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Showing 2 results for Digital Transformation
Strategic Digital Leadership in Construction: Overcoming Organizational Barriers to Sustainable Competitiveness
Hanan Nazzal,
Volume 0, Issue 0 (10-2024)
Abstract
Despite technological advancements (e.g., BIM, AI, IoT), the construction industry exhibits low digital maturity, hindered by persistent managerial challenges, including cultural resistance, rigid hierarchies, and institutional inertia. This study investigates Strategic Digital Leadership (CDiLe) as a catalyst for overcoming these barriers and enabling sustainable competitiveness. Employing a systematic review of 60 peer-reviewed articles (2015-2023) from Scopus, Web of Science, and ProQuest, thematic coding synthesized evidence across theoretical and regional contexts. Findings reveal that CDiLe characterized by participatory leadership, strategic visioning, digital literacy, and resource alignment, facilitates agile, data-driven, and sustainable decision-making. Organizations implementing CDiLe principles demonstrate significant gains, including project efficiency improvements (up to 30%) and reduced delays (by 25%). The study presents an empirically grounded framework for leadership-driven digital transformation, focusing on practical organizational change interventions, particularly in emerging markets. It advances scholarship by reframing digital transformation as fundamentally leadership-led, not merely technology-driven, and offers actionable pathways for firms and policymakers to embed digital strategy into construction management, guiding future empirical validation.
 
Digital Transformation Framework for SMEs: Study of Consumer Goods Wholesale in Indonesia
Hasbullah Hasbullah, Zulfa Fitri Ikatrinasari, Humiras Hardi Purba,
Volume 35, Issue 4 (12-2024)
Abstract
SMEs (Small and Medium Enterprises) play a vital role in developing countries like Indonesia, contributing 12.85% to the GDP. However, Indonesia ranks low in the Global Index of Digital Entrepreneurship Systems by the Asian Development Bank. A study in  Bekasi regency found that nearly 100% of SMEs still rely on conventional systems, facing common issues like low stock accuracy and lack of transparency. While software solutions exist, they often fail to address the real issues SMEs face in the real world. This research aims to create a digital transformation framework tailored to the real issues of SMEs, confirmed by stakeholders. This study used exploratory mixed methods, identifying seven steps for digital transformation: defining customer needs, identifying gaps, setting goals, selecting technology, addressing current problems, planning and financing, and evaluation. These steps cover six dimensions: Customer needs, Processes, Planning and Strategy, Technology, Resources, and Financing. The findings highlight that digital transformation is not just about adopting technology but involves a comprehensive approach grounded in customer needs. This framework offers significant value as a main contribution to academics, practitioners, policymakers, and stakeholders by addressing SMEs’ real-world challenges and ensuring that digital transformation is effective and relevant
 
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