Document Type : Original Article
Authors
1
PhD student in Entrepreneurship, University of Tehran, Faculty of Entrepreneurship, Tehran, Iran (responsible)
2
MSc In Industrial and Organizational Psychology Islamic Azad University, Khorasgan Branch. Esfahan, Iran
3
Bachelor of Business Administration student, Ozyegin University, Istanbul, Türkiy
10.5281/zenodo.21955918
Abstract
Digital transformation has evolved from a technology-oriented initiative into a comprehensive organizational transformation that affects strategy, structure, processes, capabilities, culture, and value creation. At the same time, artificial intelligence (AI) has emerged as a central technological driver capable of redesigning organizational processes, supporting decision-making, automating repetitive activities, and enabling new forms of human–technology collaboration. However, the organizational value of AI not achieved through technological implementation alone. Successful implementation requires strategic alignment, organizational readiness, employee participation, leadership commitment, appropriate governance, and systematic change management. This study investigates the relationship between digital transformation strategies, AI implementation, organizational process transformation, and change management through a structured review and synthesis of the relevant literature. The analysis integrates perspectives from digital transformation, dynamic capabilities, technology adoption, organizational change, and human–AI collaboration. The findings indicate that successful AI-enabled transformation depends on four interconnected dimensions: strategic alignment and digital capabilities, process redesign and technological integration, human-centered change management, and governance and continuous organizational learning. The evidence further suggests that organizations achieve greater transformation value when AI is implemented as part of redesigned organizational processes rather than as an isolated technological tool. Leadership communication, employee training, participation, trust, and reinforcement mechanisms appear particularly important for reducing resistance and supporting sustainable adoption. The study proposes an integrated framework in which digital strategy establishes direction, AI provides technological capabilities, process redesign converts these capabilities into operational value, and change management facilitates organizational adoption and institutionalization. The results contribute to the literature by connecting technological transformation with the human and organizational mechanisms required for sustainable AI-enabled transformation.
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