Aligning organizational structures with digital transformation and industry 5.0 in construction: a Delphi study

Digital transformation is a pathway to improve productivity in the construction sector, but organizational structures still need more adaptation. There are no fully developed models at the level of factors and evidence between organizational structures and digital transformation. This paper analyzes the impact of digital transformation on organizational structures within the construction sector, utilizing a semi-structured interview and field inspection methodology to validate key organizational factors and evidence influencing this process. The research focuses on Colombia’s medium and large construction companies and aims to validate an integrated conceptual model of digital transformation and organizational structures. Results indicate that while technological tools have been adopted, the full potential of digital transformation still needs to be explored. The study highlights the factors and evidence that affect the variables of digital transformation and organizational structures. While technological tools are essential, they are unlikely to create a long-term competitive advantage. This research advances the understanding that the integrated implementation of digital transformation and organizational structures, grounded in validated factors and evidence, can drive enhanced decision-making, reduce inefficiencies, and improve productivity within the construction industry.

ЦИФРОВА ПАРАДИГМА ЯК ОСНОВА ВИЗНАЧЕНЬ: ЦИФРОВИЙ БІЗНЕС, ЦИФРОВЕ ПІДПРИЄМСТВО, ЦИФРОВА ТРАНСФОРМАЦІЯ

The fourth industrial revolution is in progress, and the center of this revolution is the digital transformation. Companies need to keep up with new business models and advances in digital technologies so that they can agilely adapt to changes in the market. Also, organizations should become aware of the growing importance of knowledge management, as well as the skills needed to make business decisions. Research related to knowledge management is becoming more complex, which indicates the multi-disciplinarity of this area and its close connection with digital technologies and digital transformation. The aim of this paper is to try to explain the importance of knowledge management in organizations and where it fits into the digital business transformation. For the purpose of this paper, a standard methodology of the systematic literature review was used. The paper provides an overview of the current scientific cognition of knowledge management and knowledge management systems and analyzes the relationship between knowledge management and digital transformation.

Purpose Successful digital transformation requires a change in organisational structures, processes, capabilities and competencies. Digital transformation research is more influenced by the technology adaptation model and hence focuses on people's attitudes, behaviour and abilities. Recently, employee agility has attracted attention in the context of technology adoption and Industry 4.0. The current research explores the relationship between employee agility and digital technology adoption in the context of digital transformation by adopting the systematic literature review method. Design/methodology/approach Following the attitude–ability-behaviour–outcome framework, the research explored the specific agile ability, attitude and behaviour characteristics useful for digital transformation. Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework consisting of (1) initiation, (2) screening, (3) evaluation and (4) confirming inclusion (Ambika et al., 2023), the study identified 19 papers from SCOPUS indexed journals. Findings The study result found that agile attitude characteristics such as collaborative mindset, computer self-efficacy, ambiguity aversiveness, etc. are influencing the digital transformation process. Agile abilities like basic computer knowledge, previous technical experience, cognitive abilities, innovation capability, digital competence training and supporting proper knowledge management practices also influence digital transformation. Finally, agile behaviour such as relationship building, knowledge-sharing behaviour, promoting values of learning, risk-taking and experimenting, rewarding innovativeness and customer-centric innovation and displaying adaptability, resilience and commitment to change, etc. are found to drive digital transformation. Originality/value Research on workforce agility and digital transformation is scarce. The current study contributes to benchmarking research by exploring specific agile attitudes, abilities and behaviour characteristics relevant to digital transformation, especially in the era of Industry 4.0.

