The Role of Digital Transformation Success in Change Management
Article Sidebar
-
Digital Transformation, Change Management, TOE Framework, Resource-Based View, Egypt, Elesely Group, Quantitative Research, SPSS, Regression Analysis
Abstract
This study investigates the role of Digital Transformation Success in shaping Change Management effectiveness within the Egyptian logistics and international trade sector. The research addresses the critical problem of high digital transformation failure rates, which often stems from overemphasizing technology while neglecting the human element of organizational change.
Drawing on the Technology-Organization-Environment (TOE) framework and the Resource-Based View (RBV), Digital Transformation Success is conceptualized through three core dimensions: Digital Transformation Strategy (DTS), Digital Technology Implementation (DT), and Employee Digital Skills (EDS). Change Management is operationalized through five dimensions: Spread Awareness, Inspire Desire, Impart Knowledge, Improve Ability, and Reinforce Changes.
An explanatory, cross-sectional, quantitative design was adopted. A structured questionnaire was administered to a simple random sample of 312 employees at Elesely Group's Damietta branch. Data were analyzed using descriptive statistics, Pearson correlation, reliability analysis (Cronbach's Alpha), and multiple regression analysis via SPSS.
Results confirm that Digital Transformation Success exerts a statistically significant positive impact on Change Management (R = 0.434, R² = 0.189, F = 23.879, p < 0.001). Digital Technology Implementation demonstrated the strongest predictive effect (B = 0.167), followed by Employee Digital Skills (B = 0.146) and Digital Transformation Strategy (B = 0.133). All three sub-hypotheses were accepted.
The findings contribute both theoretical and practical insights for organizations in developing economies seeking to leverage digital transformation as a driver of sustainable organizational change. Practical recommendations include prioritizing technological infrastructure investment, continuous digital skills development, and establishing dedicated change management teams.
Full text article
References
Abdulquadri, A., Mogaji, E., Kieu, T. A., and Nguyen, N. P. (2021). Digital transformation in financial services provision: A Nigerian perspective to the adoption of chatbot. Journal of Enterprising Communities: People and Places in the Global Economy, 15(2), 258-281. https://doi.org/10.1108/JEC-08-2020-0148
AL-Hinaai, S. (2023). Change management in digital transformation. In Proceedings of the International Conference on Leadership, Administration, and Management Practices (ICLAMP) (pp. 45-56). University Press. (No DOI available)
Arasuraja, G. (2024). Organizational change management in digital transformation: A framework for success. Global Perspectives in Management, 2(2), 12-21. (No DOI available)
Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall. (No DOI available)
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
Bellantuono, N., Pontrandolfo, P., and Scozzi, B. (2021). The ADKAR model for change management in digital transformation. (Cited in literature review but no full reference found in your list)
Bryman, A., and Bell, E. (2015). Business research methods (4th ed.). Oxford University Press. (No DOI available)
By, R. T. (2005). Organisational change management: A critical review. Journal of Change Management, 5(4), 369-380. https://doi.org/10.1080/14697010500359250
Clegg, S. (1979). The theory of power and organisation. Routledge and Kegan Paul. (No DOI available)
Collis, J., and Hussey, R. (2014). Business research: A practical guide for undergraduate and postgraduate students (4th ed.). Palgrave Macmillan. (No DOI available)
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). SAGE Publications. (No DOI available)
Creswell, J. W., and Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications. (No DOI available)
Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319-340. https://doi.org/10.2307/249008
De-Pablos-Heredero, C. (2020). Digital transformation and organizational change: Managing technological transitions. Springer. https://doi.org/10.1007/978-3-030-42352-6
DiMaggio, P. J., and Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160. https://doi.org/10.2307/2095101
Ekal, R. A., Lakhal, A., and Abed, E. A. (2024). The impact of digital transformation on change management: An empirical study on Iraqi universities. Webology, 21(1), 16-37. http://www.webology.org
Errida, A., and Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13. https://doi.org/10.1177/18479790211016273
Field, A. (2018). Discovering statistics using IBM SPSS statistics (5th ed.). Sage Publications. (No DOI available)
Galli, B. J. (2018). Change management models: A comparative analysis. (Cited in literature review but no full reference found in your list)
George, D., and Mallery, P. (2006). SPSS for Windows step by step: A simple guide and reference (6th ed.). Pearson Education. (No DOI available)
Hair, J. F., Black, W. C., Babin, B. J., and Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage Learning. (No DOI available)
Hassan, F. A. (2021). The Challenges Facing Iraqi Universities in the Digital Transformation Era: Analytical Study of the Opinions of a Sample of Iraqi Academics in the City of Amara. Al-Qadisiyah Journal for Administrative and Economic Sciences, 23(1), 98-118. (No DOI available)
Heleta, S., and Jithoo, D. (2023). International research collaboration between South Africa and the rest of the world: An analysis of 2012-2021 trends. Transformation in Higher Education, 8. https://doi.org/10.4102/the.v8i0.246
Hiatt, J. M. (2006). ADKAR: A model for change in business, government and our community. Prosci Learning Center Publications. (No DOI available)
Judge, W. Q., and Douglas, T. J. (2009). Organizational change capacity: The systematic development of a scale. Journal of Organizational Change Management, 22(6), 635-649. https://doi.org/10.1108/09534810911005604
