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Yayın From commitment to success: organizational factors enabling digital transformation in organizations(Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, 2026-01-23) Güllüoğlu, Mehmet Cemal; Yılmaz, Kemal Özkan; Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, Yöneticiler İçin MBA Yüksek Lisans Programı; Işık University, School of Graduate Studies, Master’s Program in Executive MBADigital transformation represents a fundamental change in how organizations create business value. While many organizations struggle with this change, limited research examines the direct relationships between organizational factors, resistance to change, and transformation success. This study examines the impact of organizational commitment, leadership style, organizational culture, and work stress on the outcomes of digital transformation, and whether resistance to change affects the relationship between these organizational factors and the success of digital transformation. Data were collected via a questionnaire from a convenience sample of 71 whitecollar professionals in Türkiye. Multiple regression analysis assessed direct effects, while Hayes' PROCESS macro with bootstrap confidence intervals tested mediation pathways. The results showed that organizational factors collectively explained a significant amount of variance in digital transformation success. Organizational commitment particularly showed strong statistical significance. Work stress was also found to have a significant negative effect on DT outcomes. However, leadership style and organizational culture showed no significant direct effects, likely due to measurement limitations and shared variance with organizational commitment. Contrary to expectations, resistance to change did not mediate the relationships between organizational factors and DT success. Neither organizational factors influenced resistance, nor did resistance influence outcomes. The findings suggest that organizations should prioritize building organizational commitment, managing work stress, and assessing organizational readiness thresholds rather than focusing primarily on resistance management when planning digital transformation initiatives. The results validate Social Exchange Theory while challenging resistance-centered theoretical models.
