The relationship between digital transformation and digital literacy - an explanatory model: Systematic literature review

1. Introduction

According to Datta (2020) and Blyznyuk et al. (2021), Digital Transformation (DT) positively impacts people’s daily lives and simplifies organizations, but for this to happen, people and organizations must be willing to change and restructure their attitudes towards DT and then the way they work. According to Ivanova and Putintseva (2020), DT allows for a change in society in terms of relationships with organizations. Currently, DT is a necessity for any organization, whether public or private, because of the vertiginous acceleration that digitization has had in society, which has meant that many organizations have not yet adapted to DT (Alvarenga et al., 2020). Although most organizations are already going through the DT process by incorporating digital technologies, many challenges must be overcome before fully embracing DT (Rupeika-Apoga et al., 2022; Zhou et al., 2023). According to Tanushev (2022), successful organizations in DT are more productive, efficient, technologically advanced, and therefore more competitive, digital technologies are quite broad (Schneider & Kokshagina, 2021).

The COVID-19 pandemic saw an acceleration of DT in organizations, helping lay the foundation for the implementation of this transformation (Gabryelczyk, 2020). The same author stated that the pandemic forced an acceleration in the expansion of Information Technology (IT) infrastructure, as it became clear that resources were scarce. As for Al-Alawi et al. (2023), COVID-19 made remote work the new normal, which meant that organizations had to ensure that their employees had the technology to carry out their professional activities. However, resistance to change is an important challenge in DT. COVID-19 has created a range of opportunities for innovation and transformation in organizations, associated with the use of Information and Communication Technologies (ICT) (Alam et al., 2022).

DT adopts technology to transform services or business, replacing manual processes with digital processes, or upgrading existing technology with newer technology (Boban & Klaric, 2021; Park, Lee & Chung, 2022; Stoumpos et al., 2023). Most modern information technologies offer new opportunities for greater efficiency in the quality of service of organizations; however, the resulting benefits may not be guaranteed depending on several factors, such as accessibility, adaptability, and specialized personnel (Surnin et al., 2021).

During DT, the main organizational processes are redesigned, new technological tools replace older tools, new capabilities are developed, and new ways of working are implemented (Pittaway & Montazemi, 2020; Scupola & Mergel, 2022). Organizational size is the first variable to consider when discussing organizational change (Tangi et al., 2020). DT requires organizations to adopt new strategies, organizational transformation, and new ways of implementing strategies (Rêgo et al., 2022), which are mainly driven by organizational flexibility (Sergei et al., 2023) thus improving their competitiveness (Yu et al., 2022) and increasing their productivity and efficiency (Balashov et al., 2020).

According to Hanelt et al. (2021), DT can be defined as the organizational change triggered and shaped by the widespread diffusion of digital technologies. Thus, DT can be defined as “the most profound and accelerating transformation for business activities, processes, competencies, and models to leverage the changes of digital technology and their impact in a strategic and prioritized way” (Hamidi et al., 2018, p. 723).

The definition of DT can be broad, ranging from the profound transformation of organizational activities to the advanced use of digital technologies.

DT will be a process of changing mindsets towards the use of technology, as people are at the center of DT and are responsible for its success. It is important, then, to make people part of the process, assuming them as a key factor of change; otherwise, people will not be part of the solution but part of the problem.

People, processes, and technology are the three most important vectors in DT; however, if the digital literacy (DL) of the people involved is scarce, this could jeopardize this transformation. According to Fernández et al. (2023), people are the most essential part of an organization; therefore, it is very important to ensure their involvement and training when implementing DT. According to Nadkarni and Prügl (2020), all people who are part of an organization, regardless of their role or position, play a key role in the DT process, whether due to the simple need to acquire technical skills or the desirable involvement in taking advantage of all the potential of the adopted technologies, so that they can participate in the inevitable organizational transformation in these processes. The authors also refer to the problem of a possible division between older collaborators and less integration in the changes, in contrast with the new ones, which are more adapted to the technologies being adopted. The need to empower older people and adapt models and their usability are critical elements that need to be addressed for a better DT (Zanutto, 2021; Lee et al., 2022). According to Bykov and Medvedera (2021), DL among the younger population is generally present.

