The Role of Dynamic Managerial Capability in Driving Digital HR Transformation and Sustainable Development Goal Achievement (SDGs)

Digital transformation has fundamentally changed how organizations manage human resources (HR) and demands that organizations possess managerial capabilities that can integrate technology, people, and sustainability strategies. The research gap in this study lies in the limited empirical studies that integrate Dynamic Managerial Capability (DMC), Digital HR Transformation, and Sustainable Development Goal (SDG) achievement into a coherent causal framework. This study aims to analyze the role of DMC in driving Digital HR Transformation and its contribution to SDG achievement. Using a qualitative literature review method, this study synthesizes research related to dynamic capabilities, digital human resource management, digital transformation, and sustainable HRM. The results show that DMC through sensing, seizing, and reconfiguring capabilities serves as a driving force in identifying digital opportunities, allocating resources, and adjusting organizational processes and competencies. Digital HR Transformation integrates AI, Big Data, HR analytics, automation, and digital systems to increase efficiency, productivity, innovation, and organizational adaptability. Furthermore, this transformation has the potential to support SDG achievement through competency development, decent work, innovation, equality, and sustainable organizational practices. The novelty of this study lies in proposing a conceptual framework that integrates the individual managerial level (DMC) with the organizational transformation level (Digital HR) and the societal sustainability level (SDGs) into a coherent causal chain, explaining why organizations with similar technology investments achieve different sustainability outcomes depending on their managerial capability profiles.