<![CDATA[This study aims to analyze the development of the Digital Transformation Capability (DTC) concept, identify the organizational capabilities that constitute DTC, and formulate research gaps and future research directions through a Systematic Literature Review (SLR) approach. The study adopted the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines to conduct a systematic search of the Scopus database using the keywords Digital Transformation Capability, Strategic Organizational Agility, Hospital Innovation, and Performance. Of the 56 articles initially identified, 13 met the inclusion criteria and were subsequently analyzed using thematic analysis. The findings indicate that the concept of DTC has evolved from a technology implementation-oriented perspective toward an organizational capability-oriented perspective. The literature synthesis identified five major capability dimensions that collectively constitute DTC: strategic leadership capability, knowledge and information capability, human and organizational capability, resource and agility capability, and innovation and collaboration capability. The review also reveals that the existing literature remains conceptually fragmented, as organizational capabilities have generally been examined independently rather than integrated into a comprehensive DTC model as a higher-order capability. Furthermore, previous studies have predominantly employed cross-sectional research designs and have largely focused on organizational contexts outside the healthcare sector. This study concludes that Digital Transformation Capability represents an organizational capability developed through the integration of multiple strategic capabilities to support sustainable digital transformation. These findings provide a conceptual foundation for the development of theoretical models and future empirical research on DTC across diverse organizational contexts.]]>
