Jul 2026· International Journal of Science and Research Archive· Vol 20, pp. 385-391· 0 citations
TL;DR
The ESG-digital nexus is developed as a strategic management framework explaining how digital capabilities can strengthen ESG performance and how ESG objectives can discipline digital investment toward long-term value creation.
Abstract
Asian firms increasingly face a dual strategic requirement: they must accelerate digital transformation while meeting rising environmental, social and governance (ESG) expectations. This paper develops the ESG-digital nexus as a strategic management framework explaining how digital capabilities can strengthen ESG performance and how ESG objectives can discipline digital investment toward long-term value creation. Using an integrative conceptual synthesis informed by the resource-based view, dynamic capabilities theory and selected Asian sustainability contexts, the paper reframes digital transformation and ESG integration as mutually reinforcing organisational capabilities rather than separate compliance or technology agendas. The framework identifies three mechanisms: digitally enabled ESG measurement, behavioural embedding through digital institutional behavioural design and stakeholder-facing transparency. The illustrative evidence and maturity matrix suggest that firms with high digital and ESG maturity are better positioned to convert sustainability commitments into operational routines, financial resilience and reputational advantage. The paper contributes a practical quadrant model for diagnosing organisational maturity and for guiding staged managerial action in Asian firms operating under tightening sustainability reporting regimes.
This study investigates how sustainability in the digital era shapes corporate value through the interplay between environmental, social, and governance (ESG) performance and technological transformation in African business environments. In emerging economies, where institutional weaknesses, regulatory inconsistencies, and rising stakeholder scrutiny create complex operational conditions, the strategic relevance of ESG practices remains underexplored. Drawing on Stakeholder Theory and the Resource‐Based View, this research conceptualizes ESG engagement as a strategic capability that contributes to long‐term value creation, while digital transformation is viewed as an enabling mechanism that strengthens firms' ability to convert sustainability efforts into financial outcomes. Using a panel of 882 firm‐year observations from publicly listed manufacturing firms across Africa between 2010 and 2023, the study employs the system Generalized Method of Moments (GMM) estimator to address potential endogeneity, dynamic panel bias, and unobserved heterogeneity. Robustness checks, including alternative performance measures, winsorization, and endogeneity diagnostics, reinforce the reliability of the results. The findings show that environmental and social performance significantly enhance corporate value, whereas governance performance exhibits a more nuanced nonlinear relationship. Digital transformation positively moderates the ESG and corporate value link, indicating that technology enables firms to better leverage sustainability initiatives for financial gains. Heterogeneity analysis further reveals that ownership structures and industry classifications shape the strength of these relationships. The study highlights the strategic importance of aligning ESG practices with digital transformation efforts to drive sustainable corporate value in Africa's evolving business landscape, offering implications for managers, policymakers, and investors committed to advancing sustainability‐driven strategy.
Habeeb Tomori Abass, Zhuyun Xie, Ishmael Wiredu· Business Strategy & Deve...· 0 citations
This systematic literature review explores the relationship between digital maturity and economic sustainability, with government support as a moderating factor, and proposes a multi-level conceptual framework and actionable policy recommendations to support inclusive and adaptive SME digitalization.
Bisri Bisri· Dinasti International Journa...· 0 citations
By promoting healthier digital practices, organisations can improve employee well-being and effectively use digital tools, ultimately enhancing competitiveness in a dynamic landscape.
Dilek Şahin Yomralıoğlu, Beyza Toksoy· Istanbul Journal of Economic...· 0 citations
This paper examines the relationship between digital transformation capabilities and perceived organizational performance in an entrepreneurial fintech SME and considers, at an interpretive level, how these capabilities may support more accessible digital financial services. The study focuses on PiggyVest, a Nigerian digital savings and investment platform. Methodologically, it adopts an embedded single-case research design that combines quantitative survey evidence with qualitative interpretation and secondary-source analysis of the firm’s inclusion- and governance-related practices. The quantitative component examines digital integration, process automation, change management, and training and capability development in relation to perceived organizational performance. The case-based analysis then considers how PiggyVest’s digitally enabled service model may reduce barriers to savings and investment services and support financial inclusion under appropriate governance conditions. Descriptive and correlational results indicate positive associations between the examined dimensions of digital transformation and perceived organizational performance. The broader implications for financial inclusion and social sustainability are not directly measured and are therefore presented as case-based interpretations rather than demonstrated societal effects. The paper contributes to research on digital transformation, SME innovation, entrepreneurship, and sustainability by clearly distinguishing between firm-level empirical evidence and broader interpretive implications.
T. Bernat, Jude Akposibruke· Sustainability· 0 citations
The study advances an integrative framework bridging three governance theories within public sector digital transformation discourse that provides emerging economy governments, particularly Kenya a contextually grounded framework for designing national digital governance policies under institutional complexity.
Doreen Muriu· American Journal Of Strategi...· 0 citations
The construction industry operates in a highly volatile environment characterized by economic fluctuations, project uncertainties, and unexpected disruptions. Therefore, to withstand disruptions, firms increasingly seek to build resilience using digital tools alongside the development of organizational capabilities. However, the existing literature has broadly examined digital transformation (DT), dynamic capabilities (DCs), and organizational resilience (OR) either in isolation or through pairwise relationships. This study addresses that gap by investigating how DCs drive DT, which in turn fosters resilience in the construction industry. A multimethod qualitative design was adopted, combining 10 semistructured interviews with senior construction professionals, including consultants, managers, digital leaders, and chief executive officers (CEOs), with content analysis of six industry reports. Participants brought experience from both advanced economies, such as those in Europe and Australia, and emerging markets, including South Asia, providing insights into how contextual factors shape digitalization and resilience strategies. The findings demonstrate that DCs, through their microfoundations of sensing, seizing, and transforming, are critical enablers of DT. Digital technologies, such as building information modeling (BIM), artificial intelligence (AI), cloud computing, drones, and the Internet of Things (IoT), have been found to enhance efficiency, sustainability, and agility. Simultaneously, DT supports resilience by enabling firms to anticipate risks, adapt their operations, and recover effectively from disruptions using advanced digital tools. Notably, DT emerged as a transforming mechanism that operationalizes DCs into resilience outcomes. This study contributes to theory by extending the DC framework to a construction-specific context and by conceptualizing DT as a bridge between DCs and resilience. For practitioners, it highlights the importance of digital leadership, workforce training, and adaptive organizational structures in embedding resilience at the design and planning stages of projects. Future research should further examine these relationships across regions and subsectors to refine generalizability.
N. Wijayarathne, Indra Gunawan, F. Schultmann· Journal of construction engi...· 1 citation
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