Purpose This work examines the impact of the digital revolution on organizational excellence (OE) by systematically tracing the intellectual structure, thematic development and knowledge gaps in this emerging area. The work aims to provide researchers and practitioners with a comprehensive overview of how OE models are being reconfigured to meet the requirements of Industry 4.0. Design/methodology/approach A dual-method approach is adopted, integrating bibliometric and thematic analyses. Seventy-three peer-reviewed journal articles (2000–2025) were retrieved from the Scopus database following PRISMA guidelines and strict inclusion criteria (Q1–Q2 journals, English language, relevance to OE and digital technologies). Performance analysis identified prolific authors, institutions and journals, while science mapping using VOSviewer revealed keyword networks and bibliographic couplings. Thematic analysis synthesized conceptual clusters and emerging trends. Findings Through a rigorous bibliometric protocol, the study systematically applied performance analysis, bibliographic coupling, co-citation analysis and keyword co-occurrence mapping, complemented by a thematic synthesis. These combined techniques not only traced prolific authors, institutions and intellectual networks but also revealed five dominant research trajectories: (1) integration of Quality 4.0 principles with digital technologies, (2) organizational digital maturity and readiness, (3) sector-specific adaptation of OE models, (4) digital technologies as enablers of performance and sustainability and (5) methodological and theoretical diversification. Results demonstrate a marked epistemological shift from static excellence models to dynamic, digitally enabled frameworks that emphasize agility, innovation and sustainability. Notably, co-citation and coupling analyses identified the UK, India and the UAE as influential hubs of research collaboration. As the final outcome, the paper proposed a Digital-Lean Excellence Integration Model (DLEIM) as a conceptual framework to explain the relationship between DT, LSS and OE. Practical implications This paper highlights two key implications. To the researchers, this emphasizes the necessity of going beyond theoretical debate and building empirically proven frameworks that connect digital enablers to culture, leadership and strategy, as well as to investigate new directions such as human-centered AI, sustainability and Quality 5.0. To practitioners, it acknowledges that excellence cannot be attained solely through the adoption of technology, but rather through leadership-led change, the empowerment of the workforce and the development of hybrid solutions that combine digital tools with Lean Six Sigma or other OE frameworks, and industry-specific practices to ensure resiliency and long-term excellence. Social implications This research suggests that digitally enabled OE is not only about enhancing performance but also about creating broader societal value. When organizations incorporate sustainability, innovation and digital tools into their excellence models, the minimization of waste, optimization of resources and promotion of green practices become achievable. Meanwhile, the change and workforce upskilling driven by leadership work in favor of inclusivity, employee well-being and flexibility. Applications in the sector (health-care, education and public services, among others) also improve the quality of life and increase the level of citizen trust, making OE a force of competitiveness and a factor in socio-economic growth in the digital age. Originality/value Despite the availability of some published papers on bibliometric or thematic analysis, The contribution of this work lies in its methodological rigor and integration: by analyzing the most recent publications on the scope of the OE in digital era, this study fuses quantitative science mapping (via bibliometric coupling and co-citation networks) with qualitative thematic depth, producing a taxonomy of conceptual streams and identifying critical gaps such as the lack of longitudinal evidence, underexplored SME contexts and integrative digital-excellence models. Moreover, the novelty of this paper is evident in the proposed conceptual framework.
Alaa M. Ubaid (Fri,) studied this question.