Industry 4.0 and Digital Transformation: Enablers, Barriers, and Organisational Pathways to Performance

GUEST 2.0: empowering digital transformation strategy and innovation management

This paper proposes GUEST 2.0, a unified methodology for articulating sustainability-aligned digital transformation strategies. It addresses the fragmentation between digital transformation and innovation management by identifying the core requirements of strategy formulation and linking them to actionable implementation. The study adopts a Design Science Research methodology, using iterative build–evaluate cycles to refine GUEST 2.0. The framework is derived from an extensive literature synthesis and validated through multiple applications, including a digital social innovation case (SINFONICA). The paper identifies strategic requirements, such as ambidexterity, flexibility, ecosystem value, ethical performance and holistic metrics, and embeds them into a five-step methodology. The case study demonstrates the framework's ability to support inclusive value definition, data-driven decision-making and iterative adaptation in complex digital innovation contexts. The paper offers a practitioner-ready methodology that operationalizes digital transformation strategy across organizational levels while integrating sustainability, uncertainty management and multi-actor collaboration. It advances the digital transformation–innovation management interface by providing theoretically grounded, actionable tools for strategizing while executing. The main contribution is a structured synthesis of the core elements and decision-making processes involved in strategizing digital transformation.

Barriers to Digital Transformation: A Classification Based on Literature

The study aims to conduct a review of the current literature on barriers to digital transformation in the MSME sector. Furthermore, it tries to systematically identify, classify, and prioritize the barriers to digital transformation in the business value chain by synthesizing insights from existing academic literature. Based on the literature reviewed, six areas /departments were found: technology, strategy, finance, organisation, human resource, and others. We have depicted our findings through a diagram that presents sixteen barriers to digital transformation. These barriers are subsequently categorized into technological, organizational, and environmental dimensions in line with the Technology–Organization–Environment (TOE) framework. The study also presents a frequency analysis to present the constraints that require high attention. By integrating thematic classification, visual representation, and frequency-based prioritization, this study contributes a structured and holistic perspective on digital transformation barriers in textile MSMEs. The findings are helpful for researchers and practical guidance for policymakers. This study contributes by providing an understanding of barriers to digital transformation to help improve the success of digital transformation efforts.

Digital Innovation in Circular Economy in SMEs: A Comprehensive Review and Multi-Level Framework

Digital innovation has become a key enabler of the circular economy, yet existing research on SMEs remains fragmented across technological, organizational, and institutional perspectives. This study addresses this gap through a bibliometric analysis and systematic literature review of 87 peer-reviewed articles published between 2017 and 2025. The review synthesizes the evolution of digital research, identifies its theoretical foundations, key barriers, enabling factors, and performance outcomes, and develops a multi-level conceptual framework linking micro-, meso-, macro-, and ecosystem-level perspectives. The findings suggest that successful digital innovation-enabled circular transformation depends on the interaction of digital capabilities, organizational resources, institutional support, and stakeholder collaboration. The study further reveals that financial constraints, limited digital capabilities, and weak institutional support remain major barriers, whereas Industry 4.0 technologies, leadership commitment, and ecosystem collaboration serve as critical enablers. By integrating fragmented theoretical perspectives into a coherent framework, this review advances the understanding of digital adoption in SMEs and provides a structured research agenda together with practical implications for managers and policymakers seeking to accelerate sustainable digital transformation.

Critical success factors in the digital transformation of firms: A proposed model

The findings indicate that leadership commitment and strategic alignment are the most consistently cited critical success factors for successful digital transformation and the Comprehensive digital transformation Success Model (CDTSM) is proposed, which integrates these CSFs into a structured framework encompassing the initiation, planning, execution, monitoring, and sustainability phases of digital transformation.

Critical success factors in digital transformation of firms: A proposed model

Navigating organizational change: A systematic review of resistance and technology-driven transformation

In digital transformation contexts, organizational change remains challenging especially when employee resistance is underestimated and change management efforts are fragmented. This study presents a systematic review on organizational change with a focus on resistance dynamics, change management frameworks, and the role of emerging technologies in technology-enabled transformation. Following PRISMA 2020 guidelines, 83 peer-reviewed articles were screened and analyzed using thematic and bibliometric approaches. This review integrates resistance to change, change management models, and digital transformation within a unified socio-technical perspective. The findings show that resistance is shaped by interrelated individual, organizational, and cultural factors. On the other hand, successful transformation is consistently associated with transparent communication, inclusive leadership, psychological safety, and cultural alignment. Moreover, the study shows that technologies such as gamification, AI-powered chatbots, and virtual and augmented reality can strengthen engagement, learning, and participation when embedded within broader change management processes. The bibliometric analysis identifies major intellectual trends, influential contributors, and emerging directions in the field. Overall, the study offers an integrated theoretical and practical foundation for understanding how human and technological factors jointly shape organizational change in digital transformation.