Digital transformation (DT) fundamentally reshapes how organisations operate, create value, and respond to complex environments through the integration of digital technologies. Beyond mere technical deployment, DT involves behavioural, strategic, and institutional changes. As these transformations are increasingly managed through projects and programmes, project management plays a pivotal role, not only in delivering these transformations but also in enabling them. However, the relationship between DT and project management remains fragmented and insufficiently explored. This paper addresses this gap by systematically reviewing 66 peer-reviewed articles using a qualitative thematic coding approach informed by sociotechnical systems theory. The analysis reveals four interrelated themes: methodologies and the sociotechnical integration of digital tools, misalignments in sociotechnical interfaces, governance and leadership, and industry- or project-specific transformation trajectories. Based on these findings, the paper proposes three key future research agenda: (1) embedding digital tools through methodological mediation and governance integration, (2) governance and leadership as strategic enablers, and (3) advancing sector-specific insights into DT. By offering a structured synthesis and a theory-driven research agenda, this review contributes to a more integrated understanding of how DT unfolds within project-based contexts and lays the groundwork for future interdisciplinary research.
Chen et al. (2025) studied this question.