Over the past five years, particularly in the wake of the Covid-19 crisis, digital technologies have taken on a central role in reshaping how organizations function and how managers perform. Yet, while digital transformation is often associated with promises of enhanced efficiency and smarter decision-making, its actual implications for managerial performance remain complex, nuanced and deeply context dependent. In this context, our study seeks to make sense of how this complexity has been addressed in academic research between 2019 and May 2025, a period marked by disruption, adaptation and accelerated technological adoption. Through a systematic mapping review combined with bibliometric analysis, we explore how scholars have approached this evolving relationship, our objective is not only to map dominant trends but also to understand which perspectives have been privileged, which dimensions remain underexplored and how the field might move forward. As a result, we find a strong focus on technologies such as artificial intelligence, big data, and the Internet of Things, often framed through traditional performance indicators like efficiency and productivity. However, these discussions frequently rely on narrow, techno-centric narratives that leave little room for human, organizational, and social realities at stake. At the margins, we observe growing interest in more human-centered issues such as decision-making dynamics, identity and gender considerations and contextual factors shaping adoption, but these remain scattered and theoretically fragile. By highlighting these gaps and imbalances, our study offers a clearer view of where the field stands and where it could evolve, inviting future research to engage more deeply with the complex, lived realities of digital transformation in managerial contexts.