Kakungulu, S. J. (2024). The role of change management in digital transformation initiatives. Eurasian Experiment Journal of Scientific and Applied Research, 5(2), 40-43. (No DOI available)
Krejcie, R. V., and Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607-610. https://doi.org/10.1177/001316447003000308
Lewin, A. Y., and Volberda, H. W. (1999). Prolegomena on coevolution: A framework for research on strategy and new organizational forms. Organization Science, 10(5), 519-534. https://doi.org/10.1287/orsc.10.5.519
Liu, D., Chen, S., and Chou, T. (2023). Resource fit in digital transformation: The role of resource alignment and coordination in realizing value from digital initiatives. Management Decision, 59(11), 2693-2712. https://doi.org/10.1108/MD-05-2020-0606
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. https://doi.org/10.1287/orsc.2.1.71
Moosa, V., Khalid, A. H., and Mohamed, A. (2022). Intellectual landscape of research on change management: a bibliometric analysis. Management Research Review, 45(8), 1044-1059. https://doi.org/10.1108/MRR-04-2021-0256
Morakanyane, R., O'Reilly, P., McAvoy, J., and Grace, A. (2020). Determining digital transformation success factors. In Proceedings of the 53rd Hawaii International Conference on System Sciences (HICSS 2020) (pp. 4356-4365). https://doi.org/10.24251/HICSS.2020.532
Nemet Ahmed, S. (2022). Resistance factors in organizational digital transformation. Journal of Change Management, 22(4), 345-362. https://doi.org/10.1080/14697017.2022.2052170
Oboresh, J. C., Nebolisa, O., and Esione, U. O. (2019). Change Management and Organizational Performance in Selected Manufacturing Companies in Anambra State, Nigeria. The International Journal of Social Sciences and Humanities Invention, 6(5), 5437-5445. (No DOI available)
Pacolli, M. (2022). Importance of change management in digital transformation sustainability. IFAC-PapersOnLine, 55(39), 276-280. https://doi.org/10.1016/j.ifacol.2022.12.034
Pallant, J. (2020). SPSS survival manual: A step by step guide to data analysis using IBM SPSS (7th ed.). Open University Press. (No DOI available)
Phillips, J., and Klein, J. D. (2023). Change Management: From Theory to Practice. TechTrends, 67, 189-197. https://doi.org/10.1007/s11528-022-00775-0
Reis, J., Amorim, M., Melão, N., and Matos, P. (2018). Digital Transformation: A Literature Review and Guidelines for Future Research. In Á. Rocha et al. (Eds.), WorldCIST'18 2018, AISC 745, pp. 411-421. Springer. https://doi.org/10.1007/978-3-319-77703-0_41
Saunders, M. N. K., Lewis, P., and Thornhill, A. (2019). Research methods for business students (8th ed.). Pearson Education. (No DOI available)
Sekaran, U., and Bougie, R. (2016). Research methods for business: A skill-building approach (7th ed.). John Wiley and Sons. (No DOI available)
Sour, O. (2023). Catalyzing success: Navigating digital transformation with effective change management strategies. MECAS Review, 19(2), 28-42. (No DOI available)
Taherdoost, H. (2016). Sampling methods in research methodology: How to choose a sampling technique for research. International Journal of Academic Research in Management, 5(2), 18-27. (No DOI available)
Tan, N. N., Ngan, H. T. T., Hai, N. S., and Anh, L. H. (2022). The Impact of Digital Transformation on the Economic Growth of the Countries. In Ngoc Thach, N., Ha, D. T., Trung, N. D., Kreinovich, V. (Eds.), Prediction and Causality in Econometrics and Related Topics. ECONVN 2021. Studies in Computational Intelligence, vol 983. Springer. https://doi.org/10.1007/978-3-030-77094-5_49
Tashakkori, A., and Teddlie, C. (2010). SAGE handbook of mixed methods in social and behavioral research (2nd ed.). SAGE Publications. (No DOI available)
Teece, D. J., Pisano, G., and Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Tornatzky, L. G., and Fleischer, M. (1990). The processes of technological innovation. Lexington Books. (No DOI available)
Vendraminelli, L., MacCawley, A., and Mendez, D. (2022). A framework for assessing the digital skills of the workforce in the oil and gas industry. Journal of Petroleum Science and Engineering, 208, Article 109312. https://doi.org/10.1016/j.petrol.2021.109312
Vogelsang, K., Steinhüser, M., and Hoppe, U. (2021). Digital transformation in the public sector. (Cited in literature review but no full reference found in your list)
Westerman, G., Bonnet, D., and McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press. (No DOI available)
Yue, C. A., Men, L. R., and Ferguson, M. (2019). Bridging transformational leadership, transparent communication, employee openness to Change: The mediating role of trust. Public Relations Review, 45(3), Article 101779. https://doi.org/10.1016/j.pubrev.2019.04.004
Zikmund, W. G., Babin, B. J., Carr, J. C., and Griffin, M. (2013). Business research methods (9th ed.). Cengage Learning. (No DOI available)
Zubac, A., Dasborough, M., Hughes, K., Jiang, Z., Kirkpatrick, S., Martinsons, M. G., Tucker, D., and Zwikael, O. (2021). The strategy and change interface: understanding "enabling" processes and cognitions. Management Decision, 59(3), 481-505. https://doi.org/10.1108/MD-08-2020-1036
Authors
Copyright (c) 2026 Omar Ahmed, Rahma Mohamed, Fatma Ahmed, Abdel-rahman Ahmed
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
All articles published in the ARADO Business Journal (ABJ) are licensed under the Creative Commons Attribution 4.0 International License (CC BY 4.0).
Full license text: https://creativecommons.org/licenses/by/4.0/
YOU ARE FREE TO:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, including commercially
PROVIDED THAT:
- Attribution — You must give appropriate credit to the original author(s) and cite the journal correctly, provide a link to the license, and indicate if any changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
AUTHOR RIGHTS:
- Authors retain full copyright and publishing rights.
- ABJ holds the right of first publication only.
- Authors may self-archive the final published version in institutional repositories or personal websites, with no embargo period.
Published by: Arab Administrative Development Organization (ARADO) — League of Arab States
Contact: abj@arado.org
Article Details
How to Cite
