Aug 2026· Journal of Organizational Change Management· pp. 1-27· 0 citations· 34 references
TL;DR
This study examines how digital transformation initiatives shape operational efficiency and organizational change in the logistics sector from a managerial perspective by specifying the pathways through which efficiency-oriented pressures restructure routines, redistribute authority and reconfigure workforce arrangements in logistics and customs brokerage firms.
Abstract
This study examines how digital transformation initiatives shape operational efficiency and organizational change in the logistics sector from a managerial perspective. It conceptualizes digitalization not as a purely technological shift, but as a socio-technical change process that reconfigures organizational routines and coordination mechanisms.
A qualitative case study design was adopted. Data were collected through semi-structured interviews with managers in logistics and customs brokerage firms operating in Istanbul, Turkey's primary logistics hub. The data were analyzed using thematic analysis, moving from first-order empirical codes to higher-order theoretical dimensions.
The findings reveal that digital transformation drives organizational change across four interrelated dimensions: (1) structural efficiency gains through enhanced information security and accelerated processes, (2) strategic customer orientation enabled by increased transparency and responsiveness, (3) workforce transformation characterized by more flexible and skill-oriented resource utilization and (4) organizational tensions, including data standardization issues, employee resistance and bureaucratic inertia. These dimensions are interpreted not as independent outcomes but as manifestations of efficiency rationalization: a generative organizational logic that actively restructures routines, redistributes authority and produces constitutive tensions.
This study's primary contribution is to reconceptualize efficiency as a generative mechanism of organizational change rather than as a performance outcome of digital transformation. By specifying the pathways through which efficiency-oriented pressures restructure routines, redistribute authority and reconfigure workforce arrangements in logistics and customs brokerage firms, the study advances a process-oriented theory of digitalization that extends beyond existing accounts by explaining not only what changes but how the logic of efficiency rationalization drives those changes. The findings also contribute to the organizational tensions literature by showing that efficiency-driven reconfiguration simultaneously produces structural gains and organizational frictions, including workforce reduction pressures, employee resistance and institutional constraints, that must be understood as constitutive features of digital transformation rather than as deviations from it.
A socio-technical account of digital transformation as an organisational capability is developed and how that capability shapes project management efficiency is examined, with an integrated capability framework in which technical affordances generate value only when they are translated through social mechanisms.
Shiraz Iqbal Sagar· Global academic journal of e...· 0 citations
How emerging technologies such as artificial intelligence, machine learning, blockchain and metaverse-based interfaces are integrated to enhance customer experience and operational efficiency is explored, with emphasis on the role of shared values in shaping strategy, leadership and organizational readiness.
Nidhi Maheshwari, S. Malhotra· Kybernetes· 0 citations
This study examines the impact of digital transformation on organizational productivity within the public service sector, with particular attention to how the adoption of digital tools, systems, and platforms influences service delivery efficiency, employee performance, and overall institutional output. Public sector organizations, traditionally characterized by bureaucratic and paper-based processes, face increasing pressure to embrace digital solutions in order to improve responsiveness, transparency, and service delivery to citizens. The study adopted a descriptive survey research design, utilizing the administration of structured questionnaires as the sole instrument for data collection from management and staff within the organization studied. The questionnaire captured respondents' perceptions on key variables including e-governance adoption, digitization of administrative processes, staff digital competency, and productivity outcomes. Data collected were analyzed using descriptive statistics and the chi-square test to establish the significance of the relationship between digital transformation initiatives and productivity outcomes. Findings reveal that digital transformation significantly enhances productivity through faster processing of records, improved inter-departmental communication, reduced bureaucratic bottlenecks, and enhanced accountability. However, the study also identifies challenges such as inadequate ICT infrastructure, low digital literacy among staff, and resistance to organizational change as factors limiting the full realization of digital transformation benefits. The study recommends sustained investment in ICT infrastructure and capacity-building programmes for public servants.
RABIU-ABODUNRIN ADEBUKOLA ALIMOT, POPOOLA SAMUEL OLAYINKA, OKOTIE YETUNDE SEKINAT· International Journal of Fin...· 0 citations
Digital transformation has become a strategic priority for governments seeking to improve public service delivery, operational efficiency, and organizational agility; however, the realization of its benefits depends not merely on technological investment but on the organizational capabilities and human factors that enable meaningful digital transformation. Drawing on the core technological, organizational, and people dimensions of the DeLone and McLean Information Systems Success Model, this study examines the determinants of digital transformation success by investigating AI readiness and change management as organizational antecedents, digital transformation capability as a mediating mechanism, and user experience as a moderating factor. The study contextualizes the model’s Net Benefits dimension as Digital Transformation Success. Data was collected through a structured cross-sectional survey from 370 employees of major public sector organization in Pakistan. Using PLS-SEM in SmartPLS 4.0, the study assessed the measurement and structural models, including direct, mediation, and moderation effects through 5,000 bootstrap resamples. The findings indicate that all hypothesized relationships were statistically supported, demonstrating the significance of AI readiness, change management, digital transformation capability, and user experience in shaping digital transformation success. The study contributes to the digital transformation literature by empirically contextualizing the DeLone and McLean framework within Pakistan’s public sector and highlighting the importance of integrating technological readiness, organizational change, transformation capabilities, and user experience for achieving successful digital transformation outcomes.
Rabiya Zia, Sania Shaff, Muhammad Jamshaid Bajwa· ManageNex-Journal of Managem...· 0 citations
Digital transformation has become an important strategic priority for organizations seeking to improve efficiency, innovation, customer engagement, and long-term competitiveness. The increasing adoption of cloud computing, artificial intelligence, big data analytics, Internet of Things technologies, and digital collaboration platforms has changed the way organizations operate and create value. However, the implementation of digital technologies alone does not necessarily lead to improved organizational performance. Successful transformation also depends on organizational culture, leadership, employee capabilities, business processes, and strategic alignment. This paper examines the relationship between digital transformation and organizational performance through a systematic review of existing academic literature. The review focuses on the major mechanisms through which digital transformation can influence operational efficiency, innovation, decision-making, customer experience, and competitive advantage. The findings indicate that digital transformation can generate substantial performance improvements when technological investments are integrated with organizational and human capabilities.The study also identifies common challenges, including resistance to change, cybersecurity risks, insufficient digital skills, high implementation costs, and difficulties in integrating legacy systems.The paper concludes that organizations should approach digital transformation as an organizational change process rather than simply as a technology adoption exercise.
Zain Abni Khursheed· International journal of sci...· 0 citations
This qualitative case study examines how digital transformation reconfigures managerial practices and employee experiences at Unilever Uganda. Grounded in Socio-Technical Systems (STS) and Dynamic Capabilities theories, the study investigates the operational and human dimensions of automated human resource ecosystems, AI-driven talent marketplaces, and digitized sales distribution networks. Utilizing an exploratory qualitative case study design, data were collected through semi-structured interviews with 10 purposively sampled stakeholders, including Unilever executives, human resource managers, and Kampala-based distributors, complemented by document analysis of regional performance reports. The findings reveal that while digital integrations such as the “Eazzystock” supply chain financing initiative and global talent networks dramatically streamline workflows, improve resource allocation, and lower transaction costs, they also generate friction regarding algorithmic opacity, localized digital divides, and routine labor displacement. The study suggests that the success of enterprise digitalization may depend upon the alignment of technical capabilities with regional socio-economic realities and human-centric values. It recommends that multi-stakeholder coalitions, corporate managers, and policymakers establish inclusive upskilling pathways, robust social protections, and participatory digital frameworks to foster a balanced and sustainable future of work.
