The Impact of Digital Transformation in the Egyptian Private Universities on Achieving Organizational Excellence, Using the German University in Cairo as a Model

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Introduction
In today's digital world, following new technological trends and embracing digital transformation is essential for organizations to remain competitive (Astapciks, 2023), especially universities focusing on its importance to the elevation of nations and the advancement of human values and skills (Al-Dajani & Al-Aeur, 2013). Digital transformation helps higher educational institutions advancing their technical competencies, transforming educational practices and administrative processes into technical ones, focusing on cutting costs, and raising the quality of work and the ease of access to students (Al-Zayn, 2016). The technological and digital revolution's invasion of all sectors, especially the education sector, has rendered traditional educational models unsuitable (Abdulhamed, 2021). In this context, digital transformation has imposed on private universities to take advantage of modern technologies to improve efficiency and flexibility and innovate and create to move toward success and excellence (Al-Shuhna, 2021).
Organizational excellence has emerged as a development of the quality movement that aims to help organizations reach the highest levels of performance and achieve unprecedented results that outperform their competitors by investing in their internal strengths, which are human, material, and technological elements and continuously improving them (Mandoor, 2014). The importance of digital transformation is shown as an essential element of organizational excellence and its sustainability. Therefore, digital transformation has become a contemporary orientation compatible with the nature of the changes and requirements of this era to achieve organizational excellence.

Statement of the Problem
The increasing challenges universities face include the knowledge revolution, the technological revolution, and the intensity of competition among institutions to achieve an advanced presence in international rankings. This support for users by specialized human competencies capable of managing the digital system in a way that ensures the continuation of the digital service provided to members of the university's community (Khurana & Al-Olama, 2016). The organization must also work to provide the necessary legislative and legal procedures to secure digital transactions and protect the data of beneficiaries at the university, which encourages them to use electronic services safely (Abdul-Salam, 2011).

E. The importance of digital transformation in higher education
Digital transformation has become a means to develop the performance of universities and improve the various dimensions of the educational process. Therefore, the importance of digital transformation in higher education is represented in the following: (Khamis & Hassan, 2022)  Shifting toward and supporting modern education patterns, such as digital education, virtual education, and smart education, which contributes to upgrading the system and levels of thinking among university students.
 Providing the necessary protection and security for information in digital education.
 Employ innovative and creative solutions in solving problems.
 Enhancing the ability to plan for a better future.
 Creating a new atmosphere of creativity, excellence, and competition to reach the best results.

Organizational Excellence
Organizational excellence is critical for the development of organizations (Felício et al., 2022). An organization that does not seek excellence and development in its work is doomed to decline and disappear (Siddeg, 2019). According to Arussy (2008), excellence is a state of quality or a condition of sustained superiority. Thus, organizational excellence is expressed when organizations can overcome high expectations. Organizational excellence has also been defined as the growth and strength of the organization in various fields, which in turn satisfy all stakeholders and achieve organizational prosperity on a long-term basis (Shirvani & Iranban, 2014). Organizational excellence includes all aspects of the organization, as the dimensions of organizational excellence are represented in each of the following elements:

A. Leadership excellence
Leadership is the process of social influence on the perception and attitudes of subordinates to obtain the best positive behavior of the organization (Njoku, 2013). Leadership directly affects organizational excellence by developing the capabilities of individuals and encouraging them to move toward creativity and excellence (Borghini, 2005). Leadership excellence represents the ability to take advantage of institutional opportunities, provide development opportunities, accept the challenge, and work in a way that helps institutions to face various processes and crises (Nasser, 2021).

B. Human resources excellence
Human resources excellence refers to the availability of qualified human elements with high efficiency, who have the skills, knowledge, and experience that distinguish the organization from others, as it is difficult for others to imitate or possess them, which contributes to achieving organizational excellence in all its fields (Zaid & Al-Shujaa, 2022).

