and mitigating resistance in the context of business digital transformation.

DIGITAL TRANSFORMATION OF SECONDARY EDUCATION IN TIMES OF WAR: RELEVANCE FOR UKRAINE

The article deals with the problem of digital transformation in secondary education. The purpose of the article is to determine the relevance and possibilities of digital transformation of school education in Ukraine in times of war. The author notes that traditional educational practices are disrupted in the context of the conflict, and innovative solutions are needed to ensure that the education system continues to function effectively and provide educational opportunities. By harnessing the potential of digital transformation, Ukraine can overcome some of the challenges caused by the war and ensure accessibility, inclusiveness, and high quality of education even in difficult conditions. The author emphasizes that the digital transformation of the secondary education system in Ukraine during the war can be a difficult task and be associated with certain problems. In particular, access to technology and internet connectivity may be limited in conflictaffected areas, which hinders the implementation of digital initiatives. It is important to address gaps in infrastructure, including ensuring broad access to electricity, internet connectivity, and necessary equipment. Efforts should also be made to bridge the digital divide and ensure that all students have equal access to digital resources and opportunities. In addition, proper training and support for educators is crucial for successful digital transformation.

NAVIGATING THE DIGITAL EVOLUTION: UNCOVERING GOVERNANCE CHALLENGES AND STRATEGIES FOR SUCCESSFUL TRANSFORMATION

The article aims to dissect the challenges organizations face in the ever-evolving digital landscape. It delves into the shortcomings of current governance practices that impede successful digital transformation, resulting in dishearteningly low success rates. The exploration focuses on identifying common deficiencies in governance, including unclear strategies, inadequate stakeholder involvement, ineffective risk management and issues with technology integration. Practical steps are presented to fortify oversight, such as establishing clear objectives, enhancing stakeholder engagement, strengthening risk management practices, and leveraging technology. By emphasizing the critical role of governance in achieving digital transformation success, the article aims to guide organizations toward better practices for navigating the digital frontier.

Digital transformation in e-commerce logistics

Highlights: This article addresses the diagnosis of digital maturity in e-commerce logistics, specifically the final delivery stage, known as the last-mile. The last-mile has greater digitization demand than traditional logistics due to the extreme speed of the virtual world during shopping, where customers transfer these same expectations to delivery services. Goal: The main objective of this work is to evaluate the digital maturity of the last-mile area of operation of an e-commerce logistics company. Methodology: This study evaluates the maturity model in a case study with the company E-commerceCo. Interviews were conducted with key employees for data gathering. Results: The proposed method allows defining and analyzing the digital maturity of the last-mile area of the company in question, understanding strengths, such as a culture open to innovation and digitally mature, and weaknesses, such as technical limitations imposed by the main system used and lack of cybersecurity barriers. Limitations of the investigation: Since it is a single case study, it does not allow a broad generalization to industries in other branches. Another limitation is that this study is focused on Brazilian logistics operations, which may differ from other countries. Practical implications: This research is relevant to serve as a reference for other companies in the e-commerce logistics sector to assess their digital maturity from the proposed model and compare common challenges and opportunities. In addition, it will help the studied company to create a successful digital transformation strategy. Originality / Value: We propose a new approach on how to evaluate the digital maturity of the last-mile area of operation of an e-commerce logistics company.

Digital technology adoption for village public administration—Evidence from Indonesia

Village administration in Indonesia has changed its scope and operation with the integration of digital technology into public services at various levels. These conditions prompt questions about the successful digital transformation of public administration services. Digital transformation encompasses not only technological aspects but also socio-cultural factors. This paper reports the study related to implementing ICT-based applications in village administration policy in Indonesia. The study involved 315 village officials from 167 villages in 16 sub-districts within Toba district, North Sumatera province. A village administration software prototype was developed and introduced to the villages’ officials during the study. This study aims to gain insights from the officials’ response regarding digital technology-supported village administration. The research revealed that many village officials must gain the necessary knowledge and skills to conduct administrative tasks digitally, as they still rely on traditional, non-digitized methods. Recommendations include increased support and assistance from the Regency Government to help villages understand and implement digital administration and capacity-building activities to familiarize village officials with ICT advancements. The study also found that digital transformation in village administration remains challenging, with digitization and digitalization processes often overlooked. Addressing these challenges requires additional training and improved infrastructure availability. Finally, we propose a conceptual model of digital transformation for public administration at village level as generic components for digital implementation of village administration.

Navigating the change: a case study of the textile industry on digital leadership, digital transformation and innovative business models

PurposeWe explore the skills required for digital leadership for reshaping existing business models toward digital models. Digital leadership is pivotal in gaining a competitive advantage and achieving successful digital transformation. However, little is known with regard to the underlying mechanisms related to digital leadership and transformation.Design/methodology/approachData are collected through semi-structured interviews involving 20 participants from five Pakistani textile companies. Thematic analysis was employed as a data analysis tool.FindingsFindings show that certain skills such as technological know-how, innovativeness, adaptability, ability to lead and steer, honesty, integrity, transformative vision, communication and collaboration are conducive to successful digital transformation in textile manufacturing firms. Similarly, digital leaders can significantly enhance business model innovation, create value for the firm, help develop new products (value proposition) and create Ecosystem partnerships (value network).Originality/valueThis article bridges gaps between existing literature on digital transformation and leadership. Digital leadership skills for digital transformation and the role of digital leaders in business model innovation have not been explored before. The conceptual framework is put forth, propositions are proposed and the findings offer some future research directions.