Currently, people are the most important resources in organizations because without them, organizations do not exist; however, to have quality and motivated employees, it is necessary to train them with the digital skills necessary to perform their work effectively (Glavas, Uroda & Mandic, 2021; Grgurevic et al., 2022; Galushi & Malatji, 2022; Jonathan et al., 2021). This need for digital skills was quite evident during the COVID-19 pandemic, as many people felt the need to find a new job or keep their current job, as organizations needed employees qualified in digital skills (Stofkova et al., 2022). The authors also add that some digital knowledge was optional a few years ago, was not considered important, and soon became critical.

It is necessary to reinforce the sharing of digital skills among employees during the DT process (Dee et al., 2019; Bousdekis & Kardaras, 2020). According to Shin and Rakhmatullayev (2019), Francisco et al. (2019), and Datta et al. (2020), the need for training is very important for those who do not have DL.

The most popular DL concept is that of Paul Gilster. Gilster (1997). He states that DL requires a profound change in the way we face the concept of literacy, and that it forces us to rethink the way we locate, evaluate, organize, read, and write information. Gilster defines DL as “the ability to understand and use information in multiple formats from a wide variety of sources when it is present via computers.” (Gilster, 1997, p.1). Tabusum et al. (2014) defined DL as the ability to locate, organize, understand, evaluate, and analyze information using technology. The same author states that having DL is not just knowing how to use the computer, but knowing how to use digital technologies to communicate. Walton (2016) defined DL as the ability to find, evaluate, use, share, and create content using the Internet and ICT. Based on these authors, we can say that DL is a vital competence in the knowledge society, but that, at the same time, it can constitute a barrier to personal development and social integration if it is absent or underdeveloped in the population.

The definition of DL changes according to different authors because new technologies and technological innovations change how people use technology and perform tasks. DL implies that the user can use information constructively.

This theme brings important reflections about DL because with technology and processes being transformed, the discussion on DL is very important.

According to Feher and Szabo (2019), to digitally transform companies, they must transform their internal processes and their processes with their customers and business partners. The same authors also mentioned that company employees must be able to use technology and be digitally literate, as these skills are not just for the IT team. They add that organizations cannot transform overnight, and that the organizational culture itself and its employees cannot accept this type of DT.

Al-Alawi et al. (2023) implemented well-established employee training and coaching as DT projects are subject to failure if employees adopt a passive position. This type of position on the part of employees can have consequences contrary to what was expected, that is, the relief of work that should exist with DT does not happen. Instead, we experience increased stress, increased workload, more time to process each case, and more demanding procedures (Kuhlmann & Heuberger, 2023). To create sustainable and meaningful DT, employees of organizations will have to play a critical role in the adoption and application of new technologies in different areas of the business (Ahn & Chen, 2022). According to Antunes (2022), it is essential to understand the relationship between knowledge and DT. DT has become a constant, opening countless possibilities to enrich the digital knowledge of employees in organizations, forcing them to continually update their digital skills, which is why DL is a prominent topic (Farias-Gaytan et al., 2022).

Digitally transforming an organization may imply that people must be prepared and equipped with tools and, in this way, be the main drivers of this transformation. This makes it possible to rethink the processes associated with this transformation and use the added value of technology to carry out the respective implementations. Therefore, it is extremely important to reflect on the current state of digital skills in our society, more specifically, the digital skills of employees in organizations, and propose reforms and structural measures that are the true basis of sustainability.

An organization’s DT involves the implementation of digital technologies in all processes and business areas, which can lead to a significant change in the way activities are carried out and how teams collaborate. However, for DT to be successful, it is essential that the organization’s employees have an adequate level of DL, that is, skills and competencies to effectively use digital technologies in their work. Therefore, the development of an explanatory model that relates DT to the DL of employees is crucial for the organization to be able to plan and implement strategies for developing digital capabilities, ensuring that all employees can make the most of the technologies. digital implemented. This can lead to greater DT success and an overall improvement in the organization’s efficiency and productivity.

