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Digital transformation and resilience: The missing link between IT, firms, and supply chains capabilities

Submissions open: 15-March-2022


Nowadays, due to the complex environmental dynamism, organizations and their supply chains (SCs) are more vulnerable to a set of severe and harmful events. To minimize potential negative effects and become more resilient, with to the emergence of cutting-edge technologies like artificial intelligence (AI), big data analytics (BDA), internet of things (IoT), blockchain (BC), among others (Queiroz et al., 2019), firms and their SCs started a run to digital transformation (DT) projects.

It is clear that the digital transformation (DT) phenomenon is capturing the managers, scholars, and practitioners' attention globally (Herold et al., 2021). DT is a broad concept that refers to the emerging technologies usage at the firm and SCs levels (Gökalp & Martinez, 2021), requiring converging a set of various organizational resources, support from top management, and also well-trained employees (Gong & Ribiere, 2021; Saarikko et al., 2020).

The recent disruptive events like the COVID-19, climate changes, global and financial crisis, for example, have helped to hasten the digital transformation processes of the organizations and their network (Queiroz & Fosso Wamba, 2021) by seeking to develop resources and capabilities to enable and improve the resilience of the firms and the SCs.


 Although the exponential growth of DT projects in recent years, many projects have failed (Forbes, 2021; Sutcliff et al., 2019). For instance, in a study performed by the Boston Consulting Group (2020), they reported that 70% of the DT projects fail and can bring negative consequences (i.e., investments, effort, structure). In addition, they reported some essential critical success factors, including an integrated strategy, top management support, talented personnel, agile governance, effective monitoring, and an integrative digital platform. It should be noted that these features are very connected to the resilience aspects but require and in-depth exploration and formalization.    

Despite the DT literature is gaining momentum, especially in exploring and unlocking the capabilities for support the projects (Annarelli et al., 2021; Matarazzo et al., 2021; Verhoef et al., 2021; Warner & Wäger, 2019; Wiesböck et al., 2020; Wu et al., 2021), its connection to the resilience perspective and the capabilities angle, are in the infancy stage. From this perspective, there is an urgency to identify the IT capabilities, organizations capabilities (i.e., culture, management, employee, infrastructure, etc.), and the SCs capabilities that support successful DT projects (Cetindamar Kozanoglu & Abedin, 2020; Gong & Ribiere, 2021; Li et al., 2021; Mikalef & Gupta, 2021), and simultaneously, how this contribute to the firms and the SCs being more resilient.


Potential Topics

In this special issue (SI), we invite scholars and practitioners to provide insights and contributions, presenting the finest advances on the field with papers that offer substantial theoretical, managerial, and social contributions, exploring the interplay between DT and resilience, considering the organizations and SCs capabilities. This SI focuses on empirical approaches (quantitative, qualitative, or mixed-methods), but papers presenting frameworks, new theory, secondary/archival data also are welcome when integrated with an empirical approach. Contributions will be welcome in the following topics but are not limited to:

  • Digital resilience and digital transformation
  • Recovery and growth of supply chain capabilities
  • Digital supply chain transformation
  • Open innovation and evolving supply chain transformation
  • Industry 5.0: technology and human capabilities
  • Organizational data-driven culture and strategy
  • The role of IT capability in DT projects
  • AI capability in firms and SCs
  • BDA capability in the firm and supply chains DT projects 
  • Governance and top management support in DT
  • Personnel capabilities and skills in the age of DT
  • DT, supply chain integration and resilience
  • Barriers and enablers in DT projects at the firms and SCs levels
  • Challenges and opportunities in orchestrating resources for DT
  • Enablers of the digital transformation capability
  • The role of socio-economic factors in DT projects
  • Critical success factors of the DT projects in SCs to achieve/improve resilience
  • Ethical concerns and the dark side of the DT


Key Dates

Submissions open: 15-March-2022

Submissions deadline: 15-September-2022

Notification of Review: 15-November-2022

Revision due: 30-December-2022

Notification of 2nd Review: 30-January-2023

2nd Revision [if needed] due: 28-February-2023

Notification of Final Acceptance: 15-March-2023

Expected publication: Fourth-Quarter- 2023


Submission information

Manuscripts are to be submitted via the Journal of Enterprise Information Management ScholarOne portal Submissions will be handled by the special issue editors, with recommendations made to the journal's co-Editors-in-Chief. Potential authors are encouraged to consult the journal's author guidelines. For any questions regarding this special issue, please, contact the guest editors team.


