Understanding Skill Obsolescence in Digital Transformation Contexts
Keywords:
Skill obsolescence, digital transformation, qualitative research, workforce adaptation, NVivo, Iraq, professional resilience, organizational learningAbstract
This study aimed to explore the lived experiences of professionals in Iraq regarding skill obsolescence amid ongoing digital transformation processes. This qualitative study employed a purposive sampling strategy to recruit 24 professionals from diverse sectors in Iraq, including education, finance, telecommunications, and public administration. Data were collected through in-depth semi-structured interviews designed to capture participants' perceptions of digital disruption, adaptation strategies, and institutional responses. Interviews continued until theoretical saturation was achieved. All sessions were audio-recorded, transcribed verbatim, and thematically analyzed using Braun and Clarke’s six-step method with the support of NVivo software to ensure systematic coding, thematic consistency, and interpretive rigor. Analysis revealed three main themes: perceived triggers of skill obsolescence, individual responses, and institutional and environmental influences. Participants reported rapid technological change, evolving industry standards, and organizational restructuring as primary drivers of obsolescence. These experiences were accompanied by emotional reactions such as anxiety, diminished self-worth, and fear of redundancy. Adaptive responses varied and included self-initiated learning, role adjustment, and informal peer support networks, while some participants exhibited resistance or disengagement. Institutional factors such as the presence of training resources, leadership support, and a culture of lifelong learning significantly shaped participants’ capacity to respond to digital transitions. Informal peer-driven learning ecosystems also emerged as vital support structures, particularly in the absence of formal upskilling programs. Skill obsolescence in the digital age is a multifaceted experience that extends beyond technological mismatch to encompass emotional, professional, and structural challenges. Individual resilience plays a critical role in adaptation, but institutional readiness, leadership engagement, and accessible learning ecosystems are essential for sustainable workforce transformation. Strategic, human-centered approaches to digital skill development are necessary to mitigate the adverse effects of obsolescence.
Downloads
References
[1] N. H. Tran and T. T. Nguyen, "Impact Factors on Digital Transmission in Enterprises: An Empirical Study From an Emerging Economy," WSB Journal of Business and Finance, vol. 58, no. 1, pp. 122-132, 2024, doi: 10.2478/wsbjbf-2024-0012.
[2] M. T. Thuy, Đ. T. V. Đức, T.-Q. Dang, and N. T. Hung, "Impact of Digital Transformation on Sustainable Performance of ICT Enterprises in Vietnam," International Journal of Innovative Research and Scientific Studies, vol. 8, no. 1, pp. 1639-1653, 2025, doi: 10.53894/ijirss.v8i1.4712.
[3] G. Chen and X. Sui, "How Do CEOs' General Managerial Skills Affect Firms' Digital Transformation? The Contingent Roles of Performance Feedback and Financial Slack," Journal of Enterprise Information Management, 2025, doi: 10.1108/jeim-10-2024-0598.
[4] X. Zhang, "How Digital Transformation of Enterprises Can Improve Labor Productivity: Evidence From Chinese-Listed Companies," pp. 50-61, 2023, doi: 10.2991/978-94-6463-222-4_5.
[5] S. Shi, "Impact of Employee Turnover at Different Skill Levels on Corporate Sustainability and Digital Transformation," Itphss, vol. 2, no. 4, pp. 233-252, 2025, doi: 10.70693/itphss.v2i4.338.
[6] D. Z. Aprillianti, Y. P. Wulandari, M. Mahfud, and S. O. Bangun, "Pengaruh Transformasi Digital Terhadap Efektivitas MSDM Di Era Industri 4.0," Profit Jurnal Manajemen Bisnis Dan Akuntansi, vol. 4, no. 1, pp. 194-203, 2025, doi: 10.58192/profit.v4i1.2946.
[7] P. T. T. Hong, T. T. Ngọc, D. M. Cuong, D. T. Binh, and T. K. Lam, "Digital Skills of Human Resources: Exploratory Research of Innovations in Enterprises," Hightech and Innovation Journal, vol. 5, no. 3, pp. 730-742, 2024, doi: 10.28991/hij-2024-05-03-013.
[8] T. Hong, "Enhancing Digital Skill Training’s Quality at Universities to Improve Employee Job Performances in Vietnam’s Insurance Companies," Js, p. 21, 2024, doi: 10.59266/houjs.2024.441.