Kleinman et al. (1978) introduced the concept of the explanatory model and referred to the complex and culturally influenced process of interpretation that people make in relation to their own illness. This process includes giving meaning to symptoms, assigning causes to illnesses, and formulating expectations about treatment and outcomes. In summary, the explanatory model is a way in which everyone understands and explains their condition and health. Thus, explanatory models are simplified representations of reality that allow one to understand and explain the relationships between different variables that affect a phenomenon. Explanatory models are used to predict the behavior and outcome of a phenomenon and identify the variables that are most important for its occurrence. Several authors have addressed the concept of explanatory models in different areas of the study. According to Aznar-Díaz et al. (2020) and Romero-Rodríguez et al. (2022), explanatory models can provide information on aspects that can influence the development of good pedagogical practices.

In the area of technological innovation, there are also authors who address the concept of explanatory models, such as Ferreira and Torres (2017), who address the process of technological innovation in organizations and present different explanatory models to understand this process. The authors discuss important concepts, such as innovation, technology, explanatory models, and the relationship between them.

Recent contributions from authors such as Brazo et al. (2023), Marino-Romero et al. (2024) and Brazo et al. (2025), have deepened the understanding of digital transformation dynamics, particularly in contexts marked by external pressures, organizational readiness, and the evolving role of digital competencies. Brazo et al. (2023) explore the concept of coercive digitization, highlighting how organizations are often compelled to adopt digital technologies in response to external demands such as regulations or market pressures. Their study examines the impact of this forced digitization on organizational performance, revealing that while benefits may arise, it also presents significant challenges in managing information resources. The authors emphasize the strategic role of information management consulting as a support mechanism in navigating these challenges. In this context, employees' digital literacy becomes essential, as it enables rapid and effective adaptation to new technologies, particularly when adoption is not voluntary or strategically planned. In their bibliometric analysis, Marino-Romero et al. (2024) examine the evolution of digital transformation in SMEs, identifying research trends, key topics, and knowledge gaps. Their findings indicate that digital transformation in small and medium-sized enterprises is closely tied to internal factors such as digital training of managers, organizational culture, and innovation capacity. The study reinforces the view that digital literacy is not merely a technical skill but a strategic asset that directly influences how organizations adopt, integrate, and leverage digital technologies. In a more recent study, Brazo et al. (2025) investigate the challenges faced by organizations undergoing mandatory digital transformation, asking whether such organizations are able to thrive or risk failure. The study offers a reflective perspective on how factors such as digital readiness, organizational resilience, and digital skills development shape the outcomes of digital transformation efforts. The findings show that organizations with higher levels of digital literacy demonstrate greater adaptability and innovation, even under adverse conditions, underscoring the importance of continuous investment in digital competence at all organizational levels.

The exploratory nature of this study allows for the identification of several novel contributions to the literature on digital transformation and digital literacy. Addressing RQ1, the research reveals that although various frameworks and conceptual discussions exist, there is a notable gap in consolidated explanatory models that explicitly link DT to DL as a central driver. This study contributes by systematizing existing knowledge and proposing a structured model that fills this gap, offering a new theoretical perspective that integrates digital competencies as a foundation for successful transformation. Regarding RQ2, one of the key findings is the diversity of methodologies used in the literature to implement and assess DT processes, from case studies and mixed-method approaches to conceptual models and qualitative analyses. This study offers a comprehensive methodological mapping, which has not been previously synthesized in this way, and helps scholars and practitioners understand how different approaches support transformation initiatives. In response to RQ3, the study highlights that while there is increasing interest in explanatory models, few studies explicitly prioritize digital literacy as a primary factor. This research positions DL not as a peripheral skill but as a core variable in the success of DT efforts, especially in organizations that face structural, cultural, or regulatory challenges. This repositioning of DL as a strategic component is a significant theoretical innovation. Finally, RQ4 leads to the identification of critical contextual factors, particularly in local public administration, where digital transformation efforts are often influenced by public policies, budget constraints, and workforce skill levels. The study identifies a set of key variables, such as training opportunities, leadership commitment, and technological infrastructure, that mediate or moderate the relationship between DT and DL. By focusing on this specific organizational context, the research provides original insights that go beyond generic corporate environments, addressing a domain that has been underexplored in the literature.

