Digital sovereignty as a strategic organizational capability: a conceptual framework[La souveraineté numérique comme capacité organisationnelle stratégique : un cadre conceptuel]

Traditionally discussed at the state level, digital sovereignty has been defined in diverse and often contradictory ways, primarily within political science, law, and international relations. This conceptual instability limits organizations' ability to coherently and effectively align digital practices, organizational capabilities and strategic decision-making. Therefore, this article proposes a reconceptualization of digital sovereignty from an organizational, capability-based perspective. Drawing on a conceptual review of the literature, we identify five dimensions of digital sovereignty (Technical, Operational, self-Determination, Ecosystem, and Energy) formalized in the TOA-E2 model. This model moves beyond a static and binary interpretation (sovereign / non-sovereign) to conceptualize digital sovereignty as a dynamic and relational construct, grounded in mechanisms of coordination, activation, and compensation among organizational capabilities. This work provides a structuring theoretical framework with direct implications for researchers and practitioners seeking to translate digital sovereignty into actionable strategies.