<p>This study investigates the strategic role of managers in advancing organizational digital transformation through a methodological framework grounded in Resource Orchestration Theory and a mixed methods design. It integrates fuzzy-set qualitative comparative analysis (fsQCA) with ex-post consultations conducted through expert interviews, allowing the development of both configurational and contextual insights. The fsQCA identifies resource-based configurations leading to successful transformation, while consultant insights enhance interpretation by introducing context-specific managerial understanding. Methodologically, the study demonstrates how integrating quantitative and qualitative phases surpasses the limitations of single-method approaches, promoting interaction, validation, and interpretive debate between datasets. This mixed-method triangulation enhances robustness, cross-validation, and depth, providing a stronger explanation of complex managerial behaviors. Empirical findings indicate that chief executive officers’ strategic awareness and leadership in resource orchestration, together with a digitally competent workforce, are essential for achieving high levels of digitalization. The principal contribution lies in illustrating how methodological integration strengthens explanatory power and bridges positivist and interpretivist paradigms. By combining configurational analysis with ex-post qualitative interpretation, this research develops a rigorous and replicable methodological model for studying human and managerial factors in digital transformation, offering a comprehensive framework and practical value for future organizational research.</p>