Thus, the importance of research and development of an explanatory model to understand the relationship between DT and DL of an organization’s employees is highlighted. It is critical that organizations understand how the DL of their employees can impact the organization’s DT, as this understanding can lead to more effective implementation and continuous improvement of DT. SLR is an important approach to identify and analyze relevant studies on DT and DL, and the description of these concepts can provide a solid basis for the development of an explanatory model. The scarcity of research investigating the relationship between these themes makes the need to conduct this research even more relevant.

By exploring the impact that DL can have on DT, an explanatory model can help organizations develop more effective strategies to improve the DL of their employees, thereby increasing the success of DT. This can lead to an increase in the efficiency, productivity, and competitiveness of organizations.

The remainder of this paper is organized as follows. In the next chapter, we present the methodology used for the Systematic Literature Review process. We then analyze the results obtained to answer the research questions and present some results obtained in relation to each of these questions, providing a more comprehensive understanding of the study. Finally, we discuss the theoretical and practical contributions before concluding the main findings and possible future research.

2. Method

In this study, we followed Kitchenham’s guidelines (2004), involving several activities, as shown in Figure 1 and is grouped into three main phases: Planning, Execution and Reporting.

Figure 1. Systematic Literature Review process activities (adapted from Kitchenham (2004)).

3. Results

The research questions and their formulations must be chosen according to the focus and objective of the SLR. In this case, the research objective seeks to understand how DT impacts the DL of employees in local public administration, identifying the main factors that influence this relationship. This may include an analysis of the digital skills needed, the training and capacity building, and the barriers faced by employees in the use of digital technologies, among other relevant aspects. By proposing an explanatory model, this study aims to provide a solid theoretical framework that helps understand how DT affects the DL of employees in local public administration, thus enabling the development of more effective strategies to promote digital empowerment and the successful adoption of digital technologies in this specific context.

To assist in the construction of the research questions and their search for evidence, it was necessary to define five fundamental points, namely, Population, Intervention, Comparison, Outcome, and Context (PICOC), as shown in Table 1.

To begin the research, a strategy for searching articles was defined. Thus, in addition to the existence of other digital libraries used in an SLR, depending on the topic’s interdisciplinarity, the following are suggested:

We structured the research questions using logically organized keywords. To this end, it was necessary to define search strings with the terms to be searched in a way that contemplates the research questions. The logical functions “AND” and “OR” were used to concatenate words, as digital libraries support this type of chaining. It is important to emphasize that the process of defining the search strings is iterative and involves several cycles of experimentation, checking the articles found, and adjusting the search strings. String adjustment is relevant to gain more robustness and retrieve the most relevant primary articles (Kitchenham and Charters, 2007).

The search strings used were as follows:

The main concepts of this research were Digital Transformation, Digital Literacy and Explanatory Models. Four digital libraries were used in view of the scope of the search terms’ results, and a significant number of articles were found through the search strings. Table 2 shows the research analysis model carried out on the main concepts during the months of March and April 2023.

After the search strings were structured and validated, it was necessary to delimit the criteria used to exclude and include the articles that were found. The purpose of defining the criteria is to identify the primary studies that provide direct evidence for the research questions (Kitchenham & Charters, 2007).

Exclusion and inclusion criteria were applied to each article found in searches of digital library repositories, with some of the criteria defined based on practical issues of publications, such as the language in which it is written, type of publication, and year of publication. others. Secondary articles, summarized articles, technical reports, non-peer-reviewed publications, and redundant articles were excluded. If in the exclusion criteria it was enough for only the articles to be included in one of the criteria to be excluded from the review, in the inclusion criteria all the criteria had to be satisfied to be included in the final list of articles. For example, the timeframe entered in the search was delimited as an inclusion criterion. Another example of an inclusion criterion is the criterion of being only primary and peer-reviewed articles. The inclusion criteria are listed in Table 3.

To obtain the final articles to be analyzed, the exclusion criteria were applied to 57.499 articles obtained initially. Table 4 shows the number of articles analyzed using selection filters. The number of articles in which the title and abstract were used, the number of articles in which the introduction and conclusion were used, and the number of articles in which there was full reading.

Thus, Figure 2 summarizes the excluded articles in the four digital libraries.

Figure 2. Papers filtering (excluded articles).