C. Organizational structure excellence
The organizational structure represents the capacity of the structural framework that connects the units of the organization, defines the relationships between divisions and the expected cooperation between the parts of the organization, and clarifies the lines of authority and responsibility in a way that helps to carry out the various activities to achieve the required organizational goals (Al-Soudi, 2008). Organizational structure excellence means having flexible organizational structures commensurate with the requirements of outstanding performance.

D. Strategy excellence
Strong partnerships enable organizations to bring results that could not be achieved by a single partner operating alone and reduce duplication of efforts. A successful partnership enhances the impact and effectiveness of action through combined and more efficient use of resources, promotes innovation, and is distinguished by a strong commitment from each partner. (Organization for Economic Cooperation and Development [OECD], 2006).
Some of the previous studies whose results and recommendations have influenced the present article are described in the following paragraphs. Abdulhameed (2021) discussed the requirements for achieving digital transformation at Al-Azhar University to meet the challenges of the fourth industrial revolution. The study's results indicated the availability of some requirements for digital transformation and the lack of others. The study suggested a set of basic requirements for digital transformation: dissemination of digital culture, digital infrastructure and digital legislation, digital management, digital teacher preparation, digital content, and digital student.
Al-Moslimany (2022)  Mandoor (2014) analyzed the requirements for achieving organizational excellence in Egyptian universities. The research relied on the descriptive methodology. It aims to arrive at basic requirements needed to achieve organizational excellence in Egyptian universities.
Al-Kubaisy and Al-Zbaidi (2022) examined the impact of human resources management practices on achieving organizational excellence in a sample from private colleges in Baghdad. The most prominent results were the significant impact of this practice on the dimensions of organizational excellence and the presence of the total effect in the dimensions of organizational excellence distinguished from the two practices of training & development and performance evaluation.
Abdul-Aziz (2022) discussed the digital transformation requirements for achieving institutional excellence in NGOs. The study showed a relationship between digital transformation requirements as a mechanism to achieve institutional excellence.
The current study agrees with previous studies in its emphasis on the importance of digital transformation for higher education institutions and the need to provide its requirements. In contrast, this study is the first study that focuses on digital transformation and its impact on achieving organizational excellence in private universities by identifying the extent to which the elements of digital transformation are available at the German University in Cairo and the extent of the impact of each element on improving its performance toward achieving organizational excellence.
The researcher has precisely considered the previous studies and has concluded the main hypothesis and the sub-hypotheses as follows: ijbm.ccsenet.org International Journal of Business and Management Vol. 18, No. 5; H1 Digital transformation have a statistically significant impact on achieving organizational excellence. The following sub-hypotheses are derived from this hypothesis: • H1.1 Digital transformation strategic requirements have a statistically significant impact on achieving organizational excellence.
• H1.2 Digital transformation organizational culture requirements have a statistically significant impact on achieving organizational excellence.
• H1.3 Digital transformation human resources requirements have a statistically significant impact on achieving organizational excellence.
• H1.4 Digital transformation technological and legislative requirements have a statistically significant impact on achieving organizational excellence.

Research Methodology
This study sought to examine the impact of digital transformation in Egyptian private universities on achieving organizational excellence, using the German University in Cairo as a case study.

The study sample
The researcher relied on a random sample of German University faculty members with a confidence factor of 95% and error limits of ± 5%. Its size was determined by the following equation: n = Nz 2 P (1-P) Ne 2 +Z 2 P (1-P) where N = the size of the study population; n = the total sample; Z = standard error limits (1.96 at a 95% confidence level); P = the percentage of the number of vocabularies that have the characteristics of the study community (50%); and e = permissible sampling error in estimating the ratio (0.05). The study sample consisted of 199 survey lists valid for statistical analysis.

