Uticaj digitalne transformacije na konkurentsku prednost preduzeća

General Background: Digital transformation has become a strategic approach for organizations seeking improved operational systems and competitive positioning through the integration of advanced technologies, digital strategies, and data-driven management. Specific Background: In higher education institutions, digital transformation involves technological infrastructure, data and analytics, digital strategy, security, and organizational culture to support institutional performance and competitive advantage dimensions such as quality, service excellence, and customer responsiveness. Knowledge Gap: Despite increasing global attention to digital transformation in universities, empirical studies examining its relationship with sustainable competitive advantage in educational institutions remain limited, particularly within the context of Iraqi higher education. Aims: This study aims to analyze the relationship between digital transformation dimensions and competitive advantage in the performance of educational institutions through a field study conducted in several colleges of the Holy University of Karbala. Results: The findings indicate a statistically significant relationship between digital transformation and competitive advantage dimensions. Digital strategy and data analytics show significant relationships with quality and service excellence, while data and analytics demonstrate a significant relationship with customer responsiveness. Overall results show high levels of digital transformation (mean = 4.00) and competitive advantage (mean = 4.17), with an overall mean of 4.09 indicating strong consensus regarding the role of digital technologies in institutional performance. Novelty: This study provides empirical evidence linking multiple digital transformation dimensions with competitive advantage indicators within university environments. Implications: The results highlight the importance of investing in digital infrastructure, adopting comprehensive digital strategies, and strengthening data-driven decision-making to support institutional performance and long-term competitiveness in higher education. Highlights: Strong institutional agreement regarding digital technology adoption in university operations Data analytics shows a significant relationship with responsiveness to user needs Strategic digital planning demonstrates statistical association with academic service quality Keywords: Digital Transformation; Competitive Advantage; Educational Institution Performance; Data And Analytics; Digital Strategy

The Digital Transformation phenomenon always tends to be complicated, ambiguous, challenging, and non-routine managerial tasks for organizations. The success rate of such digital transformation is very low due to rapid changes in technologies. Digital transformation through these technologies demands a fundamental change in organization processes, technology and behavior of the people. This broad change results in different socio-technical issues and challenges. The primary objective of the study is to discover issues, challenges and impact/benefits during digital transformation, investigated by various researchers. For this purpose, a systematic literature review (SLR) as prescribed by Levy and Ellis (2005) helped in identifying the challenges of digital transformation. The articles published from 2008 to 2018 were selected and analyzed. The findings of this research reflect the importance of developing an effective digital transformation strategy in organizations. The proactive strategy regarding people, process, technology, and most importantly their alignment in the organization is found critical in executing such transformation initiative in the organization. The planned efforts regarding knowledge management also played an important role in executing and sustaining such transformation initiatives in the organizations. Moreover, value creation, operational efficiency, competitive advantage, customer relationship, and new business model emerged as a vital motivational factor and outcome for digital transformation. Keywords: Digital transformation, digital transformation issues and challenges, systematic literature review, digital transformation benefits/impact.

Micro, small, and medium (MSMEs) enterprises contribute crucially in this national economy, but there are always difficulties in transforming internal resources into sustainable competitive advantages in the digital era. This reseacrh aims to examine the “effect of company resources on competitive advantage, both directly and indirectly through digital transformation”. A quantitative approach was employed using data from 400 Indonesian MSMEs registered on the PaDi UMKM platform, analyzed from the SEM model or Structural Equation Modeling with LISREL 8.70. Resulting if company resources contributed significantly positively to competitive advantage (b = 0.15, t = 2.76) and on digital transformation (b = 0.71, t = 13.91). Digital transformation contribute strongly positively to competitive advantage (b = 0.66, t = 9.61), representing the most influential relationship in the model. Furthermore, the indirect effect of company resources on competitive advantage through digital transformation is significant (b = 0.469, t = 7.884), indicating partial mediation (VAF = 75.8%). The model explains 50% of digital transformation and 60% of competitive advantage, suggesting that digital transformation is the primary pathway through which resources translate into sustainable competitive advantage among MSMEs.

Today, with the Industrial Revolution 4.0, digital transformation is taking place strongly in many different fields. Digital transformation can bring a competitive advantage to enterprises. However, enterprises also spend a lot of money to implement digital transformation. Therefore, whether or not digital transformation increases company performance is always of concern to company leaders. This paper aims to analyse the impact of Digital Transformation on Financial Performance, including Revenue, Profit and ROA in Vietnam. Digital Transformation is represented by the variables Cloud Computing, Big Data Analytics, Artificial Intelligence, and the Internet of Things. We used Google Forms to survey 314 leaders of enterprises in Vietnam. Then, we used descriptive statistics, correlation and regression analysis to analyse the data. Research results show that Cloud Computing, Big Data Analytics, and Artificial Intelligence positively impact financial performance. Enterprises that apply digital transformation have better financial performance than other enterprises. In contrast, there is no connection between the Internet of Things and financial performance. In addition, Firm type and Firm size also affect financial performance. FDI enterprises have higher performance than others, and more giant-sized enterprises have higher performance than others.