After applying the exclusion criteria and defined criteria to assess the quality of the articles, it was found that 39 articles did not contain any criteria as defined, 22 articles contained some criteria as defined, and 32 articles met the defined criteria, as shown in Figure 3. In Figure 4, the year of publication of the articles selected for SLR was verified.

Figure 3. Quality of articles selected for data extraction.

Figure 4. Year of publication of articles selected for SLR.

After performing a quality assessment and obtaining a set of 54 articles valid for the SLR, it was necessary to collect data from these articles to answer the research questions.

To date, we have been able to identify 54 articles in the traditional review model and 93 articles in the snowballing model. The most cited article had all its references in English, and in one specific case, an article appeared as a result of three different strings.

These data, being an SLR, must be carefully extracted. It is important to extract and organize the most general data from the articles, such as the title of the article, authors of the article, year of publication of the article, country of the article, and type of publication of the article (for example, if it was published in a conference or if it is a chapter of a book), among others.

Thus, 54 articles have the essential criteria to be analysed for data extraction.

After completing the search and selection of articles, a set of articles was selected, which served as the input for the next steps of the SLR protocol. One of the steps is the quality assessment of these articles, which is useful for increasing the accuracy of the data extraction results, thus enabling greater credibility of the results.

Kitchenham and Charters (2007) argued that the execution of the quality assessment of the included studies is critical for the following reasons:

In an SLR, several criteria can be used to measure the quality of articles. Kitchenham and Charters (2007) referred to several sources that can help define the quality criteria that can be evaluated. These criteria are usually based on instruments containing checklists of factors, normally using a numerical scale that must be evaluated in each article. In this case, the scales of 0, 0.5, and 1. Scale 0 indicates that no criterion is in accordance with what was defined; the 0.5 scales to define that some criteria are in accordance with what was defined; and scale 1 indicates that the criteria are in accordance with what was defined.

Several issues can be considered when assessing the quality of research articles. It is important to note that the relevance and weight assigned to each of these issues may vary depending on the context of the research and the specific criteria of the review. Some of the questions and their relevance are listed in Table 5.

Regarding the exclusion of articles, during the review process, exclusion criteria can be established based on the specific aims and criteria of the research, with the value to be assigned being zero (0). Some common criteria may include direct relevance to the research questions, methodological quality, lack of relevant data or lack of significant contribution to the field of study. It is important to note that the assessment of the quality of articles is a subjective process, and that the final selection of articles should be made based on a combination of criteria and critical judgment.

A total of 54 articles were selected for analysis and data extraction, as shown in Figure 5, the dispersion of articles analyzed on DT, DL and Explanatory Models, and most of the articles found (47 articles) refer to DT, eight articles refer to DL, and only two articles refer to Explanatory Models.

Figure 5. Number of articles selected by category.

According to Figure 6, the chronology of the selected articles on the research concepts is observed, as shown in Figure 7 percent of them.

Figure 6. Chronology of selected articles.

Figure 7. Chronology of selected articles.

After analyzing the selected articles and applying the inclusion criteria using the defined scale to validate the quality of the articles, 54 articles were obtained. Table 6 presents the authors, year, and place of publication of the analyzed articles.

The number of citations of the articles analysed are those shown in Table 7.

To provide a more detailed answer to the request questions, additional articles had to be analyzed. Due to the relevance of the topic, articles prior to 2018 were considered, as well as other articles with some relevance. These articles are described in the corresponding tables.

This study is exploratory in nature. Thus, the investigation research will have the Research Questions (RQ):

Although there are still no fully established explanatory models for the relationship between DT and DL, there are theoretical approaches that support DT with a focus on DL. Some of these approaches are listed in Table 8.

These models can provide a useful starting point for organizations wishing to promote DL in their DT. However, it is important to remember that every organization is unique and may need to adapt these theoretical approaches to meet their specific needs.

As mentioned, there are still no established explanatory models that can explain the relationship between DT and DL, which means that research in this area is fundamental for organizations to better understand how DT affects DL and how they can promote DL in their daily tasks. The survey can help organizations develop effective strategies to improve DL among their employees and ensure that digital technologies are used in the best possible way to meet business needs. In summary, the relationship between DT and DL is crucial to the success of organizations in the digital age, and research is critical to better understand this relationship. I believe that the lack of established explanatory models can make it difficult to understand the impacts of DT on DL, as these models can help clarify how different variables and factors relate to each other and how DT can affect DL. They can also help predict the possible consequences of adopting digital technologies and identify areas in which DL needs to be improved.