Instrument Design
The questionnaire was used in this study as the main tool for data collection based on the theoretical framework and previous studies, consisting of (45) items measuring the impact of digital transformation in Egyptian private universities on achieving organizational excellence. The questionnaire is divided into three main parts: the first part is the demographic variables with three categories: gender, academic degree, and track. The second part is the independent variable: "digital transformation" X, which consists of four dimensions with a total of (21) statements. The third part is the dependent variable: "Organizational excellence" Y, which consists of (5) dimensions with a total of (24) statements, using a five-point Likert scale (strongly agree, agree, neutral, disagree, strongly disagree), where it's given codes for each result (strongly agree=5, agree =4, neutral =3, disagree =2, strongly disagree =1).

Data Analysis and Interpretation
The researcher reviewed the data to ensure completeness and validity of data entry and statistical analysis and then discharged them using the computerized Statistical Package for Social Sciences (SPSS). The following statistical methods were used to answer the research hypotheses.

Reliability and Validity of the Study Instrument
To identify the validity and reliability of the tool used to measure sample responses, both the internal consistency coefficient, which measures the correlation between questionnaire paragraphs, and the Cronbach Alpha coefficient, to measure the stability of the paragraphs and dimensions of the questionnaire, are used.  -The coefficient of the total sample size was 0.864, which indicates the high degree of persistence of the study sample, reflected in its impact on validity, representing the stability square root (0.929).

Cronbach's Alpha Coefficient
-The value of the Cronbach Alpha coefficient ranges between (0.829: 0.863) for digital transformation, and the value of the Cronbach Alpha coefficient ranges between (0.809: 0.852) for organizational excellence.
-The Cronbach's Alpha coefficient values of all dimensions are greater than 70%, which means a high degree of internal stability for all questionnaire paragraphs, enabling us to rely on these answers to achieve the study ijbm.ccsenet.org International Journal of Business and Management Vol. 18, No. 5; objectives and analyze its results.  Table 3 shows the following:

Internal Consistency
-The digital transformation dimensions are strong and moderate, with a person's correlation coefficients ranging from 0.672 to 0.882, at a level less than 0.05.
-The organizational excellence dimensions are strong and moderate, with a person's correlation coefficients ranging from 0.596 to 0.837, at a level less than 0.01.
-When the degree of correlation is close to unity, the correlation is strong. In general, the correlation is weak if the correlation coefficient value is less than (0.30), moderate if the correlation coefficient value is between (0.30 0.70), and strong if the correlation coefficient value is greater than (0.70).        Table 8 shows the following:

Demographic information of the participants
The general trend of the study sample is on the variable Organizational Excellence, indicating that it is toward agreement, with a mean of 3.94 and a standard deviation of 0.45 with a relative importance of 78.8%.
The most important dimensions are leadership excellence, strategy excellence, excellence in partnerships and resources, human resources excellence, and organizational structure excellence, with a relative importance of 86%, 82%, 78%, 77.6%, and 70.6%, respectively.

Study Hypotheses
In this section, the researcher focuses on testing the study's main hypothesis and sub-hypotheses to address the dimensions of the research problem and its objectives. A simple regression analysis was used to test the hypotheses that digital transformation X (independent variable) directly impacts organizational excellence Y (dependent variable). Hence, the researcher was able to study the impact of independent variables combined, including the strategic requirements x1, the organizational culture requirements x2, the human resources requirements x3, and the technological and legislative requirements x4 on the dependent variable, organizational ijbm.ccsenet.org International Journal of Business and Management Vol. 18, No. 5; excellence, and then test which of the four independent factors has more influence on the dependent one, using the multiple regression coefficients (model stepwise).
H 1: Digital transformation have a statistically significant impact on achieving organizational excellence.  Table 9, it is clear that:

-R2: coefficient of determination
We found that the independent variable (digital transformation) explains 71.9% of the total change in the dependent variable (organizational excellence).

2-Test of significance of the independent variable: t-test
The results of the previous table confirmed the existence of a statistically significant impact of all dimensions of digital transformation on achieving organizational excellence, based on the t-test, equal 21.614, at a significant level less than 0.01.

