Journal of Primeasia

Integrative Disciplinary Research | Online ISSN 3064-9870 | Print ISSN 3069-4353
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Journal of Primeasia

Volume 7 Number 1 2026

Article Contents

REVIEWS   (Open Access)
Contents Vol 7 (1)

Digital Transformation in Organizations: Determinants, Outcomes, and the Role of Artificial Intelligence—A Systematic Review 

Abstract 1. Introduction 2. Materials and Methods 3. Results 4. Discussion 5. Limitations 6.Conclusion Author Contributions Acknowledgements References

Amanullah 1* Mitu Akter 2, 

+ Author Affiliations

Journal of Primeasia 7 (1) 1-8 https://doi.org/10.25163/primeasia.7110832

Submitted: 14 July 2026 Revised: 04 September 2026  Accepted: 13 September 2026  Published: 15 September 2026 

Abstract

Digital transformation (DT) has, over the past decade or so, moved from being a peripheral IT concern to something closer to a strategic necessity—reshaping how organizations structure themselves, operate, and compete. Yet despite the volume of research on the subject, a clear, integrated picture of what actually drives successful DT, and what it delivers in return, has remained somewhat elusive. This review set out to address that gap. Guided by the Technology–Organization–Environment (TOE) framework, we conducted a systematic review and meta-analysis of 35 empirical studies, of which 12 provided sufficient effect-size data for quantitative synthesis. Random-effects models were used to pool standardized effect sizes, with heterogeneity assessed via the I² statistic and publication bias evaluated through funnel plots and Egger's regression test. The results point to a fairly consistent pattern: technological attributes—relative advantage and system compatibility in particular—strongly predict adoption success, while organizational readiness, leadership, and knowledge transfer mediate how that adoption translates into performance. Environmental pressures, including competitive dynamics and sustainability expectations, further shape DT trajectories. AI-driven platforms, notably AIOps in network operations, emerged as particularly effective at improving responsiveness and reducing operational bottlenecks. Substantial heterogeneity across studies (I² > 75%) suggests that context—firm size, sector, digital maturity—matters considerably. Taken together, the evidence indicates that DT functions not as a discrete event but as an ongoing, adaptive process requiring sustained alignment between technology, people, and strategy. These findings offer both theoretical grounding and practical direction for managers navigating digital change.

Keywords: Digital transformation, artificial intelligence, organizational agility, AIOps, technology adoption

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