Digital transformation has been one of the main trends in organizations in recent years. It involves the integration of digital technologies in all aspects of business, including internal processes, customer relationships, products, and services, among others. To implement this transformation successfully, it is essential to develop appropriate methodologies. Methodologies may vary depending on the context of the organization and its specific needs. In the literature, some authors specify these methodologies as understanding employee needs and developing employee-centric solutions, while others approach the methodology as iterative and incremental to develop solutions, which emphasizes collaboration and continuous delivery of value to the customer. There are also authors who advocate continuous process improvement, eliminating waste, and maximizing the value delivered to the customer. All of these approaches can be combined or adapted to meet the needs of organizations. It is important to have a clear and efficient process to manage DT and ensure its successful implementation.

Table 9 shows some methodologies that can be used to support DT processes. It is important to remember that each organization is unique and may require different approaches, depending on its specific needs. Some methodologies are commonly used to support DT processes. The methodologies mentioned above are frequently used in DT projects because they have demonstrated success in a variety of situations. Each methodology has its own advantages and specific approaches; however, they all share the ability to support DT in different ways.

Studies on DT may not focus on a specific methodology but on a broader, integrated approach that combines several methodologies and strategies.

DT is a continuous and dynamic process that allows organizations to meet ever-changing demands. However, successful adoption of these technologies depends on several factors, including the accessibility of the technology, adaptability of organizations to changes arising from the adoption of the technology, and availability of specialized personnel to implement and maintain the technology. If these factors are not properly considered, the expected benefits of adopting the technology may not be guaranteed and may even harm the organization. Therefore, it is important for organizations to carefully analyze the factors involved in the adoption of new technologies before making decisions.

However, it is important to note that the size of an organization is not the only factor to consider when discussing organizational change. Other factors, such as organizational culture, financial resources, and the DL of employees can also play an important role in the success of DT. In addition, DT is not a single and continuous process, but a journey of evolution that requires constant monitoring, adjustments, and updates using the most appropriate methodology.

There are several research perspectives in the literature on the explanatory models of DT and DL. some of these perspectives are include in Table 10.

All these research perspectives on explanatory models involve DT and DL. This field is constantly evolving, and new research perspectives are emerging as technology and society continue to change.

Challenges to overcome include resistance to change, which is one of the main obstacles facing DT. On the other hand, COVID-19 has also opened a range of opportunities for innovation and transformation in organizations, allowing them to take advantage of ICT to adapt to an increasingly digitized world. In addition, sharing digital skills between employees can contribute to the creation of a more collaborative and creative work environment in which new ideas and solutions are developed together.

In the era of DT, technology has become an integral part of business operations and the success of an organization depends on the ability of employees to use digital tools and processes. Digital transformation cannot be achieved overnight and requires cultural change within organizations as well as a change in the mindset of employees to accept and embrace this change. Therefore, education and training in digital skills are essential to help organizations and their employees face the challenges of DT and adapt to new ways of working. Digital Literacy is an essential skill for the success of DT and should be valued by organizations; however, employees may not be prepared for this change, making a careful and planned approach to DT essential.

Thus, DT involves a change in mindset towards the use of technology, and people are essential for the success of this process. It is important for organizations to provide their employees with the necessary resources and training so that they can adapt to technological changes and incorporate new tools into their work routines. In addition, cultural and organizational changes must be encouraged so that employees feel motivated to adopt new work practices. Digital transformation should not be seen only as a technological issue, but also as a holistic change that affects the culture, processes, and people within organizations.

The adoption of new technologies and methodologies in organizations can lead to the need to update the capabilities and skills of employees. Digital transformation has a significant impact on the way organizations operate, and for them to take full advantage of new technologies and methodologies, it is important that their employees are trained to work with them. As organizations digitally transform, employees must learn to use new digital tools and work with new systems and processes. This may require them to develop new capabilities, such as the ability to analyze data. Digital transformation can also create new opportunities for employees, such as working on new projects and in different areas of the organization. To ensure that employees are prepared for DT, organizations need to invest in training and education programs that help them develop the necessary skills and competencies. This should be ongoing and regularly updated to reflect changes in the ever-evolving digital environment.

