The impact of digital transformation strategies on the success of business organizations’ projects: a field study in telecommunications companies operating in Iraq

Authors

  • Ahmed Abdel Salam Ahmed Samarra University, Faculty of Administration and Economics
  • Shaima Falih Mahdi Al-Israa University College

DOI:

https://doi.org/10.36325/ghjec.v20i00.17022

Keywords:

Digital transformation strategies, business organizations, telecommunications companies

Abstract

The study aimed to identify the impact of digital transformation strategies on the success of projects in telecommunications companies operating in the Iraqi governorates. The researchers used the descriptive analytical method. The study population included three telecommunications companies, and the study population may be employees of these companies. The sampling unit consisted of Out of (160) items from the category of project managers and department heads. (160) questionnaires were distributed to the study sample, and the Statistical Package for the Social Sciences (SPSS) was used to extract the results. The most prominent results that showed there was a statistically significant impact on digital transformation in its dimensions (research and development capacity, networking capacity, technological communication capacity) On the success of projects in their dimensions (commitment to project cost, commitment to project time, project quality) in telecommunications companies operating in Iraq, from the point of view of the study sample members. The study recommended increasing investment in technological capabilities in telecommunications companies operating in Iraq, due to its importance in providing information at a high speed. .

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Published

2024-07-30

How to Cite

Ahmed, A.A.S. and Mahdi, S.F. (2024) “The impact of digital transformation strategies on the success of business organizations’ projects: a field study in telecommunications companies operating in Iraq”, Al-Ghary Journal of Economic and Administrative Sciences, 20(00), pp. 1406–1432. doi:10.36325/ghjec.v20i00.17022.

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