Human capital in digital transformation: a systematic review perspective

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

Organizational Factors and Digital Transformation: A Systems Perspective on Small Firms

Although digital readiness is widely recognized as a prerequisite for digital transformation, existing research predominantly adopts a determinant-based perspective, offering limited insight into how readiness actually emerges within organizations. To address this gap, this study develops a systems-based and process-oriented framework explaining how organizational factors translate into digital readiness in small firms. Drawing on Resource-Advantage Theory and a socio-technical systems perspective, a qualitative cross-cultural multiple-case study was conducted in six small service firms located in Brazil and the United Kingdom. The cross-cultural design enabled the identification of recurring organizational mechanisms across different institutional contexts. The findings reveal that organizational factors such as corporate culture, knowledge management, organizational learning, and leadership do not directly generate digital readiness. Instead, their influence depends on Project Management Capability (PMC), which emerged as the central mechanism coordinating and integrating these resources into coherent digital initiatives. Firms with stronger PMC exhibited more structured and strategically aligned digital transformation trajectories, regardless of resource availability. This study contributes to the literature by conceptualizing digital readiness as an emergent organizational outcome rather than a static condition and by positioning PMC as the critical link between organizational factors and digitally enabled competitive advantage in small firms.

Human Resource (Hr) Digitization and Organisational Performance: a Review of Contemporary Practices and Performance Outcomes

: The digitalization of human resource management is increasingly central to organizations’ strategic plans worldwide. Yet the question remains whether these investments deliver tangible benefits to business results. In this paper, we analyze recent meta-analytic findings and concrete examples from practice to clarify the conditions under which digitizing the HR function contributes to better organizational outcomes. We analyze three channels through which digital HR systems influence performance: operational efficiency, strategic workforce analytics, and employee experience, using the resource-based view and dynamic capabilities theory. Meta-analytic evidence from 96 studies with 37,924 participants reveals medium-sized performance effects, though significantly stronger for operational efficiency than for strategic transformation. Implementation cases from IBM, Croatia, and Unilever illustrate a striking pattern: success depends far more on how organizations implement technology than on which technology they choose. Effective implementations prioritize workforce capability development, user-centered design, and strategic alignment rather than technological sophistication. However, our analysis reveals the paradoxical nature of digital HRM: while productivity improves, poorly designed systems simultaneously create employee stress and surveillance concerns. We identify four critical success factors that distinguish effective from problematic implementations and conclude with implications for both theory and practice.

Perceived Employability Under Digital Transformation: A Multilevel Systematic Review of Antecedents and Contextual Influences

Digital transformation, together with the rapid growth of artificial intelligence (AI) and the increasing instability of the labor market, continues to have a significant influence on the way jobs are structured and has created greater uncertainty about long-term career sustainability. In this constantly changing environment, perceived employability (PE) has come to play a crucial role, as it represents how individuals perceive their capacity to secure and maintain employment, as well as the opportunities available to them in the job market. It also reflects expectations about future career prospects, including whether suitable opportunities exist in relation to their qualifications. However, a notable gap still exists in current theories explaining how PE is formed, particularly regarding how rapid technological change reshapes its core components and frame of reference. To address this gap, a systematic literature review (SLR) was conducted to provide a clearer understanding of the multilevel antecedents of perceived employability in the digital era. Following the PRISMA Guidelines, 106 Scopus-indexed articles published between 2005 and 2025 were analyzed. The findings demonstrated that perceived employability is shaped by a complex and interrelated set of antecedents operating at the individual, organizational, and external levels. At the individual level, key antecedents included career attitudes, psychological resources, competencies, and learning experiences. At the organizational level, important factors involved career management practices, access to training and development, job characteristics, and workplace support systems. External antecedents included labor market dynamics, broader socioeconomic conditions, and institutional reputation. Across these levels, digital transformation functioned as a cross-cutting contextual force shaping how these antecedents interact and evolve through digital skills, digital literacy, attitudes toward technology, and technology-related stress. Overall, this review provides an integrative foundation for future research while offering practical insights for organizations, universities, and policymakers seeking to strengthen employability in an increasingly digitalized labor market.

A Literature Review on Enterprise Digital Transformation

This paper presents a systematic literature review on enterprise digital transformation, comprehensively synthesizing its conceptual connotations, driving factors, economic implications, and associated challenges. Digital transformation is defined as a systemic organizational change that leverages digital technologies to restructure business processes, innovate business models, and enhance competitive advantage, with its core lying in the synergistic co-evolution of technological enablement and organizational capabilities. The review reveals that both endogenous and exogenous factors jointly propel the transformation process. At the macro level, digital transformation facilitates industrial upgrading and regional innovation; at the micro level, it improves firm innovation performance and governance efficacy. However, it also presents challenges, including data security risks and technological integration complexities. Future research should develop multi-theoretic analytical frameworks, deepen investigations into managerial traits, industry heterogeneity, and dynamic evolutionary mechanisms, thereby offering more precise theoretical guidance and practical support.