Finally, through a comparative analysis of all articles researched and selected, it appears that DL is a very important factor in organizations for the success of DT, being its crucial relationship within organizations.

Studies have addressed several factors and variables that influence the relationship between DT and DL among local public administration employees. These include access to technological resources and infrastructure, availability of training and capacity building in digital environments, organizational culture and leadership support, resistance to change, collaborative work environments, and policies and regulations related to digital technology. In addition, variables such as employees’ educational level, previous experience with digital technologies, level of DL, continuous training, technology adoption, job satisfaction, role, and age were also addressed.

By addressing these factors and variables, we hope to gain a deeper understanding of the factors that influence the relationship between local public administration employees’ DL and DT. Some factors that may impact the relationship between DT and the DL of local public administration employees are included in Table 11.

Some variables that may impact the relationship between DT and the DL of local public administration employees are included in Table 12.

In addition to the factors and variables described above, other control variables can also be considered, such as the demographic and organizational characteristics of employees. These variables may influence the relationship between DT and DL. These additional factors and variables can provide a more comprehensive view of the elements that may influence the relationship between DT and DL among local public administration employees.

The findings from the systematic literature review provide a structured overview of how digital literacy influences digital transformation processes. These results not only identify recurring variables and methodological approaches but also reveal gaps in the theoretical integration of both concepts. In the following section, these findings are critically examined in light of the existing literature, with the aim of deepening the understanding of their implications and positioning them within a broader organizational and strategic context. The discussion also reflects on how the identified variables interact within the proposed explanatory model, offering insights into both theoretical contributions and practical applications.

4. Discussion

The relationship between DT and DL of local public administration employees was analyzed based on different factors and variables. The findings reveal important aspects that can influence employees’ DL and guide research in this field. One of the key factors is the access to technological resources and infrastructure. The availability of devices, Internet connectivity, and other adequate resources have been identified as elements that positively impact DL. On the other hand, a lack of access to these resources can hinder the development of necessary digital skills.

Training and capacity building in digital environments also play crucial roles in DL. Effective training and capacity-building programs have been associated with improvements in employee DL. However, the lack of learning and development opportunities is a significant barrier. Organizational culture and leadership support were identified as influential factors in DL. An organizational culture that values innovation, collaboration, and continuous learning encourages employee DL. Leadership support is key to promoting the adoption of digital technologies and the development of necessary skills.

Resistance to change has emerged as a challenge to overcome in improving the DL. Effective strategies to address resistance to change are needed to promote employee DL and ensure the successful adoption of digital technologies. A collaborative work environment has been highlighted as a facilitator of DL development. An environment that promotes knowledge exchange, collaboration, and cooperation among employees contributes to enhancing digital skills. Policies and regulations related to digital technology also affect employees’ DL. Clear policies and well-defined regulations are essential to provide guidance and establish guidelines for the use of digital technologies. A lack of adequate policies can create uncertainty and hinder DL development.

These findings highlight the importance of access to technological resources and infrastructure, adequate training and capacity building, favorable organizational culture, overcoming resistance to change, a collaborative work environment, and appropriate policies to promote the DL of local government employees. They provide insights into the factors that influence DL and highlight key areas that require further research.

Several research directions can be explored in studying the relationship between DT and DL of local public administration employees.

These research directions address key aspects of the relationship between DT and DL among local public administration employees, allowing for further analysis and providing relevant insights for research.

Several open questions make this research on the relationship between DT and DL of local public administration employees highly relevant:

These open questions highlight the relevance and importance of this study. By addressing these knowledge gaps, this research will contribute to a more comprehensive understanding of the relationship between DT and DL in local public administration, as well as provide practical guidance for improving operational efficiency, overcoming resistance to change, addressing barriers in DL, and developing effective training and capacity-building strategies.

