Today organizations have confronted a dynamic environment and open-end changes from the VUCA world; they must always competitively struggle to change themselves to increase operational efficiency, financial effectiveness, and strategic capabilities development for survival. Along with changes, they must maintain customer satisfaction and employee engagement in a manner with limited resources. Therefore, understanding the nature of organizational change, and the mechanisms of effectively managing change so that organizations can successfully achieve the goals of change is a vital field for management. For the question, the paper adopted the methodology of the exploratory approach; it examined the literature to present the dimensions and characteristics of organizational change and change management. To integrate all findings from the exploratory study into a unified form, the authors propose a system-based framework for managing organizational change, that hopes to help organizations increase their change success ratio when applying to their own contexts, especially in their digital transformation, which is considered the most complex, open-end and holistic change nowadays.

In recent years, digital transformation has become one of the most popular trends for enterprises worldwide. The global trend of digital technologies and the COVID-19 pandemic have made the growth speed of digital transformation steadier than ever. In this condition, practitioners and academic researchers believe that the Digital Maturity Model is one of the most effective weapons in helping managers and the workforce manage to transform their businesses digitally. However, the Digital Maturity Model (DMM) is a type of maturity model (MM) that is relatively new in model development and digital maturity assessment methodologies, especially when integrated into an extensive digital transformation process. With this paper, the authors aim to conduct a comprehensive review to clarify the current state of the DMM field, including its essential characteristics, popular elements belonging to its structures, the number of methods, and techniques used in developing and applying them. In addition, these papers identify significant areas of research underway. Moreover, the authors raise some challenges for the field in the capture of results by reviewing them: i) the need to standardize its component names; ii) a contextualized but low-cost DMM for SMEs to use in their business; iii) the need for positioning DMM applied processes in a master digital transformation process and in a dynamics context that help applications of DMM more efficient. The authors proposed a solution for the third challenge through a conceptual model integrating DMM into a continuous digital transformation process. Keywords: Digital Transformation; Digital Maturity Model; Continuous Transformation Process; Change Management.