Boosting Sustainability through Digital Transformation’s Domains and Resilience

Abstract

Sustainability is a must for all businesses in all industries. It can boost company image and productivity while being aligned with customer needs. On the other hand, digital transformation (DT) is vital for business environments, and organizations need to be resilient in the face of crises such as COVID-19. The main objective of our study is to figure out how DT and organizational resilience might help businesses become more sustainable. This study presents a model that explains social, environmental, and economic sustainability considering the domains of DT and organizational resilience. Our model is evaluated on the data gathered by 208 c-suite leaders from various Iranian companies. The model was empirically validated through a quantitative method of Partial Least Squares/Structural Equation Modeling (PLS/SEM) technique. The findings reveal that the five studied factors have substantial impact on the sustainability of Iranian organizations including data-driven, business process innovation, customer engagement, organizational resilience, and competitive advantages.

Comeback or evolution? Examining organizational resilience literature in pre and during COVID-19

“…However, different from the pre-COVID era, preparedness and anticipation no longer constitute a major part in the literature. Instead, organizational resilience is often observed as a response to disruption (Hajishirzi et al. , 2022; Rodríguez-Sánchez et al.…”

Technological barriers to creating regional resilience in digital platform‐based firms: Compound of performance sensitivity analysis and BIRCH algorithm

“…Therefore, resilient organizations have more ability to recover from crises and fight confusion, and they can achieve a competitive advantage in the future by recognizing the internal and external environments and considering the barriers (Pratono, 2021). Studies show that business resilience is a dynamic competency for predicting and responding to crises, and companies with the capability of predicting crises possess higher social and economic stability (Hajishirzi et al, 2022). Competitive advantage states that every business should be looking for and finding a performance that enables it to preserve its stability and resistance in the marketplace-how the firms perceive the market and their competitive environments, including the local, regional, or global ones, influences how they see the opportunities that create distinction for them (Flint & Golicic, 2009).…”

Transformação Digital Em Modelos De Negócios: Uma Revisão Sistemática Da Literatura

“…Então, programas universitários e pesquisa avançada na interseção de diversas áreas do conhecimento serão prioritários. Para os autores, as tecnologias digitais possibilitam uma rápida inovação nos processos e produtos, muda as experiências do cliente por meio do engajamento e cria sucesso para as organizações em um ambiente competitivo, focando em modelos de negócios de vantagens competitivas (HAJISHIRZI et al, 2022).…”

“…Diante da pandemia do COVID-19, as organizações fortaleceram sua resiliência engajando-se com as partes interessadas, promovendo o trabalho virtual e impulsionando a comunicação com o cliente (HAJISHIRZI et al, 2022). No estudo de Priyono et al (2020), a resiliência inclui a capacidade de uma organização de manter suas funções organizacionais normais durante períodos de ruptura.…”