<p>The paper examines the construct of digital transformation (DT) and its role in the sustainable competitive advantage (SCA) in project-based firms in Pakistan, namely in the construction, information technology, manufacturing, and service industries. The paper investigates the effects of DT on SCA, as a mediator through organisational agility (OA) and a moderator through knowledge sharing (KS). The study is based on the Dynamic Capability Theory (DCT), according to which the correspondence between the internal capabilities helps organisations to attain adaptability and long-term competitiveness. The information obtained comprised 625 practitioners in project-based organisations, and the data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). Results show that DT alone has minimal influence on SCA, but when OA is used as a transformational process, SCA is enhanced. KS has a robust direct influence on SCA, but when knowledge flows become excessive or unstructured, they may negatively affect the OASCA relationship, suggesting the existence of boundary conditions. This paper builds on DCT and highlights the nonlinear, context-dependent nature of knowledge processes in new economies. Deliberative managerial implications highlight the need to adopt orchestrated knowledge-sharing behaviours, nimble-friendly processes, and digital investments to achieve sustainable competitive advantage. It stresses the need for organized knowledge management and digital strategies to enhance agility. For policy, it suggests that in developing nations, governments should focus on both digital infrastructure and programs that strengthen organizational capabilities, ensuring these digital efforts lead to lasting economic success.</p>