EXPECTED OUTCOMES AND CONTRIBUTIONS - THE AGILE–AI–DIGITAL TRANSFORMATION PIPELINE
Том 4 № 72 (2026) 107-108
Аннотация
Most studies examine Agile, AI, and Digital Transformation as parallel-independent phenomena, overlooking their sequential interdependence. No prior study has tested all three as a causally ordered pipeline culminating in Environmental Sustainability Performance within a single integrated SEM framework. The moderating role of Digital Leadership within this pipeline has received very limited empirical attention (Reyna-Vargas, 2024).
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Библиографические ссылки
Bernat, A., et al. (2023). Reference details incomplete. (Cited for digital transformation, AI-enabled energy management, and environmental sustainability.)
Gorski, I., et al. (2024). Reference details incomplete. (Cited for Agile practices and resource efficiency.)
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206.
Iqbal, Q., & Ahmad, N. (2021). Reference details incomplete. (Cited for AI, environmental sustainability performance, and digital transformation.)
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