Abstract
This research investigates organizational competitiveness in emerging markets driven by global economic integration. It aims to evaluate the relationship between three critical drivers: digital transformation, Global Value Chain (GVC) participation, and strategic agility. A quantitative cross-sectional survey was conducted with 435 senior executives from the logistics, manufacturing, agribusiness, and energy sectors. Using SPSS and R, the study applies regression and mediation models grounded in the Resource-Based View and Dynamic Capabilities Theory to analyze firm-level dynamics. The results indicate that digital maturity and innovation capability significantly enhance competitiveness. Strategic agility acts as a key mediator, translating international integration into improved performance. Firms with deep GVC involvement and digitally integrated supply chains demonstrated superior export results and growth in return on assets (ROA). The study underscores that managers in emerging economies must prioritize digital readiness and agility. These capabilities are essential prerequisites for capitalizing on global integration; failure to invest in them risks creating a competitive disadvantage. Unlike prior macroeconomic studies, this research provides firm-level empirical evidence on how managerial strategies interact with the depth of economic integration. It bridges theoretical insights with the practical realities faced by firms in the global economy.