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All Journal Indonesian Journal of Business and Entrepreneurship (IJBE) MIX : Jurnal Ilmiah Manajemen JOURNAL OF SCIENCE AND APPLIED ENGINEERING Journal of Industrial Engineering Jurnal Manajemen dan Kewirausahaan West Science Social and Humanities Studies Maneggio
Elkana Timotius
Universitas Kristen Krida Wacana
Aerospace Engineering Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Electrical & Electronics Engineering Engineering Industrial & Manufacturing Engineering Law, Crime, Criminology & Criminal Justice Public Health Social Sciences Other

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Journal : maneggio

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Turning Digital Transformation to Sustainable Competitive Advantage: A Qualitative Multi-Case Study Across Industries Elkana Timotius
Maneggio Vol. 3 No. 4 (2026): AUGUST - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/18e1kj34

Abstract

Digital transformation has become one of the most pressing strategic agendas for organizations seeking to maintain competitive advantage amidst rapid technological disruption. This article aims to analyze how the digital transformation process contributes to the formation of sustainable competitive advantage (SCA), by positioning dynamic capabilities and organizational agility as key connecting mechanisms. This research uses a qualitative multi-case case study approach based on document analysis and cross-case synthesis of several organizations across sectors—banking, tourism and hospitality, manufacturing, and small and medium enterprises—that have been published in the current literature. Data are analyzed thematically through stages of within-case and cross-case analysis to identify patterns, similarities, and contextual specificities. The results show that digital transformation does not automatically generate sustainable competitive advantage, but rather depends on the organization's capacity to build dynamic capabilities, strategic agility, and a culture of innovation that aligns with each organization's resource and institutional context. The novelty of this research lies in the integration of the Resource-Based View and Dynamic Capabilities Theory frameworks in a cross-sector and cross-country synthesis that has rarely been done in qualitative-comparative ways. Practical implications for managers and policy makers, limitations of the study, and directions for further research are also discussed at the end of the article.
Research Trends in Dynamic Capabilities for Enhancing Firms' Competitive Advantage: A Systematic Literature Review Elkana Timotius
Maneggio Vol. 3 No. 4 (2026): AUGUST - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/p016k980

Abstract

Dynamic capabilities theory has become one of the dominant lenses for explaining how firms sustain competitive advantage under conditions of rapid technological, environmental, and market change. Despite two decades of accumulated empirical work, the literature remains fragmented across sensing-seizing-reconfiguring taxonomies, digital and sustainability extensions, and industry-specific applications, leaving unclear how these strands jointly explain competitive outcomes. This study conducts a systematic literature review of 25 peer-reviewed articles published between 2021 and 2026, sourced through a structured RIS-based corpus supplemented by independently verified Google Scholar records, and analyzed following PRISMA 2020 reporting guidelines. The review synthesizes research trends across four thematic clusters: digital transformation and platform capabilities, sustainability-oriented dynamic capabilities, dynamic managerial and organizational-learning mechanisms, and sector-specific applications in SMEs, supply chains, and emerging markets. Findings indicate a marked shift from confirming the direct dynamic capabilities-performance link toward explaining the mediating and moderating mechanisms—particularly innovation capability, organizational learning, and environmental dynamism—that convert capability into advantage. The review proposes an integrative Digital-Sustainability-Capability (DSC) Convergence framework as a novel synthesis addressing the fragmentation identified. The study contributes a structured research agenda for scholars and a diagnostic reference for managers seeking to prioritize capability investments under uncertainty.
Co-Authors Felicia Natalie Wangsa Galuh Sukmarani Husain Ali Lianching Christiane Nasali Loso Judijanto M Safii Monica Nathania Utama R Dimas Widya Putra Rasna Sani Susanto