Digital innovation has become a critical driver of business success in today’s competitive digital economy. On the other hand, in the global economy, Small and Medium-sized Enterprises (SMEs) are one of the key drivers, and there is a need for these enterprises to enable digital innovation that impacts their organizational and business performance. However, the research on the barriers to digital innovation in SMEs is still limited. To address this knowledge gap, a systematic literature review was used as a research strategy, and the data were collected using the PRISMA framework through large academic databases, and then analyzed using the content analysis method. To identify and categorize the barriers to digital innovation in SMEs, the Technology-Organization-Environment (TOE) framework was used. Among the sixteen identified barriers to digital innovation in SMEs, the most frequently mentioned are: Limited Specialized Workforces, Lack of Financial Funds, and Poor Support from the Government. These barriers to digital innovation in SMEs are interconnected and influence each other. The results of this research provide a structured categorization of barriers to digital innovation in SMEs using the TOE framework as well as actionable solutions to these barriers that can help policymakers, industry associations, and researchers mitigate them.

In today’s digitally driven economy, organizations are increasingly using strategic digital technologies to create value, like new products and services or new business models. Among the factors that play a crucial role in supporting digital innovation (DI) is organizational culture. However, there is a lack of a comprehensive, systematic review of the underlying organizational cultural factors that hinder DI in different industries. To address this knowledge gap, a systematic literature review was used to examine the organizational cultural barriers to DI across various industries. The data were collected using the PRISMA framework through large academic databases, and 33 peer-reviewed articles were finally selected and analyzed using the content analysis method. This research has identified 22 organizational cultural barriers to DI, categorized across eight main categories. Among the most frequently mentioned organizational cultural barriers to DI are the Weak Digital Mindset, Isolation between Units, and Employees’ Skills Gap. The organizational cultural barriers to DI found in the selected articles most frequently span multiple industries. The research findings offer valuable insights for researchers and also for organizations seeking to cultivate a culture of innovation and address cultural barriers to digital innovation, thereby enhancing the success rate of digital innovation.

Digital transformation (DT) has significantly reshaped many organizations’ business models, processes, and strategies, focusing on creating value propositions for stakeholders. Despite its potential, DT often encounters challenges rooted in organizational culture. However, research on these cultural barriers remains fragmented, leaving a knowledge gap in understanding how they hinder transformation. This study systematically reviews existing research literature to identify and analyze the organizational culture barriers that impede DT. The systematic review reveals 10 key and 44 specific organizational cultural barriers to successful DT. To address them, the study proposes targeted solutions framed within elements of adaptive culture, recognizing that these cultural barriers can hinder the development of adaptive culture that supports successful DT. This proposed approach contributes a structured framework that synthesizes existing findings and offers insights to guide organizational practice, academic research, and policymaking related to DT.

Digital transformation (DT) is a fundamental change process enabled by digital technologies and strategic resource alignment that aims to improve organizational performance and stakeholder value radically. Although often viewed through a technological lens, DT also requires cultural readiness to ensure sustainable outcomes. There is a need to identify and validate the organizational culture values critical for DT success. This study addresses the gap by examining these values in a developing-country context. Drawing on 22 organizational cultural values synthesized from previous studies, a two-round Fuzzy Delphi Method was conducted with an expert panel of academic researchers, digital strategy consultants, and practitioners in Indonesia. The results identified nine critical organizational cultural values for DT success: Commitment, Innovation, Continuous Improvement, Cooperation and Collaboration, Customer Centricity, Empowerment, Adaptability, Forward-Thinking, and Technology Acceptance. The study provides insights into how these values manifest across contexts and offers theoretical understanding and practical guidance for policymakers and leaders.

Adapting to the digital age is essential for organizational competitiveness, with artificial intelligence (AI) emerging as a key enabler in driving digital transformation (DT). However, there is a knowledge gap in the research that narrowly evaluates AI’s technical applications while insufficiently addressing its integration with organizational structures and processes. The study investigates the changes in organizational structures and processes enabled by artificial intelligence for driving digital transformation. A systematic literature review was conducted using the PRISMA framework on relevant databases with publications that focus on AI and digital transformation, like Scopus, Web of Science, IEEE Xplore, and AIS eLibrary. Content analysis was used as a data analysis method, and in the 48 identified studies, 15 specific changes were identified that are enabled by artificial intelligence for driving digital transformation. The most common structural changes include organizational redesign, human-AI collaboration, and team restructuring, while the most common process changes focus on data-driven decision-making, operational efficiency, and automation. The findings of this study provide an integrated theoretical perspective that could help both scholars and practitioners understand AI-enabled changes in organizational structures and processes for driving DT.

