Bridging Traditional and Agile Governance in Digital Transformation: Frameworks for Emerging Economies

Abstract

This paper examines governance challenges in digital transformation projects, with a particular focus on the absence of integrated or hybrid governance structures suited to emerging economies. While traditional governance models emphasize control and compliance, and agile approaches promote adaptation and flexibility, limited research has examined how these paradigms can be effectively integrated in resource-constrained, institutionally heterogeneous environments. A systematic literature review was conducted across five major databases using a transparent screening and coding procedure aligned with PRISMA principles. 36 peer-reviewed articles published since 2010 were synthesized. The review identifies three dominant governance orientations traditional, agile, and hybrid and demonstrates that hybrid approaches offer a superior balance between control and flexibility. However, their applicability in developing economies remains limited due to weak institutional capacity, inadequate policy systems, and underdeveloped digital ecosystems. This study proposes a Hybrid Governance Model that integrates formal control, adaptive flexibility, and situational enablers such as policy alignment, vendor ecosystems, and skills development. The findings guide PMOs and policymakers seeking to adopt hybrid governance to improve risk management, scheduling, and procurement outcomes in digital transformation projects. The review is constrained by publication and language bias, as only a limited amount of non-English and grey literature was included. Future empirical research is recommended to validate and generalize the proposed model across diverse institutional contexts.