The objective of this study is to construct a framework and provide a comprehensive model that effectively identifies and categorizes the factors influencing Digital Transformation at the national level, and conceptually determines the relationships among them. To this end, a systematic literature review (meta-synthesis) was conducted, examining 66 studies on Digital Transformation published between January 2018 and December 2022 across 13 databases. This review resulted in the identification of a framework comprising eight major factors influencing Digital Transformation. Subsequently, utilizing the resulting conceptual framework and considering Iran's plans and high-level documents such as the Seventh Development Plan, a conceptual model for Iran's Digital Transformation was designed. This model offers valuable insights for government, organizations, policymakers, and researchers seeking to implement Digital Transformation strategies.

Purpose: The Purpose of this paper is to explain the nature and process of Digital Transformation.Methodology: Its methodology is based on a structured literature review (SLR) and searching scientific sites and specialized resources. One roadmap model, six maturity assessment models, three Digital business model Transformation approaches and eight Digital Transformation frameworks are explained interpretively.Findings: Digital Transformation is  a strategy and an operating model change, in which technological advancements are leveraged to improve human experiences and operating efficiencies and to evolve the products and services to which customers will remain loyal. A review of research in this field shows that the nature of Digital Transformation depends on knowledge and knowledge is formed as a valuable asset in people's minds. Therefore, the role of human resources in creating and achieving the Transformation is important and fundamental. Findings show that no Digital Transformation is only technological, it is organizational and requires its own planning, resources and rules. It is clear that we need a model in this kind of Transformation journey. Staff capital and its empowerment by knowledge and fundamental requirements are important for success in the Digital Transformation program. Transformation in culture, in structure, in processes and methods, along with the benefits of the frontier technologies, will lead to a dramatic Transformation in the field of business. The environment of organizations is changing faster and has become more volatile, uncertain and complex than in the past. Rapid changes in competition, demand, technology and regulations make it more important than ever for organizations to be able to respond and adapt to their environment. In this context, the pressure on firms to align their business strategy with the technological changes in the environment has significantly increased with the emergence and growing importance of new Digital technologies, such as Social Media, Cloud Computing, Big Data and Analytics, Embedded Devices, 3D-Printing, the Internet of Things and Artificial Intelligence. They are profoundly transforming the strategic context of organizations: changing the structure of competition, the behavior and expectations of customers, the way business is conducted, the way products are manufactured and services are delivered, the way of working and, ultimately, entire industries. The growth of technology, in addition to transforming organizational boundaries, has also improved knowledge sharing. As the results indicate, the Digital age refers to a time in history when the use of Digital technology was generalized throughout the world. We are on the verge of a technological revolution that will fundamentally change the way we live, work and communicate with each other. In terms of scale, scope, and complexity, this Transformation will be different from what mankind has already experienced.Conclusion: Digital Transformation has affected the work processes of individuals in organizational environments. New methods in combining Digital innovations and intensifying inter-organizational collaboration are among the key features of success. Because the goal of Digital Transformation is a business Transformation, it requires different organizational elements, which are explained in the frameworks, to work together like a piece of music in a concert with different instruments played harmoniously and simultaneously

The term “, virtual”,has been associated with real-world businesses and entities in recent years. Until a few years ago, the notion of “, virtual”,encompassed spaces such as websites, information networks, Digital libraries, etc. But today, most of the citizens' time is spent in completely virtual spaces. Stores, businesses, monetary and financial activities, leisure and entertainment, etc. are all being transferred to cyberspace. The rapid pace of joining cyberspace has created a state of disharmony and exhaustion among businesses, especially large organizations. Many of them have embarked on Digital Transformation and implemented some programs, however, this process does not seem to be sufficiently tailored to meet the requirements, and organizations are to see “, virtual Transformation”,as a complementary action and umbrella plan to cover sparse actions on their agenda. In this article, the concept of virtual Transformation and its requirements and phases are briefly explained. Attempts have been made to look into the virtual Transformation from different dimensions and to identify and introduce its key actors as well. The six steps presented in this article are deemed to provide useful insights for managers on their virtual Transformation journey. The content of the article also can be seen as a starting point for extensive studies on the concept of virtual Transformation.