Digital transformation has emerged as a central imperative for organizations navigating the data-driven economy, fundamentally reshaping strategy, technology adoption, and organizational structures. This systematic and integrative review synthesizes peer-reviewed scholarship to examine how firms conceptualize digital transformation, pursue strategic renewal, implement digital technologies, and manage ensuing organizational changes. The analysis reveals that digital transformation is not merely technological upgrading but a multifaceted process involving strategic intent, capability reconfiguration, and structural redesign—often accompanied by significant tensions between legacy routines and emergent data-driven logics. Key insights trace the evolution of digital transformation research from early strategic framing toward more nuanced explorations of adoption barriers, managerial role shifts, and adaptive outcomes. Strategic drivers emphasize alignment with dynamic capabilities, while technology adoption processes underscore the interplay between implementation and business model innovation. Organizational change manifests in redesigned processes, cultures, and governance systems, yet persistent barriers such as cultural inertia and capability erosion hinder progress. To integrate these fragmented streams, this review introduces the Integrative Digital Transformation Framework, which maps interconnections across thematic layers and offers a structured lens for orchestrating sustainable transformation. By tracing temporal evolution and identifying theoretical gaps, this synthesis advances management scholarship and provides practitioners with actionable guidance for navigating digital transformation in data-driven enterprises.
Institute for Management, Business, and Accounting Studies