3-Test of the regression model reconciliation quality: F-test
To test the quality of the reconciliation model, the F-test was used, where the value of the test is 467.170, which is significant at a level less than 0.01, which indicates the quality of the impact of the regression model on achieving organizational excellence.

-Equation of the model:
Y=β0 + β x y = constant + x Organizational excellence = 0.629+ 0.848 digital transformation So, we accept the statistical hypothesis, "Digital transformation have a statistically significant impact on achieving organizational excellence." H1.1: Digital transformation strategic requirements have a statistically significant impact on achieving organizational excellence. We found that the independent variable The strategic requirements for digital transformation x1 explains 55.8% of the total change in the dependent variable achieving (organizational excellence).

2-Test of significance of the independent variable: t-test
The results of the previous table confirmed the existence of a statistically significant impact of the strategic requirements for digital transformation on achieving organizational excellence, based on the (t.Test) equal (15.206), at a significant level less than 0.01.

3-Test of the regression model reconciliation quality: F-test
ijbm.ccsenet.org International Journal of Business and Management Vol. 18, No. 5; The value of the test is 231.230, which is significant at a level less than 0.01, which indicates the quality of the impact of the regression model on achieving organizational excellence.

-Equation of the model
Organizational excellence = 1.052 + 0.747 the strategic requirements for digital transformation x1 The strategic requirements for digital transformation have a positive, statistically significant impact on achieving organizational excellence.
So, we accept the statistical hypothesis "Digital transformation strategic requirements have a statistically significant impact on achieving organizational excellence." H1.2: Digital transformation organizational culture requirements have a statistically significant impact on achieving organizational excellence. From Table 11, it is clear that:

-R2: coefficient of determination
We found that the independent variable The organizational culture requirements for digital transformation x2 explains 41% of the total change in the dependent variable achieving organizational excellence.

2-Test of significance of the independent variable: t. test
The results of the previous table confirmed the existence of a statistically significant impact of the organizational cultural requirements for digital transformation x2 on achieving organizational excellence, based on the t-test equaling 11.282, at a significant level less than 0.01.

3-Test of the regression model reconciliation quality: F-test
The value of the test is 127.275, which is significant at a level less than 0.01, which indicates the quality of the impact of the regression model on achieving organizational excellence.

-Equation of the model
Organizational excellence = 1.119 + 0.640 the Organizational culture requirements for digital transformation x2 The Organizational culture requirements for digital transformation x2 have a positive impact with statistically significant on achieving organizational excellence.
So, we accept the statistical hypothesis "Digital transformation organizational culture requirements have a statistically significant impact on achieving organizational excellence." H1.3: Digital transformation human resources requirements have a statistically significant impact on achieving organizational excellence.  Vol. 18, No. 5; 1 -R2: coefficient of determination We found that the independent variable The Human resource requirements for digital transformation x3 explains 52.8% of the total change in the dependent variable achieving organizational excellence.

2-Test of significance of the independent variable: t-test
The results of the previous table confirmed the existence of a statistically significant impact of The Human resource requirements for digital transformation x3 on achieving organizational excellence), based on the t-Test equaling 14.306, at a significant level less than 0.01.

3-Test of the regression model reconciliation quality: F-test
The value of the test is 204.674, which is significant at a level less than 0.01, which indicates the quality of the impact of the regression model on achieving organizational excellence.

-Equation of the model
Organizational excellence = 1.992 + 0.727 the Human resource requirements for digital transformation x3 The Human resource requirements for digital transformation x3 have a positive impact with statistically significant on achieving organizational excellence.
So, we accept the statistical hypothesis "Digital transformation human resources requirements have a statistically significant impact on achieving organizational excellence."

H1.4
Digital transformation technological and legislative requirements have a statistically significant impact on achieving organizational excellence. From Table 13, it is clear that:

-R2: coefficient of determination
We found that the independent variable The technological and legislative requirements for digital transformation x4 explains 61.6% of the total change in the dependent variable achieving organizational excellence.