Digital transformation (DT) has become increasingly crucial in organizational management across various industries, with the COVID-19 pandemic accentuating its significance for organizational adaptability and resilience. Despite the acknowledged importance of DT, especially in the public sector for enhancing efficiency, transparency, and service delivery, there remains a significant gap in understanding the barriers to DT implementation in public organizations. This study aims to contribute to this knowledge gap by identifying and analyzing the barriers to DT within the Greek public sector. Through a case study as a research strategy, this research seeks to provide insights into the challenges faced by public entities in their DT journey, contributing to the broader discourse on DT barriers. The data was collected through semi-structured interviews involving seven staff members who were part of DT projects at the organization as well as from the internal documents of the organization. The study participants were selected utilizing a non-probability sampling method, and thematic analysis was employed to analyze the data collected. The results are twenty-seven barriers to DT of which eleven were similar between this study and previous literature, while sixteen were recognized as new barriers. By examining the DT barriers, this study not only aims to enhance the understanding of DT challenges in the public sector but also to inform strategies for overcoming these obstacles, thereby facilitating more effective and efficient public service delivery through digital technologies.

In the digital era, the development of new technologies like artificial intelligence (AI) greatly impacts organizations. Many organizations undergo a digital transformation (DT), an organizational change that uses innovative digital technologies and strategic leverage of resources and capabilities to provide value for its stakeholders. AI technologies, as part of the digital transformation strategy, offer great opportunities to gain a competitive advantage. However, AI poses some serious challenges to organizations. Understanding the opportunities and challenges that AI provides is critical for organizations and society. This research addresses the challenges and opportunities of AI in DT by a comprehensive documentation about the insights derived from the existing research literature. This study used a systematic literature review using the PRISMA framework as a research strategy. The data was retrieved from 32 articles as a final result of a search through well-known databases (Scopus and Web of Science) and was analyzed using the content analysis method. The results can be useful for organizations that wish to know the challenges and opportunities of using AI in DT as part of their digital transformation strategy.

Digital transformation (DT) is a fundamental change process that integrates digital technologies into an organization, altering its operations and value proposition. Organizational culture can significantly impact digital transformation. This paper explores the influence of organizational culture on digital transformation by identifying the cultural values that influence digital transformation and how they support a successful digital transformation. This research conducts a systematic literature review (SLR) to critically evaluate previous studies on the influence of organizational culture values on digital transformation. Using a comprehensive search strategy and rigorous selection process, the SLR identified twelve relevant studies. The findings are twenty-three organizational culture values influencing digital transformation. Moreover, the study provides how these cultural values can support a successful digital transformation if aligned with adaptive culture elements. Furthermore, the identified organizational culture values are categorized into the four organizational culture types of the Competing Value Framework, providing a high-level overview of how these values might map to different organizational culture types. The study suggests that these organizational culture values can foster resilience and agility and drive a successful digital transformation. Despite limitations, the research underscores the critical role of organizational culture values for a successful digital transformation and proposes future research directions.

Digital transformation (DT) has a significant impact on various areas of public sector organizations across the globe. While its most noticeable effect is proposed at the organizational level, digital transformation influences operational efficiency and performance. While plenty of research is exploring digital transformation in private and public organizations, specific insights into the context of Swedish municipalities still need to be explored. Prior research has shown that digital transformation involves overcoming several barriers. This study analyzes the most impactful obstacles to digital transformation in public organizations, such as structural and cultural barriers to DT within Swedish municipalities. The research strategy used was a survey, and the data was collected through semi-structured interviews with IT directors and managers from fourteen municipalities undergoing digital transformation, as well as from internal documents that were analyzed using thematic analysis. The results of this study are a total of seventeen DT barriers, with nine new barriers to DT and eight barriers to DT reaffirmed from the prior research literature. The findings of this research can provide a deeper understanding of the most important DT barriers that managers will need to focus on to successfully lead their digital transformation in these public organizations in Sweden.

Digital Transformation (DT) is crucial in empowering businesses to maintain competitiveness. Many firms however struggle to implement DT projects successfully, and many have had unsatisfactory results. Information Technology (IT) companies, whose main remit is to provide advisory services to assist other businesses in their DT efforts have also faced challenges in successfully implementing DT projects even though these companies are quite knowledgeable about the success factors required in DT projects. However, there is a knowledge gap and a need for future studies to examine the success factors in digital transformation in IT companies. To identify the success factors in DT a case study has been conducted in a medium-sized IT company in Sweden. Seven of the success factors in DT identified in this study are similar to those identified during the literature review and two are new success factors in DT, like the presence of skilled IT professionals and flexible/agile goals towards DT. The findings of this study can provide invaluable insights to managers in IT companies in Sweden undertaking or planning DT initiatives.