The relationship between digitised dynamic capabilities and successful digital transformation during times of dramatic social change

Abstract

The quantitative research detailed in this document studied the impact of dramatic social change [DSC] on the relationship between digitised dynamic capabilities [DDC] and successful digital transformation [SDT] within a South African context. While there has been ample academic theory examining dynamic capabilities [DC] as a strategic response to rapid technological change, the 2020 COVID-19 epidemiological crisis introduced a new context worthy of study. In examining DSC's moderating effect on the various aspects of DDC, the study hoped to make a small contribution towards understanding the specific organisational competencies that support SDT in times of dramatic, external, change. In addition to the above, the research sought to operationalise those processes and routines that were hypothesised to measure distinct sub-capabilities within the multi-dimensional construct of DDC.