Digital Transformation Inside Universities, a dual approach: On the way to the IV Industry Revolution companies of all kinds, are focused on the massive and optimal use of ICT in different organizational plans including human talent, organizational structures, processes, inputs, products, services and obviously the business model. Nowadays, 70% of the top companies have robust digital transformation (DT) teams, and 40% of them are being driven by high ICT and Artificial and Computational Intelligence. In other hand, very few Colombian universities have tackled the problem of competitiveness in higher education (HE), much less they have made the transition to the IV Industrial Revolution by taking the leap, thus receiving a tremendous blow due to academic obsolescence. In the recent ANDICOM (ICT International Congress, numerous national cases of domestic DT were presented from companies, but, unfortunately, not a single case of HE. Will the case of computerization in Colombia, be replicated, which was left to the discretion of transnational computer elites? The University DT implies necessarily the cognimatics (the informatics for the Knowledge Society) of all the companies, and their social insertion in this country. Why University Architecture: Enterprise Architecture (EA): Architecting implies the organization of subsystems or components to obtain better and/or new functionalities. If any component is knowledge-based, an intelligent behavior is obtained. The architecture-multilayer approach is a system of systems (SoS) one, that ensures compliance with government policies, rules and standards, in a highly complex social institution with intellectual assets and knowledge processes, which is a usual situation in a university institution; this approach describes the subsystems at a higher level, where a system is made-up, and with the protocols by which they communicate. EA and Business Architecture constitute a conceptual tool that helps the organizations to understand their own structure and the approach by which they work. It provides a business 360° vision map, and planning frame for business and technological changes. EA is presented like a system overall configuration of subsystems or components organized in layers, where each one describes an ordered congregation of structures and common functionalities grouped by a purposeful criterion inside the business. Our Proposal: We present a succinct outline of our architectural dual model (data-knowledge), of the digital university transformation. It is a dual DT model: curricular digitalization and institutional digitalization, i.e. knowledge and data. The pillars of the architecture are Funding, Research, Entrepreneurship and Social Projection, recognizing from the start, that Knowledge has its ethos in the University; they correspond to: 1-Productive Ecosystem of the transformation. 2-DT that enhance the knowledge and innovation in the universities for the habilitation of the digital capacities. 3-A new economy that requires transformation, also supported on entrepreneurship. 4-New DT human talent required by the new industry of knowledge and intelligence. The student hyper-personalization by competences and skills is required. We discuss the basic, conceptual aspects, and methodology for the DT, applying some intelligent constructs that we have developed and documented in the last 10 years leading the DT in Postsecondary Education (PSEd)

The Digital Transformation phenomenon always tends to be complicated, ambiguous, challenging, and non-routine managerial tasks for organizations. The success rate of such digital transformation is very low due to rapid changes in technologies. Digital transformation through these technologies demands a fundamental change in organization processes, technology and behavior of the people. This broad change results in different socio-technical issues and challenges. The primary objective of the study is to discover issues, challenges and impact/benefits during digital transformation, investigated by various researchers. For this purpose, a systematic literature review (SLR) as prescribed by Levy and Ellis (2005) helped in identifying the challenges of digital transformation. The articles published from 2008 to 2018 were selected and analyzed. The findings of this research reflect the importance of developing an effective digital transformation strategy in organizations. The proactive strategy regarding people, process, technology, and most importantly their alignment in the organization is found critical in executing such transformation initiative in the organization. The planned efforts regarding knowledge management also played an important role in executing and sustaining such transformation initiatives in the organizations. Moreover, value creation, operational efficiency, competitive advantage, customer relationship, and new business model emerged as a vital motivational factor and outcome for digital transformation. Keywords: Digital transformation, digital transformation issues and challenges, systematic literature review, digital transformation benefits/impact.

With the rapid development of the digital economy, digital transformation has become a key strategy for enterprises to enhance competitiveness and achieve sustainable development. This paper aims to explore the theoretical driving mechanism of organizational learning behavior in the context of digital transformation and to analyze the impact of the digital environment, organizational structure and culture, digital technologies, and knowledge management on learning behavior. Using a theoretical analysis approach, this study systematically reviews relevant literature and, from the perspective of organizational behavior, deeply examines the characteristics, driving factors, and interactive relationship between organizational learning behavior and digital transformation. The findings reveal that digital transformation provides organizations with a new information environment and complex contexts, motivating employees and teams to engage in proactive learning. Flexible organizational structures and supportive cultures can enhance learning efficiency, promote cross-departmental collaboration, and facilitate knowledge sharing. Meanwhile, digital technologies and knowledge management mechanisms offer operational guarantees for learning behavior, making learning activities more efficient, systematic, and sustainable. Overall, the combined influence of digital transformation, organizational structure and culture, digital technologies, and knowledge management significantly improves the quality and continuity of organizational learning behavior, providing theoretical support for enterprises to achieve knowledge accumulation, innovation enhancement, and long-term sustainable development in the digital environment.

