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Exploring the Value Creation Process of Organizational Digital Transformation: Dynamic Capabilities
Perspective

To address this research gap, this study explores the dynamic process of digital
transformation for creating value from the perspective of firms’ dynamic capability. We
propose four main research questions as follows:
(1) How does the development of innovation and technology trigger digital

transformation in enterprises?
(2) Facing the wave of digital transformation, how do enterprises adjust their internal
organization structure to achieve the goals of digital transformation?

(3) Facing the wave of digital transformation, how do enterprises adjust their
external network relationships to achieve the goals of digital transformation?
(4) How can senior executives guide their organizations through the process of
digital transformation?
This study adopts the multiple-case comparison methodology and a dynamic

capability perspective to examine how organizations adjust and change their resources or
capabilities to adapt to new environments and competition for creating value during digital
transformation. One of the researchers, being familiar with the senior executives of three

organizations—CyberLink, Show Chwan Memorial Hospital, and I Jang Group—arrange
in-depth interviews and observations. More elaborately, for the selection of research
cases, this study employs intentional sampling, which is suitable for descriptive research.
We select specific cases as research subjects on the basis of subjective judgment after
considering the research purpose and questions (Etikan, Musa, and Alkassim, 2016).

This study provides the five following findings. First, rapid technological
development has led to changes in industries, markets, and consumer demands, prompting
digital transformation in organizations. In response to changes in the external environment,

an organization undergoes digital transformation on the basis of internal conditions,
and the transformation process is divided into multiple stages. Second, during digital
transformation, the structure of organizations is adjusted, cross-functional teams are
established, new business units are set up, cross-professional cooperation is strengthened,
resources are integrated, and operational efficiency is improved. Third, organizations

undergoing digital transformation must implement multiple stages of knowledge
absorption and sharing mechanisms to address problems such as insufficient knowledge,
resistance, and cross-functional communication among employees. For instance, to achieve

various digital transformation goals and strategies, organizations will adopt various

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