Page 229 - 34-3

NTU Management Review Vol. 34 No. 3 Dec. 2024

knowledge absorption methods to reduce resistance. Fourth, organizations will adjust
existing ecosystems to provide customers with effective solutions and to quickly pursue
digital transformation opportunities. Organizations will also integrate information within
their ecosystems to enhance the benefits of integration. Finally, senior executives should

address internal organizational rigidity and external challenges and actively participate in
the entire digital transformation process, which includes strategy formulation, goal setting,
cross-departmental communication, and resource integration, thereby enhancing the

promotion of digital transformation. In addition, the results of the three case studies also
reveal the major obstacles faced by organizations in digital transformation, which include
horizontal cross-departmental communication and vertical communication between senior
and junior executives.
Studies on digital transformation have mostly highlighted that changes in the digital

environment can trigger digital transformation (Bughin and van Zeebroeck, 2017);
however, few studies have extensively explored specific practices and the integrated
effects and dynamic influences of the utilized strategies, resources, and organizational

styles on organizations’ digital transformation. Hence, this study aims to fill the research
gap and explore organizational digital transformation from the perspective of dynamic
capabilities, providing a new perspective for research in this field. Furthermore, previous
studies have mainly examined factors affecting organizational digital transformation,
such as strategy, leadership, and resources. Nevertheless, digital transformation is not

instantaneous; it occurs over a long period for implementing the necessary changes and
adjustments in practical settings. More exactly, digital transformation is a dynamic process
requiring knowledge absorption and learning by organizations over time, strengthening

their capabilities to achieve digital transformation goals (Zahra, Sapienza, and Davidsson,
2006). Based on this understanding, this study investigates the dynamic adjustment process
implemented for achieving digital transformation in organizations by examining dynamic
capabilities, and this study extends the application of dynamic capabilities theory to digital
transformation. That is, this study analyzes the ability of the three organizations to identify

opportunities and threats, grasp opportunities, reallocate resources (including adjusting
organizational structure, learning mechanisms, cooperation modes, and leadership styles)
and increase the effectiveness of digital transformation. Further, this study reveals the three

organizations are identical to three of the four modes of digital transformation—disruptive

219