[9] A. S. Krasnikova, E. O. Khariton, and A. G. Podolsky, "A Methodology for Developing Ways to Bridge the Gap Between the Need of Organizations of the Military-Industrial Complex for Digital Technologies and the Current Digital Competencies of Employees," Ekonomika I Upravlenie Problemy Resheniya, vol. 2/9, no. 155, pp. 19-32, 2025, doi: 10.36871/ek.up.p.r.2025.02.09.003.
[10] N. Obermayer, T. Csizmadia, Z. Banász, and P. Purnhauser, "Importance of Digital and Soft Skills in the Digital Age," European Conference on Knowledge Management, vol. 24, no. 2, pp. 978-987, 2023, doi: 10.34190/eckm.24.2.1550.
[11] Y. Iskandar, "Digital Transformation Model and the Role of HR in Indonesian MSMEs," International Journal of Business Law and Education, vol. 4, no. 2, pp. 1427-1453, 2023, doi: 10.56442/ijble.v4i2.334.
[12] A. Rakhsan, "Skills Development for Waqf Professionals in India: A Capacity Building Framework Leveraging WAMSI (Waqf Asset Management System of India) Software," Journal of International Conference Proceedings, vol. 7, no. 3, pp. 734-742, 2025, doi: 10.32535/jicp.v7i3.3536.
[13] A. Ş. Burlea, I. Borcan, and C. Drăgan, "The Impact of the COVID-19 Crisis on the Digital Transformation of Organizations," Electronics, vol. 12, no. 5, p. 1205, 2023, doi: 10.3390/electronics12051205.
[14] O. Patriak, "Digital Skills in Modern Business Models," Digital Platform Information Technologies in Sociocultural Sphere, vol. 6, no. 2, pp. 419-430, 2023, doi: 10.31866/2617-796x.6.2.2023.293616.
[15] A. Hammang, "Troubleshooting: The Automation of Synthetic Biology and the Labor of Technological Futures," Science Technology & Human Values, vol. 50, no. 1, pp. 120-143, 2023, doi: 10.1177/01622439221149524.
[16] A. Ates and N. Acur, "Managing Technological Obsolescence in a Digitally Transformed SME," pp. 133-139, 2022, doi: 10.1007/978-3-031-16411-8_17.
[17] X. Teng, Z. Wu, and F. Yang, "Research on the Relationship Between Digital Transformation and Performance of SMEs," Sustainability, vol. 14, no. 10, p. 6012, 2022, doi: 10.3390/su14106012.
[18] P. Nikolaou, "Museums and the Post-Digital: Revisiting Challenges in the Digital Transformation of Museums," Heritage, vol. 7, no. 3, pp. 1784-1800, 2024, doi: 10.3390/heritage7030084.
[19] R. Nowrozy, "GPTs or Grim Position Threats? The Potential Impacts of Large Language Models on Non-Managerial Jobs and Certifications in Cybersecurity," Informatics, vol. 11, no. 3, p. 45, 2024, doi: 10.3390/informatics11030045.
[20] B. Feng, S. Zhao, and Z. Zhao, "Digital Transformation of Enterprises and Labor Force Structure Upgrading: Research Progress and Prospect," Highlights in Business Economics and Management, vol. 43, pp. 340-344, 2024, doi: 10.54097/c92h3a51.
[21] K. Lv, Y. Zhao, S. Zhu, and L. Zhu, "Enterprise Digital Transformation and Labor Structure Evolution: Evidence From China," Chinese Management Studies, 2024, doi: 10.1108/cms-09-2023-0485.
[22] Q. Yuan, "AI-Empowered Pathways for Cultivating Taxation Professionals: A Systems Approach," Journal of Education and Educational Research, vol. 12, no. 3, pp. 136-139, 2025, doi: 10.54097/6m6sce92.
[23] B. B. Adilov and B. S. Kadirov, "Development of New Forms of Employment in the Digital Economy," International Journal of Management and Economics Fundamental, vol. 03, no. 01, pp. 32-35, 2023, doi: 10.37547/ijmef/volume03issue01-05.
[24] K. N. Sadrina et al., "Pengaruh Era Modern Terhadap Dunia Bisnis," Journal of Creative Student Research, vol. 3, no. 1, pp. 10-16, 2024, doi: 10.55606/jcsr-politama.v3i1.4663.
