{"id":11824,"date":"2026-08-04T21:32:28","date_gmt":"2026-08-04T19:32:28","guid":{"rendered":"https:\/\/anale.steconomiceuoradea.ro\/en\/?p=11824"},"modified":"2026-08-04T21:32:28","modified_gmt":"2026-08-04T19:32:28","slug":"the-role-of-governance-in-digital-transformation-an-organisational-meta-capability-framework","status":"publish","type":"post","link":"https:\/\/anale.steconomiceuoradea.ro\/en\/2026\/08\/04\/the-role-of-governance-in-digital-transformation-an-organisational-meta-capability-framework\/","title":{"rendered":"THE ROLE OF GOVERNANCE IN DIGITAL TRANSFORMATION: AN ORGANISATIONAL META-CAPABILITY FRAMEWORK"},"content":{"rendered":"

THE ROLE OF GOVERNANCE IN DIGITAL TRANSFORMATION: AN ORGANISATIONAL META-CAPABILITY FRAMEWORK<\/strong><\/p>\n

Elena C\u0102PRAR, Emil Lucian CRI\u0218AN<\/p>\n

1 Department of Management, Faculty of Economics and Business Administration, Babe\u0219-Bolyai University, Cluj-Napoca, Romania<\/em><\/p>\n

elena.caprar@gmail.com<\/u><\/em><\/p>\n

emil.crisan@econ.ubbcluj.ro<\/u><\/em><\/p>\n

Abstract: <\/em><\/strong>Digital transformation initiatives in large organisations fail at rates between 70% and 84% despite substantial technological investment, a pattern that points to organisational rather than technological causes. This conceptual paper argues that the missing variable is governance, understood not as board oversight or regulatory compliance, but as an active organisational capability with design implications. Drawing on dynamic capabilities\u2019 theory (Teece, 2007), digital leadership research (Albannai et al., 2024), and recent empirical work on supply chain digitalisation (Al Mashalah et al., 2022) and board governance of digital transformation (Andersson et al., 2025), we develop a framework that positions digital transformation governance as an organisational meta-capability. This higher-order capability does not sense, seize or transform directly. Rather, it creates the organisational conditions under which these dynamic capabilities can be coordinated and strategically aligned. We articulate a three-way distinction between corporate governance, digital transformation governance, and digital transformation management, three constructs the literature frequently conflates. We then identify five governance dimensions, each derived systematically from the processual characteristics of digital transformation and from a corresponding dynamic capability: strategic alignment, decision-making architecture, strategic resource allocation, organisational reconfiguration, and organisational learning. The Romanian institutional context, where Government Emergency Ordinance 109\/2011 (amended by Law 187\/2023) established a corporate governance framework for public enterprises aligned with OECD principles, offers a contemporary setting in which these analytical distinctions carry direct policy weight. The contribution is twofold: a sharper conceptual vocabulary for distinguishing governance from management in digital contexts, and a framework that bridges dynamic capabilities theory with organisational design research.<\/em><\/p>\n

Keywords: <\/em><\/strong>governance; digital transformation; dynamic capabilities; metacapability; digital leadership; corporate governance Romania.<\/em><\/p>\n

JEL Classification: <\/em><\/strong>M10; O33; L23.<\/em><\/p>\n

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THE ROLE OF GOVERNANCE IN DIGITAL TRANSFORMATION: AN ORGANISATIONAL META-CAPABILITY FRAMEWORK Elena C\u0102PRAR, Emil Lucian CRI\u0218AN 1 Department of Management, Faculty of Economics and Business Administration, Babe\u0219-Bolyai University, Cluj-Napoca, Romania elena.caprar@gmail.com emil.crisan@econ.ubbcluj.ro Abstract: Digital transformation initiatives in large organisations fail at rates between 70% and 84% despite substantial technological investment, a pattern that points to […]<\/p>\n","protected":false},"author":123465,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"ngg_post_thumbnail":0,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false}}},"categories":[18],"tags":[],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/p3c4cf-34I","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/posts\/11824"}],"collection":[{"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/users\/123465"}],"replies":[{"embeddable":true,"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/comments?post=11824"}],"version-history":[{"count":1,"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/posts\/11824\/revisions"}],"predecessor-version":[{"id":11828,"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/posts\/11824\/revisions\/11828"}],"wp:attachment":[{"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/media?parent=11824"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/categories?post=11824"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/anale.steconomiceuoradea.ro\/en\/wp-json\/wp\/v2\/tags?post=11824"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}