At present, we are witnessing the transition to a new level of economic development. And the most interesting thing is that both state-owned enterprises and private companies are coping with the challenges and tasks that the modern world puts before them. Modern challenges and challenges lead to significant changes in the activities of each economic entity. And any changes are difficult. Even more difficult are the changes associated with digital transformation; there are many more nuances, uncertainties and solutions. Digital transformation is an essential condition for changes and the formation of the digital economy, the formation of which takes place both within a single country and at the global level as a whole. The purpose of the study is to define the concept of digital transformation; to identify the differences between the concept of digital transformation and automation and digitalization; to determine the key elements of the digital transformation strategy and the state of digital transformation of state authorities in Russia. In this regard, the article analyzes the prerequisites for the global digital transformation; analyzes the national experience and the significance of the digital transformation of state authorities; justifies the need to identify the key elements of the strategy in order to intensify the digital development of any economic agent and identify omissions in the inaccurate definition of the elements of the digital strategy. Results of the study: 1. The analysis of the concepts of automation, digitalization and digital transformation is carried out. 2. The role of digital transformation for business and the state is shown. 3. The key elements of the digital transformation strategy are proposed. 4. The directions for implementing the digital transformation of the business and the environment are identified. The methodological basis of the research is the scientific works of Russian and foreign scientists in the field of digital economy, the results of various applied studies on the formation of a new way of economy. Based on the analysis of domestic and foreign literature, digital transformation appears as a strategic direction for the development of any business and the environment as a whole.

Purpose This study aims to examines the conflicting impacts of digital transformation (DT) on environmental, social and governance (ESG) implementation and organisational performance in supply chains. Drawing on institutional and organisational inertia perspectives, it explores how external pressures, and internal rigidities hinder the alignment of ESG and DT practices, revealing risks when DT is adopted without strategic and structural readiness. Design/methodology/approach A survey was conducted over 400 supply chain managers in Brazilian organisations. This study uses the ordinary least squares (OLS) regression and slopes to examine the moderating effects of DT, organised in digital strategies, base technologies (i.e. Internet of Things, cloud computing, big data and artificial intelligence) and front-end technologies (i.e. augmented reality, simulation, 3D printing and collaborative robotics), on firms’ ESG practices and financial and operational performance relationships. Findings The findings show when DT strategies act as moderators in corporate governance practices, they facilitate the effective deployment of social and environmental practices. However, the authors confirm there is a “dark side” of DT on the technological side, when base and front technologies act as moderators of ESG practices on financial and operational performance and lead to negative outcomes. Originality/value This research contributes to the literature by highlighting key trade-offs, offering managerial insights and refining theoretical debates on DT–ESG moderation. While much of the literature assumes that digitalisation strengthens sustainability, this study explores how technology implementation may, in certain contexts, generate negative impacts on organisational performance.

In the current highly uncertain external environment for businesses, maintaining a single competitive advantage in the supply chain is difficult in the long run. There is an urgent need to acquire a more comprehensive and sustainable competitive advantage, and the thriving digitalization is reshaping the industry structure and competitive dynamics. This study, based on data from 255 survey responses, employs a structural equation model to examine the relationships among environmental uncertainty, digital transformation, supply chain capabilities, and sustainable competitive performance in the supply chain context. Our findings reveal the significant role of digital transformation in enhancing supply chain capabilities, which in turn positively influence sustainable competitive performance. A further analysis shows that supply chain capabilities mediate the relationship between supply chain digital transformation and sustainable competitive performance. Moreover, environmental uncertainty can serve as a driving force for digital transformation, stimulating supply chains to enhance their exploration of digitalization. This research provides valuable insights into exploring sustainable competitive performance in the supply chain context. It addresses the gap in empirical literature regarding digital transformation research and enriches the field of the contingency theory.

