This research investigates the determinants of digital transformation among Vietnamese logistics service providers (LSPs). Employing the Technological-Organizational-Environmental framework and Resource Fit theory, the study identifies key factors influencing this process across different three stages: digitization, digitalization, digital transformation. Data from in-depth interviews with industry experts and a survey of 390 LSPs were analyzed using covariance-based structural equation modeling (CB-SEM). The findings reveal that the factors influencing the digital transformation of Vietnamese LSPs evolve across different stages. In the initial phase, information technology infrastructure, financial resources, employee capabilities, external pressures, and support services are key determinants. As digitalization progresses, leadership emerges as a crucial factor alongside the existing ones. In the final stage, the impact of these factors persists, with leadership and employee capabilities becoming increasingly important.

Currently, numerous companies intend to adopt digital transformation, seeking agility in their methodologies to reinvent products and services with higher quality, reduced costs and in shorter times. In the Peruvian context, the implementation of this transformation represents a significant challenge due to scarcity of resources, lack of experience and resistance to change. The objective of this research is to propose a digital transformation model that incorporates agile methodologies in order to improve production and competitiveness in manufacturing organizations. In methodological terms, the hypothetical deductive method was used, with a non-experimental cross-sectional design and a quantitative, descriptive and correlational approach. A questionnaire was applied to 110 managers in the manufacturing sector, obtaining a Cronbach’s alpha coefficient of 0.992. The results reveal that 65% of the participants consider that the level of innovation is regular, 88% think that the competition in their companies is of a regular level, and 76% perceive that the level of change is deficient. The findings highlight the importance of digital transformation in manufacturing companies, highlighting the adoption of agile methodologies as crucial to improving processes and productivity. In addition, innovation is essential to developing high-quality products and services, reducing costs and time. Digital transformation with agile methodologies redefines the value proposition, focusing on the customer and improving their digital experience, which differentiates companies in a competitive market.

Currently, the rapid development of information technology has brought lots of opportunities for improving the efficiency of national governance activities and the implementation of justice in the world. The Fourth Industrial Revolution and the continuous development of digital technology have been profoundly changing the operation of the courts and providing opportunities for nations to transform from the traditional court model to the electronic court one. Building an e-court has become a global trend in order to respond to the COVID-19 pandemic and overcome court delays in resolving disputes. In that context, Vietnam has also advocated promoting the application of information technology, making the most of opportunities that are brought by the technological revolution so as to build e-courts, one of the important tasks of the Judicial Reform Strategy. From 2019 up to now, Vietnam has made efforts to strengthen judicial reform and build e-courts, however, the results are still quite modest. By qualitative research method, this article examines the achievements Vietnam has achieved as well as the limitations when the court system transforms to the e-court model, thereby making some recommendations to successfully build an e-court in Vietnam in order to meet the requirements of judicial reform.

Background: Digital transformation in the sports industry has become increasingly crucial for sustainable development, yet comprehensive empirical evidence on policy effectiveness and risk management remains limited. Purpose: This study investigates the impact of policy support and risk factors on digital transformation in sports companies, examining heterogeneous effects across different firm characteristics and regional contexts. Methods: Using panel data from 168 sports companies listed on China's A-shares markets and the New Third Board from 2019 to 2023, this study employs multiple regression analyses, including baseline models, instrumental variables estimation, and robustness tests. The digital transformation level is measured through a composite index incorporating digital infrastructure, capability, and innovation dimensions. Results: The findings reveal that policy support significantly enhances digital transformation levels (coefficient = 0.238, p < 0.01), while financial risks demonstrate the strongest negative impact (−0.162, p < 0.01). Large firms and state-owned enterprises show stronger responses to policy support (0.312 and 0.278, respectively, p < 0.01). Regional development levels significantly moderate the effectiveness of policy implementation. Conclusions: The study provides empirical evidence for the differential effects of policy support and risk factors on digital transformation across various firm characteristics. The findings suggest the need for differentiated policy approaches considering firm size, ownership structure, and regional development levels. Implications: Policy makers should develop targeted support mechanisms addressing specific challenges faced by different types of firms, while considering regional disparities in digital transformation capabilities.

The research aimed to: 1) analyze components and indicators of digital transformation leadership among school administrators, 2) assess their leadership needs, and 3) develop mechanism models to promote this leadership. A mixed-method approach was applied, involving three sample groups: 8 experts, 406 administrators, and 7 experts. Data collection tools included semi-structured interviews, leadership scales, needs assessments, and focus group discussions, with analysis performed through construct validity testing, needs assessment, and content analysis. The findings revealed: 1) The components and indicators of digital transformation leadership showed structural validity, as confirmed by the model's alignment with empirical data (Chi-Square = 82.3, df = 65, p = 0.072, CFI = 0.998, TLI = 0.997, RMR = 0.00965, RMSEA = 0.0256). 2) Among the leadership components, "innovative knowledge" ranked highest in need (PNImodified = 0.075), followed by "ideological influence" (0.066), "consideration of individuality" (0.055), "intellectual stimulation" (0.052), and "inspiration" (0.053). 3) Mechanism models for promoting leadership emphasized enhancing these five components to strengthen administrators' skills in applying technology, managing teaching and development plans, and fostering innovation. Administrators were encouraged to tailor strategies to individual needs, inspire personnel, and create a commitment to organizational change and development. These mechanisms aim to equip administrators to effectively lead transformations, motivate staff, and drive educational institutions to adapt and thrive in evolving environments.