Jul 2026· Veredas do Direito· Vol 23, pp. e236897· 0 citations· 31 references
TL;DR
The findings indicate that digital strategy is the strongest driver of digital transformation, while leadership and intellectual capital significantly enhance organizational agility, However, organizational agility demonstrates a negative effect on digital transformation, suggesting that increased operational flexibility may encourage informal practices that weaken the adoption and integration of formal digital systems.
Abstract
Digital transformation has become a key priority for improving efficiency and service delivery in public-sector organizations, particularly in complex and highly regulated governance environments. This study examines how digital transformational leadership, intellectual capital, creating shared value, organizational agility, and digital strategy influence digital transformation in Indonesian port organizations operating within multi-agency regulatory systems. Using a quantitative, cross-sectional survey of 236 employees and Partial Least Squares Structural Equation Modeling (PLS-SEM), the study analyzes both direct and indirect relationships among these variables. The findings indicate that digital strategy is the strongest driver of digital transformation, while leadership and intellectual capital significantly enhance organizational agility. However, organizational agility demonstrates a negative effect on digital transformation, suggesting that increased operational flexibility may encourage informal practices that weaken the adoption and integration of formal digital systems. These results highlight a structural tension between adaptive capacity and procedural compliance in regulated public-sector contexts. The study contributes to the understanding of digital transformation by emphasizing the importance of aligning organizational responsiveness with governance frameworks to achieve effective and sustainable digital outcomes.
The increasing pace of digitalization has made digital transformation a critical strategic priority for small and medium-sized enterprises (SMEs), particularly in developing economies. This study examines the effects of Digital Transformation Leadership (DTL) on Business Model Innovation (BMI) and Firm Performance (FP), while investigating the moderating role of Organizational Agility (OA). Data were collected from 500 employees working in Pakistani SMEs and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that Digital Transformation Leadership has significant positive effects on Organizational Agility, Business Model Innovation, and Firm Performance. However, Organizational Agility does not significantly moderate the relationships between Digital Transformation Leadership and either Business Model Innovation or Firm Performance. The structural model demonstrates satisfactory explanatory and predictive capability, confirming the strategic importance of Digital Transformation Leadership in enhancing organizational innovation and performance. This study contributes to the literature by providing empirical evidence from an emerging economy and by demonstrating that Organizational Agility functions as an important organizational capability but does not strengthen the effects of Digital Transformation Leadership on Business Model Innovation or Firm Performance. The findings suggest that managers should prioritize leadership capabilities and digital transformation initiatives while simultaneously developing complementary organizational capabilities beyond agility to maximize digital transformation outcomes. The study also provides practical implications for policymakers seeking to strengthen SMEs' digital competitiveness through investments in digital infrastructure, digital skills, and innovation support programs.
M. B. Hossain, Mujib Ur Rahman, A. Nurbatsin et al.· Decision Making Advances· 0 citations
It is shown that sustainable organizational performance can be achieved when digital leadership is effectively translated into agile employee behavior, and empirical evidence that sustainable organizational performance can be achieved when digital leadership is effectively translated into agile employee behavior is provided.
Syarifuddin Syarifuddin, M. L. Siraj, Fahrian Arsyam Gultom et al.· Economics & business journal...· 0 citations
This study examines the relationship between digital transformation and green innovation in Malaysian ICT firms. It specifically investigates the mediating roles of organizational agility and innovation capabilities and the moderating role of institutional pressures. By integrating dynamic capabilities and institutional theory, the research aims to explain how digital transformation supports environmentally sustainable innovation and helps organizations achieve sustainable competitive advantage. A quantitative research design was employed using survey data from 400 employees in Malaysian ICT firms. Data were collected in two phases to minimize bias. Structural equation modeling (SEM) was used to test the relationships among variables. At the same time, conditional process analysis examined the mediation effects of organizational agility and innovation capabilities and the moderating role of institutional pressures. The findings show that digital transformation positively influences green innovation. Organizational agility and innovation capabilities significantly mediate this relationship, indicating that digital transformation enhances sustainable innovation by improving adaptability and strengthening innovation capacity. Institutional pressures further strengthen the effects of organizational agility and innovation capabilities on green innovation. This study provides an integrated framework linking digital transformation to green innovation through organizational agility and innovation capabilities while considering institutional pressures as a moderator. It contributes to the literature on digital transformation and sustainability and offers practical insights for managers seeking to use digital technologies to achieve sustainable competitive advantage.
Kamil Hussain, S. Shah, Faisal Khan et al.· Future Business Journal· 0 citations
The high failure rate – above 80% – in digital transformation projects raises concerns about relying solely on internal digital resources to generate competitive advantage. In this context, digital transformational leadership becomes critical for enabling organizations to respond to rapid technological change. While prior research has largely emphasized intraorganizational outcomes, this study aims to examine the mediating role of inbound open innovation between organizational agility and digital open innovation performance, particularly under conditions of digital transformational leadership.
The moderated mediation was tested with survey data from a sample of companies operating in the medium and high digital intensity service and manufacturing sectors.
Organizational agility has a strong positive effect on digital open innovation performance. Inbound open innovation plays a statistically significant but limited mediating role, indicating that most of the effect of agility remains direct. However, digital transformational leadership strengthens the relationship between inbound open innovation and digital open innovation performance, reinforcing the indirect pathway and enabling firms to translate collaboration with external partners into improved digital innovation outcomes
This study contributes to the literature on digital open innovation in three ways. First, it reconceptualizes digital transformational leadership as a boundary-spanning capability orchestrating agility and external knowledge flows. Second, it establishes the theoretical primacy of organizational agility in digital open innovation performance, while theorizing inbound open innovation as a complementary, leadership-contingent mechanism. Third, it conceptualizes digital transformational leadership as a boundary condition for the effectiveness of inbound open innovation, advancing the view that external knowledge flows yield conditional rather than intrinsic value.
This study explores how organizational structures shape firms’ dynamic capabilities and agility, contrasting traditional firms with those operating in Industry 4.0 environments. As agility becomes vital in digital business, understanding how structural configurations enable or constrain adaptability is essential. A thematic literature review of 70 studies reveals that traditional firms, often hierarchical and centralized, face structural rigidity that limits responsiveness. In contrast, Industry 4.0 organizations adopt flexible, decentralized structures that enhance innovation, real-time decision-making and competitive advantage. These agile configurations significantly strengthen dynamic capabilities, enabling superior performance in digital contexts. The findings underscore the strategic importance of structural adaptability and highlight the advantages of decentralized approaches to managing digital transformation. While traditional firms struggle to adapt to dynamic markets, Industry 4.0 organizations demonstrate greater resilience. This review offers practical insights for managers and strategists while calling for empirical research to validate and extend these conclusions in strategic and organizational management.
Damini Gera, Agnitra Das Sarma· South Asian Journal of Busin...· 0 citations
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