Organisational Management Change in the Age of Digital Transformation: Theoretical Evolution and Framework Construction

Min Tang; Tianyi Qiao

doi:10.54097/th8cq108

Authors

Min Tang
Tianyi Qiao

DOI:

https://doi.org/10.54097/th8cq108

Keywords:

Digital Transformation, Organisational Change, Dynamic Capabilities, Change Management, Three-loop Model

Abstract

This paper explores organisational management change in the digital era by proposing a "three-loop model" consisting of Dynamic Capability, Behavioural Mechanism, and Change Management. It argues that digital transformation is not just a technological upgrade but a comprehensive restructuring of capabilities, behaviours, and systems. The model integrates sensing, seizing, and reconfiguring (dynamic capabilities); individual empowerment and organisational cohesion (behavioural mechanisms); and structured transformation processes (change management). Case studies of Huawei and Alibaba demonstrate the model’s practical relevance across traditional and platform-based enterprises. The study bridges theoretical gaps and offers actionable insights for building adaptive, resilient, and agile organisations.

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