<![CDATA[Digital transformation and artificial intelligence (AI) are reshaping how organizations develop human capital and achieve competitive performance. This study aims to examine how traditional human capital dimensions interact with digital competencies and AI-related capabilities in supporting organizational performance. Using a qualitative integrative literature review approach, the study synthesizes theoretical and empirical perspectives grounded in Human Capital Theory, the Resource-Based View, and Dynamic Capabilities Theory. The conceptual synthesis identifies five interconnected dimensions: education, training, work experience, professional skills, and entrepreneurship. Their contributions to organizational performance increasingly depend on digital literacy, AI literacy, technological adaptability, and human–AI collaboration. The study introduces Technology-Enabled Human Capital Development (TEHCD) as a conceptual framework linking workforce development, technological capabilities, organizational adaptation, and performance outcomes. The findings suggest that technological investment alone cannot ensure improved productivity or competitiveness without corresponding human capability development. This framework provides theoretical foundations for future empirical investigation.]]>
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