This has changed in the digital age, where social media is no longer seen as a tool of communication, but rather it has become a transformation factor that is transforming how organisations innovate and redesign their business processes. The review paper discusses the complex influence of social media on digital innovation and transformation of business processes based on the strategic importance of social media in facilitating agile, data-driven and customer-centric organisational ecosystems. Based on an integrative review of the existing research, the research paper summarises the ways social media platforms enable open innovation, promote collaboration, spread knowledge faster and democratise the generation of ideas via digital communities. The paper explains how social media analytics, artificial intelligence, and big data help in enhancing innovation potentials through providing real-time insights, predictive intelligence, and evidence-based decision-making. The review further examines how the business processes, especially marketing, customer relationship management, human resources and supply chain operations, are undergoing reengineering with the integration of social media, which is facilitating the firms to respond with personalised digital experiences. Although these opportunities exist, the review marks various challenges, such as privacy concerns, overload of information, skills gaps, organisational resistance and reliance on a particular platform that could lead to barriers to beneficial transformation. The paper ends with future research directions highlighting the use of social media and emerging technologies, including AI, IoT, blockchain, and the metaverse, to provide future directions for further digital transformation. On balance, the study offers a detailed insight into the role of social media as an agent of digital innovation and the transformation of the business process that allows organisations to be competitive in a constantly evolving technological environment. Keywords: Social Media, Digital Innovation, Business Process Transformation, Social Media Analytics, Open Innovation, Digital Transformation, Emerging Technologies

A inovação tecnológica se mantém como relevante fator de crescimento econômico no contexto capitalista dinâmico, marcado pelo avanço das Tecnologias de Informação e Comunicação (TIC), no qual as organizações articulam capacidades dinâmicas na busca de vantagem competitiva sustentável, principalmente através de competências individuais. Nesse cenário, destacam-se a Indústria 4.0 (I4.0) e a Transformação Digital (TD), que inclui Big Data, Internet of Things (IoT) e Artificial Intelligence (AI), com ferramentas baseadas em algoritmos complexos, machine learning e deep learning. Podem servir à mineração de dados, análises preditivas e interação com pessoas através de Agentes Virtuais Inteligentes (AVI) que utilizam linguagem natural e aprendizado contínuo, formas de emular habilidades humanas complexas. Deste modo, os elementos da TD se apresentam como novas tecnologias que impactam a Organização do Trabalho (OT) e intensificam os desafios relacionados à integração da função estratégica da Gestão de Recursos Humanos (GRH), suas práticas e instrumentos, com exemplos de produtos (como HR analytics, people analytics e Artificial Intelligence, oferecidos por startups/spin-offs de HR Tech. Sob essas perspectivas, é proposto discutir o uso de IA (Computação Cognitiva) a partir do caso de um banco brasileiro, inicialmente através da percepção de seus funcionáros, atendidos por um AVI que presta informações sobre os produtos e serviços desta empresa, atividade normalmente atribuída aos atendentes do departamento de contact center. Como complemento, buscou-se observar se o uso dessa nova tecnologia, voltada a processos bancários, também inclui processos de RH.

Digital business transformation, driven by technologies such as big data analytics, machine learning, and artificial intelligence, plays a crucial role in enhancing organizational competitiveness. However, its success is also significantly influenced by organizational culture, which supports collaboration, open communication, and the acceptance of change. This study aims to investigate the relationship between digital transformation, organizational culture, and employee performance at PT Permodalan Nasional Madani (PNM) Regional Pekanbaru 2. The research found that digital transformation did not significantly impact employee performance, primarily due to the suboptimal implementation of digital initiatives and employees' insufficient digital readiness. On the other hand, organizational culture had a significant positive effect on employee performance. A culture that fosters collaboration, openness, and adaptability was shown to enhance employee motivation and productivity. The study concludes that a strong organizational culture is essential for successfully implementing digital transformation and improving employee performance. Therefore, PNM Pekanbaru 2 should focus on strengthening its organizational culture and provide continuous training to support the effective integration of new technologies, ultimately improving overall performance.

The digital revolution has fundamentally changed how businesses create value. Small and medium enterprises (SMEs), with their limited resources, must adapt to this new landscape to maintain a competitive edge through digital transformation (DT). This paper explores how SMEs can build sustainable competitive advantage (SCA) via DT. Using the WOS Core Collection database, we conducted a comprehensive review and bibliometric analysis, examining 1,856 articles on SCA, with a detailed focus on 57 that specifically address DT. The findings show that DT enhances SMEs’ innovation and dynamic capabilities, helping them overcome resource constraints and better respond to market shifts. Key digital technologies such as big data, artificial intelligence, and digital platforms are crucial in driving these results. Practical insights are also offered for SMEs managers to tailor digital strategies, optimize operations, and build SCA.