PurposeThe purpose of this paper is to understand the impact of digital technologies adoption on the forms of organization of large architecture and engineering (A/E) firms. Network theory has attracted scholarly and managerial attention, particularly from the perspective of the changes of project organization. However, little research focuses on network theory as a lens for understanding and managing the new forms of firms’ organization. Additionally, conventional organizational analyses are hampered by the lack of methods for understanding the changes in roles and relationships due to the adoption of digital technologies and examining their impact on organizational structures.Design/methodology/approachTo address this gap, this research adopted a mixed-method case-study approach. This approach combined interviews, regular check-ins, and document analysis with data mining and social network analysis (SNA) to capture the changes of intra-organizational roles and relationships and for understanding their impact on the firm’s organizational structure. Using the data gathered, the authors created a dendrogram that shows the formal organizational structure, a sociogram that displays the informal organizational structure and a network map that visualizes the interplay between the two structures.FindingsFrom this analysis, the authors identified four main findings: informal roles – as go-to people for advice and information about digital technologies – play within A/E firms facing digital transformation; such go-to people operate through informal networked relationships and beyond their formal roles; most of these relationships do not overlap with the formal reporting relationships; the combination of both these roles and relationships create an informal social network. The authors also show how managers can use SNA to understand the changes in roles and relationships due to the adoption of digital technologies and to diagnose their impact on organizational structures.Originality/valueThis research contributes to the literature of organizational design and change management from a network perspective in the context of the digital transformation of large A/E firms. It provides a systematic data-driven approach to understanding the changes of intra-organizational roles and relationships within A/E firms facing digital transformation and to diagnosing the impact of these changes on firms’ organizational structures.

This study delves into the crucial role of digital business transformation in enhancing organizational agility. As digital technologies rapidly advance, organizations face increasing pressure to adapt and innovate, making agility a key determinant of success in the modern business environment. The study's primary aim is to explore how digital tools, platforms, and strategies contribute to organizational flexibility, responsiveness, and competitiveness. Employing a comprehensive review of existing literature, the research examines the integration of digital technologies within organizational frameworks, highlighting the importance of leadership, culture, and continuous learning in facilitating agility. Key findings underscore the transformative impact of technologies such as artificial intelligence (AI), machine learning, the Internet of Things (IoT), and blockchain in driving real-time decision-making and fostering innovation. The study concludes that while digital transformation offers vast potential for enhancing agility, challenges such as legacy systems, resistance to change, and skill gaps must be strategically managed. The implications for practice suggest that organizations must adopt a holistic approach to digital transformation, aligning technological advancements with human capital development and cultural shifts to foster a resilient and adaptable business model. Recommendations for future research include exploring the long-term impacts of digital transformation on organizational structures and developing new models for assessing digital maturity and agility across various industries. This study provides valuable insights for practitioners and researchers, emphasizing the need for a strategic, integrated approach to digital transformation that aligns with organizational goals and fosters a culture of continuous innovation.

