This study aims to investigate how digital transformation, digital innovation, collaboration and government support jointly enhance organizational change capacity (OCC) and organizational performance in Vietnamese enterprises. It clarifies how firms convert digital transformation into performance under conditions of resource constraints and institutional uncertainty.
Drawing on the resource-based view and dynamic capabilities view, this study develops an integrated model linking digital transformation, digital innovation, collaboration and government support to OCC and organizational performance. Data were collected from 285 managers and senior executives across multiple industries in Vietnam and analyzed using partial least squares structural equation modeling.
The findings show that digital transformation improves organizational performance directly and indirectly through OCC. Although digital transformation positively affects digital innovation, digital innovation does not significantly mediate the relationship between digital transformation and organizational performance. By contrast, collaboration positively influences digital innovation and digital innovation significantly mediates the relationship between collaboration and organizational performance. Government support contributes to collaboration and organizational performance, highlighting the importance of institutional support in emerging economy contexts.
This study advances digital transformation research by showing that performance gains depend on both internal capability development and external support mechanisms. It clarifies the distinct roles of OCC and digital innovation: digital transformation is translated into performance mainly through OCC, whereas digital innovation is more strongly activated through collaboration-based knowledge exchange.