This study delves into the crucial role of digital business transformation in enhancing organizational agility. As digital technologies rapidly advance, organizations face increasing pressure to adapt and innovate, making agility a key determinant of success in the modern business environment. The study's primary aim is to explore how digital tools, platforms, and strategies contribute to organizational flexibility, responsiveness, and competitiveness. Employing a comprehensive review of existing literature, the research examines the integration of digital technologies within organizational frameworks, highlighting the importance of leadership, culture, and continuous learning in facilitating agility. Key findings underscore the transformative impact of technologies such as artificial intelligence (AI), machine learning, the Internet of Things (IoT), and blockchain in driving real-time decision-making and fostering innovation. The study concludes that while digital transformation offers vast potential for enhancing agility, challenges such as legacy systems, resistance to change, and skill gaps must be strategically managed. The implications for practice suggest that organizations must adopt a holistic approach to digital transformation, aligning technological advancements with human capital development and cultural shifts to foster a resilient and adaptable business model. Recommendations for future research include exploring the long-term impacts of digital transformation on organizational structures and developing new models for assessing digital maturity and agility across various industries. This study provides valuable insights for practitioners and researchers, emphasizing the need for a strategic, integrated approach to digital transformation that aligns with organizational goals and fosters a culture of continuous innovation.

Purpose This study aims to investigate the impact of digital leadership on competitive advantage in Saudi Arabia's tourism and hospitality sector, examining the mediating roles of digital skills and digital strategy. Design/methodology/approach A quantitative research design was adopted using a structured questionnaire distributed to 648 managers and supervisors working in travel agencies. Data were analyzed using structural equation modeling (SEM). Findings Findings confirm that digital leadership significantly influences competitive advantage both directly and indirectly through digital skills and strategy. These mediators were found to play partial roles, strengthening the leadership-advantage link. Practical implications The results offer actionable guidance for tourism and hospitality managers on how to strengthen competitiveness through effective digital leadership, workforce upskilling and alignment between digital strategy and business goals. Social implications The study highlights the societal value of digital transformation by fostering innovation-driven employment, improving customer experience and advancing digital inclusion across Saudi Arabia's growing tourism ecosystem. Originality/value The study contributes by extending the resource-based view (RBV) to digital transformation contexts and integrating it with the dynamic capabilities theory (DCT) to provide a more comprehensive understanding of how digital leadership functions both as a strategic resource and as an adaptive capability. This dual-theoretical perspective offers a novel explanation of how digital leadership, digital skills and digital strategy interact to generate competitive advantage within the tourism and hospitality sector – an area that remains underexplored in emerging economies such as Saudi Arabia. The study also advances empirical knowledge by testing these relationships in a national context undergoing rapid digital transformation, thereby filling a notable gap in tourism and hospitality research.

In today's rapidly evolving business landscape, Artificial Intelligence (AI) stands as the proverbial 'elephant in the room,' profoundly shaping diverse sectors and contexts. While debates rage among policymakers, practitioners, and politicians about regulating AI's widespread use, it's undeniable that AI represents a long-awaited digital technology poised to revolutionize organizational performance. Amidst the post-COVID era, the allure of AI has intensified, yet the critical question lingers: Can firms effectively harness AI and other technologies, such as Generative AI and Large Language Models (LLMs), to enhance their existing systems? Through a systematic literature review, a clear correlation between firms’ implementation of AI, including the cutting-edge Generative AI, and their ability to adapt to changing market dynamics, drive operational excellence, and unlock new avenues for growth are explored. Moreover, key drivers of AI and digital adoption, such as the imperative for data-driven decision-making, the quest for customer-centricity, and the drive for sustainable business practices are explored. Our research not only highlights the transformative potential of AI and digital technologies but also provides actionable insights for business leaders navigating the complexities of technology adoption. By understanding the motivations, challenges, and strategic imperatives driving firms' technology choices, including the integration of Generative AI and LLMs, organizations can chart a path towards sustainable growth and competitive advantage in the digital age. This study underscores the revolutionary impact of Generative AI in digital transformation, offering a comprehensive understanding of their role in shaping the future of business.

This study conducts a systematic literature review (SLR) to examine how digital transformation intersects with sustainability agendas at the corporate strategy level. The SLR follows evidence-informed management principles, including research question formulation, inclusion–exclusion criteria, systematic searching, and thematic synthesis. A total of 20 selected articles were analyzed and classified into five clusters: Digital Transformation (DT), Sustainability Strategy (SS), Digital–Sustainability Integration (INT), SLR Methodology (MET), and Strategic Theoretical Foundations (THEO). The review reveals a shift in the literature from parallel approaches toward strategic integration through the concept of twin transformation/twin transition, where digital and sustainability transformations should be designed and implemented simultaneously. Digital technologies (AI, IoT, big data, cloud, platforms) act as enablers of ESG performance, mainly through process efficiency, data transparency, green innovation, and ecosystem orchestration. However, DT does not automatically generate positive sustainability outcomes, as environmental trade-offs, rebound effects, and non-linear impacts may arise when digitalization is not aligned with ESG objectives. This study highlights the importance of aligning digital and sustainability strategies, strengthening ethical technology governance, developing dynamic capabilities, and designing digital-sustainable business models as a basis for sustainable competitive advantage. The findings also suggest future research agendas on measuring integration of digital transformation and business sustainability.