PurposeThis paper aims to design the digital transformation model for university libraries based on the Delphi method using the Iranian public university libraries as the study case.Design/methodology/approachA qualitative approach and the Delphi method were used to conduct the current research. In total, 15 experts in the field of digital transformation of libraries were selected through targeted and snowball sampling. They were asked to complete and finalize items identified from previous research to design a digital transformation model for public university libraries in Iran during successive Delphi rounds. The Delphi method was completed after the third round, upon reaching a favorable consensus.FindingsThe findings obtained from the research led to the presentation of the model in 7 main dimensions, 25 concepts and 139 components. Meanwhile, the concept of “data-centered” and changing the concept of “optimal reorganization of library resources” to the concept of “acquisitions and optimal reorganization of library resources” are among the new achievements of this research. In addition, the components of “promoting data-oriented thinking in the decision-making of library managers,” “encouraging employees to use and analyze data” and “planning to increase the digital literacy of librarians” were added to the concept of “data-oriented”; the components of “having knowledge of digital collection and its rules for the correct identification and evaluation of resources,” “familiarity with digital metadata standards and data transfer standards” and “familiarity with open access platforms” were added to the concept of “librarian knowledge competencies”; and the components of “planning, coordination,” “monitoring and evaluating the progress of library digital transformation projects” and “collaboration and networking with other academic library managers” in the concept of “library manager’s management skills”; the components of “identification of new digital formats and resources,” “creation, preparation and accessibility of game scientific content and free in the library,” “updating the resource organization policy with new organization concepts and rules” and “updating the library collection development policy based on the information needs of users” were added to the concept of “acquisitions and optimal reorganization of library resources” and “Web 2.0 technologies” component were added to the concept of “use of digital technologies in the library.”Research limitations/implicationsThis study is limited to Iranian public university libraries, and the findings may not be directly transferable to other contexts. In addition, the Delphi method, while effective for expert consensus, relies on subjective opinions and may not fully capture the complexities of digital transformation. Future research could explore the implementation challenges of the proposed model and its long-term impact on library services and user satisfaction. Despite these limitations, the study offers a valuable foundation for digital transformation initiatives in Iranian university libraries and can inform policy decisions and resource allocation.Practical implicationsThe proposed digital transformation model offers practical guidance for Iranian university libraries. By implementing the model, libraries can enhance their services through data-driven decision-making, improved resource management and the adoption of new technologies. Librarians can develop the necessary digital competencies to effectively manage digital collections and engage with users. In addition, the model emphasizes the importance of collaboration among library managers, fostering knowledge sharing and best practices. Ultimately, the practical application of this model can lead to more efficient, user-centered and innovative library services.Social implicationsThe proposed digital transformation model for Iranian university libraries holds significant social implications. By enhancing access to information and resources, it can democratize knowledge and foster innovation. Increased digital literacy among librarians will equip them to better serve diverse user communities. However, equitable access to digital services must be ensured to prevent the widening of the digital divide. The model’s focus on data-driven decision-making can improve resource allocation and user satisfaction. By promoting collaboration and knowledge sharing, libraries can become more central to their communities and contribute to regional development. Ultimately, the success of this model depends on addressing potential challenges such as privacy concerns, digital security and the need for ongoing training and support.Originality/valueThe proposed model, with its 7 main dimensions, 25 concepts and 139 components, provides a roadmap for enhancing library services, resource management and decision-making. By emphasizing data-centered approaches, promoting digital literacy among librarians and integrating Web 2.0 technologies, libraries can adapt to the evolving needs of users. Collaboration and networking with other academic library managers can foster knowledge exchange and collective problem-solving. By implementing the proposed model, libraries can adapt to changing user needs, enhance services and contribute to the academic community’s success. However, implementing this model requires addressing challenges related to equity, privacy and accessibility, ensuring that all users benefit from the digital transformation. Overall, this research serves as a valuable resource for university library managers, guiding them toward effective digital adaptation and improved user experiences.

