This study examines how technological, organizational, and environmental configurations shape digital transformation performance in retail firms. Using fuzzy-set Qualitative Comparative Analysis on data from 392 Vietnamese retailers, the analysis distinguishes between customer experience innovation and operational process improvement. Findings reveal causal asymmetry: customer experience innovation depends on a dominant technology-organization pathway, while operational process improvement follows multiple equifinal paths driven by environmental dynamism. These results challenge one-size-fits-all logic, demonstrating that drivers exert outcome-specific effects. The study provides insights for managers in emerging economies to design context-sensitive transformation strategies.
Quang et al. (Wed,) studied this question.