A capability-driven model of digital government transformation: Evidence from Thailand's local governments

Digital government has become a strategic priority for enhancing public-sector efficiency, transparency, and citizen-centered service delivery. However, previous studies have typically examined leadership capability, organizational readiness, and digital infrastructure independently, offering limited insight into their interrelationships. This study examined the relationships among these organizational capabilities and digital government transformation within a capability-driven governance framework. The study used a quantitative research design and survey data collected from 400 Thai local government organizations. The study used Covariance-Based Structural Equation Modeling (CB-SEM) to test the proposed relationships. The results indicated that leadership capability, organizational readiness, and digital infrastructure were positively associated with digital government transformation. Leadership capability was also positively associated with organizational readiness and digital infrastructure. Mediation analysis further suggested that organizational readiness and digital infrastructure significantly mediated the link between leadership capability and digital government transformation. The structural model explained 55.2% of the variance in digital government transformation (R 2 = 0.552), indicating moderate explanatory power. Overall, the findings are consistent with a capability-driven governance perspective and the application of the Resource-Based View and Dynamic Capabilities Theory in the public-sector context. The study suggests considering leadership capability, organizational readiness, and digital infrastructure together when planning digital government initiatives.