Along with the rapid development of information technology, Digital Transformation (DT) has become a part of everyday life. The COVID-19 pandemic has triggered the occurrence of DT at every level of society in the daily use of technology. However, the implementation of DT is very slow and inefficient and even becomes a problem for employees and the organization. DT implementation in the public sector is expected to be the key to the Government's success. However, many governments fail to implement DT because it only focuses on modernizing technology, not as a whole. Therefore, it is necessary to conduct a study to analyze the marwanfactors of Digital Transformation (DT) Readiness in Government. This research is a qualitative research method with thematic analysis and Fuzzy Delphi method by conducting a Systematic Literature Review (SLR) first for literature study. Based on the results of the SLR, found five dimensions and 19 factors that affect DT Readiness in Government. The five dimensions are People, Process, Technology, Organization, Environment. Based on the thematic analysis results, three additional factors were found in the people dimension: mindset, and organizational factors, namely risk management and knowledge management. This study also provides a model proposal based on the analysis results presented in a conceptual model with 21 analyzed factors. The research can provide understanding factors that affect the readiness of DT in the Government and as the basis for decision-making by stakeholders in the Government.

Purpose This study introduces a grounded theory framework designed to meet the growing demand for qualitative methodologies that are both methodologically rigorous and adaptable to the complexities of sociotechnical phenomena. Design/methodology/approach Building on foundational and contemporary grounded theory literature, the paper proposes a five-stage framework that integrates iterative data collection, theoretical sampling, constant comparative analysis, and multidimensional coding. The framework is demonstrated through an empirical study that examines how cultural factors influence the alignment of business and information systems (IS) strategies in multinational enterprises. Findings The framework enables researchers to conduct iterative and reflexive inquiry while preserving analytic coherence. It supports the emergence of context-sensitive categories and processual insights, particularly valuable when investigating the fluid interplay of technology, organisational practices, and cultural dynamics. The empirical application highlights its utility in uncovering latent patterns in complex digital environments. Research limitations/implications This study makes three distinct contributions. First, it offers a structured yet flexible grounded theory framework. Second, it demonstrates how grounded theorising enhances theoretical depth and relevance when engaging with culturally situated, evolving phenomena. Third, it provides practical methodological guidance for maintaining rigour in qualitative studies addressing emergent and sociotechnical complexities. Together, these contributions support more robust theorisation in qualitative IS research. Practical implications The framework offers guidance for IS researchers and practitioners engaged in digital transformation, cross-cultural systems implementation, and technology adoption. It facilitates the generation of empirically grounded insights that extend beyond the explanatory reach of conventional deductive models, especially in multicultural or fluid organisational settings. Originality/value By bridging methodological theory and research practice, this study advances the application of grounded theory within the IS field. It provides an adaptable, reflexive framework capable of uncovering how technology, organisational structures, and cultural processes interact and evolve. The approach equips researchers with a robust alternative to linear models in exploring digital innovation and transformation.

Small and medium-sized enterprises (SMEs) are regarded as the backbone of most economies worldwide. They are key role players in job creation, economic growth and poverty alleviation. SMEs face many challenges such as resource constraints; a lack of skills, innovation, digital skills and finances; and continuous changes in the business environment. One such change is the Fourth Industrial Revolution, also referred to as Industry 4.0. SMEs lag in the adoption of digital technologies and are still using conventional methods as part of their business models, which poses a threat to their survival and competitiveness. Industry 4.0 comprises many constructs, including digitalisation and digital transformation. While digitalisation and digital transformation require a business to make changes to its business model, and business model innovation (BMI) offers such an opportunity, no study has combined the BMI process with digital transformation to determine if SMEs are digitally transforming their business models. The overall aim of the study was to determine the degree to which South African and Dutch SMEs are digitally transforming their business models. To achieve the overall objective, the study aimed to (1) review existing literature in the field of digitalisation, digital transformation, and business model innovation, (2) review the current state of the use of digitalisation and business model innovation in South African and Dutch SMEs, (3) develop a conceptual model to assess if South African and Dutch SMEs are achieving business model innovation through digital transformation and determine how this affects their overall business performance and (4) assess whether South African and Dutch SMEs are achieving business model innovation through digital transformation and determine the impact this has on their overall business performance. This study followed a five-stage approach. The first stage consisted of a preliminary literature review to explore current research and debates on digitalisation, digital transformation and BMI, with a particular focus on SMEs. In the second stage, a narrative review was conducted to examine the literature with the aim of identifying and analysing the constructs underlying the three concepts of digitalisation, digital transformation and BMI. The third stage was a Delphi study conducted with South African and Dutch SMEs and scholarly experts in the closely related fields of entrepreneurship, technology, business management and innovation to identify the main and sub-factors that enable digital transformation for BMI in SMEs. The fourth stage was a systematic review to identify the dimensions that are included in digital maturity models and to determine ways in which BMI is achieved. The last stage consisted of developing and empirically testing a research model based on the results of stages 3 and 4. The findings of the aforementioned studies led to the development of a research model. This research model was developed and empirically tested on South African and Dutch SMEs. The results indicate that BMI through digital transformation has a positive impact on the overall business performance of SMEs. In addition, the flexibility of the organisational structure and strategic renewal acts as moderator between the relationship of BMI through digital transformation and business performance. The proposed framework that resulted from this study guides SME owners and managers in ways to achieve BMI through identifying potential areas to integrate digital technologies, which is unique in its nature. This study is also one of the first to conduct an empirical research study to assess the degree to which South African and Dutch SMEs are digitally transforming their business models. SME owners and managers can therefore use the measuring instrument to assess the degree to which their business model has been digitally transformed. The instrument could also highlight areas of concern and for improvement.

