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In the current digital business landscape, businesses heavily rely on their information technology (IT) departments to drive digital transformation initiatives. However, firms often face challenges in obtaining sufficient backing from their IT departments for such initiatives. This research explores the influence of IT departments’ intellectual capital, referred to as IT intellectual capital, on digital transformation under varying degrees of market turbulence.

A survey was employed to collect data from 296 IT managers and business managers from 148 firms in China. We used the seemingly unrelated regression to test hypotheses.

This study indicates that each category of IT intellectual capital – namely, IT human capital, structural capital and social capital – contributes positively to digital transformation. IT social capital mediates the effects of IT human and structural capital on digital transformation. Besides, market turbulence amplifies the effect of IT human capital on digital transformation, whereas it diminishes the influence of IT social capital on digital transformation.

Practitioners need to recognize the strategic role of IT intellectual capital in advancing digital transformation and develop appropriate IT intellectual capital according to the market environments in which the firm operates.

The study introduces novel perspectives on the antecedents of digital transformation and enhances the intellectual capital literature by revealing the influence of different types of IT intellectual capital on digital transformation under various levels of market turbulence.

Although big data analytics managerial skills (BDAMS) offer opportunities for firms to foster organizational agility, existing studies present inconclusive indications of this impact, with an overlooking of the intermediate pathways involved. This study explored how BDAMS affect organizational agility by investigating the mediation effect of data-driven organizational learning (DDOL) and the moderating roles of technological and market turbulence.

This study employed mediation and moderated mediation analyses to test the hypotheses using data collected from listed Chinese firms. Furthermore, we performed a fuzzy set qualitative comparative analysis (fsQCA) as a supplementary approach to identify the configurations that lead to organizational agility.

This study shows that DDOL partially mediates the relationship between BDAMS and organizational agility. Besides, technological and market turbulence positively moderate the effect of DDOL on organizational agility and the mediation effect of DDOL. Our additional analyses also reveal several patterns of conditions that facilitate agility.

This study offers a comprehensive exploration of the relationship between BDAMS and organizational agility by verifying the mediating effect of DDOL and moderating effects of technological and market turbulence. In addition, the fsQCA results highlighted the combinatorial effects of key factors in this study, reinforcing and refining the moderated mediation results.