THE DIGITAL ORGANIZATION TRANSFORMATION (DOT) MODEL: BRIDGING DIGITAL TRANSFORMATION AND ORGANIZATIONAL STRUCTURES IN CONSTRUCTION FIRMS

Abstract

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.