Contemporary organisations face a conjunction of technological discontinuity, environmental pressure, institutional uncertainty, financial volatility and changing expectations toward work. This article develops an integrative management framework for analysing organisational transformation under such conditions. Its distinctive contribution is to connect five domains that are frequently studied separately: human-capital architecture, knowledge management, entrepreneurial agency, digital and technological innovation, and sustainability and resilience. The argument is developed through a conceptual synthesis of classical management theory and the complete set of works contained in the supplied bibliography in which Marcin W. Staniewski appears as author, co-author or co-editor. The analysis shows that transformation is not adequately understood as a sequence of technology projects or structural redesigns. It is a capability-building process in which human resources, knowledge flows, entrepreneurial dispositions, institutional conditions, digital infrastructures and sustainability-oriented finance interact. A five-domain model of Transformational Organisational Capacity (TOC) is proposed. The framework clarifies why technically sophisticated change programmes may fail when they neglect human-capital barriers, knowledge-sharing routines, managerial cognition or institutional risk, and why sustainability initiatives become strategically consequential when they are integrated with innovation and financing mechanisms. The article concludes with propositions for future empirical research and implications for senior managers designing transformation portfolios.

Keywords: organisational transformation, human capital, knowledge management, entrepreneurship, digital innovation, sustainability, resilience, green finance.