No explanatory models were found in the literature on the relationship between DT and DL, which makes research in this area even more relevant. Some authors, such as Eshet, Y. (2004), Jaeger, P. T. et al. (2012), Cetindamar Kozanoglu, D., & Abedin, B. (2021), Sanders, C. K., & Scanlon, E. (2021) and Brown, N., & Brown, I. (2019) mention the relevance of this relationship. For example, Eshet, Y. (2004), explores the key concepts of DL and the importance of survival skills in the digital age. Jaeger, P. T. et al. (2012), discusses how digital inclusion and DL are fundamental to education and civic participation in the digital age. On the other and, Cetindamar Kozanoglu, D., & Abedin, B. (2021), explores the importance of DL in the context of DT in organizations. Sanders, C. K., & Scanlon, E. (2021), investigates how DL affects digital inclusion, especially among low-income populations. Finally, Brown, N., & Brown, I. (2019) examines the relationship between DT and digital skills, including DL.

5. Conclusions and Future Research

In conclusion, SLR is carried out mainly to identify, evaluate, and interpret the studies carried out and published in the literature. Through SLR, we were able to collect evidence on the topic to be addressed, detect, and identify opportunities for research work. Therefore, it is extremely important to carry out an SLR before starting the research, as this way, it is possible to clearly assess the research area and how the research proposal can contribute to giving more value to what has already been published.

The scientific production of DT and DL in the context of organizations is a topic of interest in the scientific community. The results of this investigation clearly show that studies predominating DT are currently a topic with some relevance. DT and its impact on DL are topics of interest to organizations, as influencing processes imply proper functioning. In this investigation, interest in these concepts over the last five years is evident. The adoption of new technologies and methodologies in organizations impacts the digital training of their employees, as it requires them to develop new digital skills to be prepared for DT.

Table 13 presents some of the main conclusions and results of the SLR for DT and DL.

This SLR research on the relationship between DT and DL, with the aim of creating an explanatory model, can stand out from previous reviews and add value for several reasons:

Technology has innovation as its main factor, having to adapt to its context and generate new learning. DT has had a systemic reach in organizations over the last five years, in which the development of employees’ digital skills contributes to the adoption of new technologies that support DT. It is important for organizations to generate strategies that guarantee systemic DT so that their services and processes evolve at a good pace. It is essential that the incorporation of technologies is accompanied by strategies that favor employees, thus promoting an increase in DL. This incorporation of technology has led organizations to rethink their processes, bearing in mind that technologies are a means of support and that their employees must be prepared for changes, especially digital changes.

It is noteworthy that it was possible to answer the research questions, noting that DT is an emerging theme in organizations, especially in improving technology and adapting organizational processes, where DL is essential for improving and facilitating work. It is verified in the SLR that the concepts of DT and DL, as well as their relationship, allow a broad discussion on the subject, providing a deepening of the concepts related to each other, with the objective of strengthening their investigation.

Thus, there is a need to implement an explanatory model of the relationship between DT and DL. The methodological approach used in this study can serve as a model for other researchers investigating similar topics. The implementation of an explanatory model can be a crucial step in the current research and serves as a basis for future research. Some areas that could be explored in future research include the following.

There are just a few suggestions for future research that can build on the explanatory model that will be developed. Each of these areas of research can contribute to a deeper understanding of the relationship between DT and DL, and offer valuable insights for local public administration.

6. Limitations

While this study provides relevant insights into the relationship between digital transformation and digital literacy, several limitations must be acknowledged. First, as a systematic literature review, the study is inherently limited by the availability and scope of existing research. The analysis depends on the quality, focus, and methodological rigor of the selected primary studies, which may not uniformly address all aspects of the DT-DL relationship. Second, the selection of databases and the chosen keywords and inclusion criteria may have led to the exclusion of potentially relevant studies published in other sources or languages. As such, the findings may not fully capture the global or interdisciplinary scope of the topic. Third, the proposed explanatory model is theoretical in nature, developed from patterns and variables identified in the literature. Although it offers conceptual clarity, it has not yet been empirically tested, and its applicability across different organizational contexts, especially outside local public administration, should be approached with caution. Finally, while the study focuses on public sector organizations, especially local public administration, the context-specific variables identified may not be generalizable to private sector organizations or to different administrative or cultural environments. Future empirical research is needed to validate and refine the model in various settings.