2-Test of significance of the independent variable: t. test
The results of the previous table confirmed the existence of a statistically significant impact of the technological and legislative requirements for digital transformation x4 on achieving organizational excellence, based on the t-test equaling 17.149, at a significant level less than 0.01.

3-Test of the regression model reconciliation quality: F. test
The value of the test is 294.073, which is significant at a level less than 0.01, which indicates the quality of the impact of the regression model on achieving organizational excellence.

-Equation of the model
Organizational excellence = 1.505 + 0.785 The technological and legislative requirements for digital transformation x4 The technological and legislative requirements for digital transformation x4 have a positive impact with statistically significant organizational excellence.
So, we accept the statistical hypothesis "Digital transformation technological and legislative requirements have a statistically significant impact on achieving organizational excellence." ijbm.ccsenet.org International Journal of Business and Management Vol. 18, No. 5;  We found that the independent variable (digital transformation) in all its dimensions explains (74.7%) of the total change in the dependent variable (organizational excellence).

2-Test of significance of the independent variable: t. test
The results of the previous table confirmed the existence of a statistically significant impact on all the dimensions of digital transformation The technological and legislative requirements, the strategic requirements, the human resource requirements, and the organizational cultural requirements, on achieving organizational excellence based on the t-test equal 5. 314, 4.294, 4.205, and 3.971, respectively at a significant level less than (0.01).

3-Test of the regression model reconciliation quality: F-test
The value of the test is (132.910), which is significant at a level less than (0.01), which indicates the quality of the impact of the regression model on achieving organizational excellence.

