Author(s)

Ou Yuan ¹, Uswin Chaiwiwat ²

Affiliation(s)

¹ Faculty of Management Science, Dhonburi Rajabhat University, Bangkok, Thailand
² Department of Management Science, Dhonburi Rajabhat University, Bangkok, Thailand

Corresponding Author

Uswin Chaiwiwat

ABSTRACT

This study employs a case study approach, focusing on a state-owned hotel in western China, to examine the impact of strategic planning and dynamic capabilities on its digital transformation. Based on dynamic capability theory, a theoretical model is constructed encompassing three micro-capability foundations: strategic planning clarity, resource allocation, and sensing, seizing, and reconfiguring. The research surveyed 134 hotel employees and 389 customers via structured questionnaires, utilizing multiple regression analysis and independent samples t-tests for hypothesis testing. Results indicate that all five hypothesized factors exert a significant positive influence on digital transformation, with resource allocation demonstrating the most pronounced impact. No significant difference exists between employees' and customers' perceptions of transformation outcomes, reflecting internal and external consistency in the implementation process. The study reveals the underlying mechanisms of digital transformation in state-owned hotels from dual perspectives of resource dependence and institutional embeddedness. These findings provide a basis for managers to formulate strategic investment and capability-building pathways, while offering reference for policymakers to advance the "policy-to-capability" conversion process.

KEYWORDS

Digital Transformation, Strategic Planning, Dynamic Capabilities, State-owned Hotel

CITE THIS PAPER

Ou Yuan, Uswin Chaiwiwat. The Effect of Strategic Planning and Dynamic Capabilities toward Digital Transformation: Case Study of GXDR Hotel. Information Systems and Economics (2026). Vol. 7, No.1, 42-50. DOI: http://dx.doi.org/10.23977/infse.2026.070105.

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