Guest Editors Team

Samuel Fosso Wamba, TBS Business School, France, [email protected], (Managing Guest Editor)

Maciel M. Queiroz, Paulista University – UNIP and Mackenzie Presbyterian University, Sao Paulo, Brazil, [email protected]

Angappa Gunasekaran, Penn State Harrisburg, Middletown, USA, [email protected]

Hossana Twinomurinzi, University of Johannesburg, Johannesburg, South Africa, [email protected]



Annarelli, A., Battistella, C., Nonino, F., Parida, V., & Pessot, E. (2021). Literature review on digitalization capabilities: Co-citation analysis of antecedents, conceptualization and consequences. Technological Forecasting and Social Change, 166.

Bawack, R. E., Fosso Wamba, S., & Carillo, K. D. A. (2021). A framework for understanding artificial intelligence research: insights from practice. Journal of Enterprise Information Management, 34(2).

Cetindamar Kozanoglu, D., & Abedin, B. (2020). Understanding the role of employees in digital transformation: conceptualization of digital literacy of employees as a multi-dimensional organizational affordance. Journal of Enterprise Information Management, ahead-of-print(ahead-of-print).

Forbes. (2021). 13 Industry Experts Share Reasons Companies Fail At Digital Transformation. Forbes.

Boston Consulting Group. (2020). Flipping the Odds of Digital Transformation Success. Boston Consulting Group.

Gökalp, E., & Martinez, V. (2021). Digital transformation capability maturity model enabling the assessment of industrial manufacturers. Computers in Industry, 132.

Gong, C., & Ribiere, V. (2021). Developing a unified definition of digital transformation. Technovation, 102.

Herold, D. M., Ćwiklicki, M., Pilch, K., & Mikl, J. (2021). The emergence and adoption of digitalization in the logistics and supply chain industry: an institutional perspective. Journal of Enterprise Information Management, ahead-of-print(ahead-of-print).

Li, J., Saide, S., Ismail, M. N., & Indrajit, R. E. (2021). Exploring IT/IS proactive and knowledge transfer on enterprise digital business transformation (EDBT): a technology-knowledge perspective. Journal of Enterprise Information Management, ahead-of-print(ahead-of-print).

Matarazzo, M., Penco, L., Profumo, G., & Quaglia, R. (2021). Digital transformation and customer value creation in Made in Italy SMEs: A dynamic capabilities perspective. Journal of Business Research, 123.

Mikalef, P., & Gupta, M. (2021). Artificial intelligence capability: Conceptualization, measurement calibration, and empirical study on its impact on organizational creativity and firm performance. Information & Management, 58(3).

Queiroz, M. M., & Fosso Wamba, S. (2021). A structured literature review on the interplay between emerging technologies and COVID-19 – insights and directions to operations fields. Annals of Operations Research.

Queiroz, M. M., Pereira, S. C. F., Telles, R., & Machado, M. C. (2019). Industry 4.0 and digital supply chain capabilities: A framework for understanding digitalisation challenges and opportunities. Benchmarking, 44(3), 196–202.

Saarikko, T., Westergren, U. H., & Blomquist, T. (2020). Digital transformation: Five recommendations for the digitally conscious firm. Business Horizons, 63(6).

Sutcliff, M., Narsalay, R., & Sen, A. (2019). The Two Big Reasons That Digital Transformations Fail. Harvard Business Review.

Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Qi Dong, J., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122.

Warner, K. S. R., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3).

Wiesböck, F., Hess, T., & Spanjol, J. (2020). The dual role of IT capabilities in the development of digital products and services. Information & Management, 57(8).

Wu, M., Kozanoglu, D. C., Min, C., & Zhang, Y. (2021). Unraveling the capabilities that enable digital transformation: A data-driven methodology and the case of artificial intelligence. Advanced Engineering Informatics, 50.