Discussion
This study presented a conceptual case that shows the impact of digital transformation in Egyptian private universities on achieving organizational excellence, using the German University in Cairo as a case study.
First: The results of the descriptive analysis of the digital transformation variable showed a high level of interest in the variable with its four dimensions and came in first place (the strategic requirements), followed by the organizational culture requirements, the technological and legislative requirements, and finally the human resources requirements. This indicates a clear strategy at the German University for digital transformation, as it is at the core of its mission and its executive and future strategies and is reflected in its objectives as having a vision for digital transformation is crucial for positive change among faculty members. This is supported by Limani et al. (2019) and Al-Maslamani (2022), who showed the importance of having strategic plans to make the necessary changes for digital transformation.
Regarding the organizational culture requirements, the results indicate a great interest in the German University in Cairo in spreading the culture of digital transformation. This may be because the dissemination of culture generates positive trends among individuals; thus, they will participate in its implementation. This is supported by Aghayari et al. (2022), who recommended the need to work on spreading the culture of digital transformation.
Regarding the technological and legislative requirements, the results showed the German University's awareness of the importance of digital transformation and the creation of all conditions within the university commensurate with the trend toward digital transformation, as the basis for this transformation is the availability of technological infrastructure. Also, the programs allocated to the university help its faculty members to interact, ijbm.ccsenet.org International Journal of Business and Management Vol. 18, No. 5;2023 59 have privacy, and preserve intellectual property. This is supported by Abdulhameed (2021), who showed the importance of providing legislative and legal measures to protect data and secure all digital transactions.
Finally, regarding the human resources requirements, the results showed the university's interest in implementing training programs for faculty members to develop their abilities and skills to use digital technology in teaching. This is due to the university's realization that the success of digital transformation depends more on the people participating in it than on technology. This is supported by El Sherif (2021), who indicated that developing and preparing the digital teacher well is important for establishing and enabling the environment for digital transformation.
Second: The results of the descriptive analysis of the organizational excellence variable showed a high level of interest of the variable with its five dimensions, the highest of which were related to (leadership excellence, strategy excellence, and excellence in partnerships and resources) and the least were related to (human resources excellence and organizational structure excellence). This indicates that the university administration has leadership skills that push toward organizational excellence. Excellence does not happen except by finding a distinguished leadership that has the capabilities, characteristics, and skills that enable it to bring about change. It is considered an important factor for motivating faculty members toward excellence in work, which in turn leads to organizational excellence. This is supported by Mandoor (2014), who indicated that leadership is an important and influential factor in organizational excellence.
As for the human resources excellence dimension, the results showed the university's keenness to qualify and train its faculty members and develop their skills to deal with modern technologies and provide opportunities for learning and training, as well as their participation in decision-making, which in turn is reflected in achieving organizational excellence. This is recommended by Zahran (2022).
Regarding the organizational structure excellence dimension, the results reflect the university's continuous updating of the organizational structure in line with digital development, and this is consistent with the recommendations of Al-Kubaisy and Al-Zbaidi (2022), who showed that the excellence of organizational structure is an important factor in organizational excellence.
For the strategy excellence dimension, the results indicate the interest of the university administration in building an integrated strategy that reflects its directions and outlook and achieves its goals to obtain competitive positions and enhance its market share among universities.
Concerning the excellence in partnerships and resources dimension, the results reflect the university's interest in enhancing interaction with community institutions in the light of the organization's social responsibility by achieving the community's goals and interests as one of the basic criteria for achieving organizational excellence. It also reflects the university's investment of its own resources and employing them to serve the beneficiaries and achieve their satisfaction, which is approved by Mandoor (2014).
Testing the main hypothesis (H1) showed an impact of digital transformation at the level of (α ≤ 0.01) on achieving organizational excellence. The combined dimensions of digital transformation explain (74.7%) variance in organizational excellence. This confirms the German University's keenness to achieve organizational excellence through the commitment to applying digital transformation requirements. This result expresses the aim of the study.
Interestingly, achieving organizational excellence is closely linked to the existence of a clear strategy for digital transformation, as the strategic requirements positively affect organizational excellence. The researcher explains that a vision, a tangible goal, and clear plans for managing and implementing the digital transformation process and directing resources to achieve them have contributed to achieving organizational excellence. In addition, the study has confirmed a statistically significant impact of organizational culture requirements on achieving organizational excellence. This can be explained by the university's keenness in spreading digital organizational culture, including the culture of e-learning and the culture of using technology and the Internet, in addition to its interest in conducting educational training courses on the importance of digital transformation in education that had a major role in convincing the university community members of the digital transformation process and the positive participation in it which led to the university's ability to respond to the requirements of organizational excellence. Moreover, the human resources requirements have a positive impact on achieving organizational excellence. This can be reflected in the university's concern for human resources through training them and developing their capabilities in using digital technology, in addition to motivating them, significantly impacting organizational excellence. Finally, digital transformation technological and legislative requirements have a statistically significant impact on achieving organizational excellence. The availability of the basic infrastructure for digital transformation in terms of providing modern devices and various programs, in addition to the necessary legislative frameworks for the security and integrity of information and its intellectual property rights, has contributed to organizational excellence.

Conclusion and Limitations
Given that digital transformation is considered one of the main pillars for achieving organizational excellence, this study revealed important insights by highlighting the impact of digital transformation in achieving organizational excellence at the German University in Cairo (GUC). Theoretically, the study contributes to drawing the attention of researchers to carry out many studies in the field of organizational excellence by applying digital transformation concepts. This study is also one of the first to examine the impact of digital transformation on achieving organizational excellence in private universities. Practically, the results of this study will increase the awareness of managers and decision-makers of the importance of digital transformation as a modern management tool to enhance organizational excellence and provide them with the necessary information about the requirements for achieving it. The study's findings showed that all the dimensions of digital transformation-namely, the strategic, organizational culture, the human resources, and technological and legislative requirements-are significantly related to organizational excellence in the German university in Cairo.
Some of the current study's limitations can be investigated in the future. First, the research was applied in private universities; however, a comparative study between the public and private universities will give us more results about the impact of digital transformation on achieving organizational excellence. In addition, the researcher relied on a case study, which reduces generalization. Finally, only faculty members were included in the sample, which provides a limited perspective.