Abstract
In the context of global environmental changes and rapid technological advancements, digital transformation has emerged as a prevailing trend across industries worldwide. The success of digital transformation depends on whether key stakeholders in a firm embrace such changes. This study explores how a firm drives its top executives and employees to engage in digital transformation. Drawing on the Awareness-Motivation-Capability (AMC) perspective, this study revealed the driving forces influencing top executives and employees at various stages of digital transformation. Utilizing a qualitative approach with single-case analysis, the study centers on a manufacturing firm in Taiwan during the early (initiation of digital projects), middle (Digitization, Digitalization), and later (digital transformation) phases. The study found that for top executives, firms should emphasize enhancing their motivations during the early phase, developing their capability during the middle phase, and cultivating their awareness in the later phase of digital transformation. For employees, cultivating their awareness throughout the digital transformation process is crucial. For the firm, capability development is a key focus during the early and middle phases of the digital transformation. This study contributes theoretical insights and practical implications to the field of digital transformation.