Digital transformation is a key driver of competitive advantage in the era of technological disruption, requiring not only technological adoption but also effective knowledge management and organizational adaptability. This study analyzes the impact of digital transformation on company performance by examining the mediating roles of knowledge management and organizational agility. Using a quantitative explanatory design, data were collected through a survey of 80 managers and staff from service and manufacturing companies in East Java that have implemented digital transformation initiatives. Multiple regression analysis was applied to assess direct and indirect relationships. The results indicate that digital transformation has a significant positive effect on organizational agility and company performance, with knowledge management partially mediating this relationship. These findings highlight the importance of integrating digital technology, knowledge management, and organizational agility to enhance performance and competitiveness, contributing to knowledge-based and dynamic capability theories and offering practical guidance for sustainable digital transformation strategies in Indonesian companies.

Universities focus on digital transformation strategy to stay competitive in global education, staying competitive is taking on quite a different meaning in the 21st century – it includes the long-term implications of Covid-19 – the interaction of politics and economics, the emergence of China as a superpower, the end of neoliberalism, the emergence of distributed autonomous organisations particularly in the area of research and education.The impact of sustainable digital transformation in universities could be perceived as system and systematic. When the intangible but impactful influence is identified/recognized as a system, an applicable conceptual model could become designable and implementable. Conceptual models of digital transformation are vital to universities and business schools to gain sustainability amid rapid technological changes. However, there is paucity of practical, implementable and simple digital transformational models combining technologies, system and educational phenomena. This theoretical gap is sizeable, impactful and non-ignorable.To fulfil this gap, this paper critically examines the need and the association between sustainable digital transformation and its impact in the universities, using an innovative qualitative grounded theory approach which uses three distinct coding procedures namely open, axial and selective followed by transcribing qualitative data. The researchers have proposed a conceptual model for sustainable digital transformation, new propositions by critically reviewing the latest but multiple cases on (a) sustainability (b) digital transformation (c) green technologies and (d) implementable approaches in the education industry/universities. How fast universities could develop dependable business models to cater for the rapid changes amid globalization of education has become an important issue. If the universities can explore a scientific approach to the design-developing conceptual model, then it becomes straightforward for the academic leaders to implement digital transformation process effectively without resource burnouts.The adoption sustainability in digital transformation/information technology is remaining an underdeveloped area. There is a need to develop an innovative architectural design (blueprint) to stimulate sustainable practice, reporting mechanism and its leadership implication. Once universities recognize the digital transformational capabilities, then they could transform into operational effectiveness, which is vital to their business sustainability. This research study points to the effectiveness of using a sustainable blueprint while designing, developing and implementing digital transformation projects in universities. Also, this paper developed numerous value propositions for green implementation of digital transformation as new research studies/potential studies.