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

digital transformation, business model-led digital transformation, and technology-led
digital transformation—presented in the digital transformation framework proposed by
Tekic and Koroteev (2019). In this way, this study addresses the lack of empirical research
involving the application of the digital transformation framework.

As for the limitations of this study, we only focus on examining three industrial
organizations in Taiwan for exploring digital transformation. We suggest future studies
should examine more organizations from a more diverse range of industries to conduct

comparative analysis across sectors. Likewise, examining the digital transformation
of foreign companies in Taiwan could reveal commonalities and differences among
organizations of diverse national origins. Secondly, this study is a cross-sectional
analysis conducted at a specific time; future studies should conduct longer-term studies
on the dynamic capabilities of digital transformation (including the ability to perceive

opportunities and threats, seize opportunities, and reconfigure tangible and intangible
assets), considering that the effectiveness of digital transformation and the development
of dynamic capabilities can only be fully understood over an extended period. Therefore,

a longitudinal study would provide more value. Through such a study, researchers could
gain a deeper understanding of the development of dynamic capabilities during digital
transformation and observe the subsequent effects of these capabilities on organizations.

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