We empirically develop and evaluate a framework that describes in the context of digital supply chain transformations the role of dynamic capabilities. We describe how transformational levers of leadership approach, investment decision process, and organizational digital teams activate the dynamic capabilities in this endeavor. Applying multiple case study research, we investigate 17 large-size, international companies that are actively involved in a digital supply chain transformation. Via the analysis of more than 3500 codes, we have discovered, how existing and novel transformational levers reinforce each other to enhance dynamic capabilities. Additionally, we identify how motivation drives, via discomfort, learning anxiety, and psychological safety, the stages of this digital transformation.
