Conceptual model for implementation of digital transformation and organizational structure in the construction sector

Abstract

The construction sector has historically had lower productivity rates than other industries. This situation has led to the implementing new technologies and tools to increase the sector's added value. One of the significant trends has been digital transformation, adopting technological methodologies such as Building Information Modeling (BIM), Drones, Automation, Apps, the Internet of Things, and Big Data. Implementing these technologies has improved processes; however, this change process has been slow and gradual and has not generated radical transformations. One of the most significant problems is the resistance to change at the organizational level. Therefore, the primary goal of this research is to analyze the interaction between organizational structure and digital transformation; this relationship could substantially improve construction services and products. A survey was designed and distributed to companies in the Colombian construction sector, using 13 variables that impact digital transformation and organizational structures. Three hundred thirty-two valid responses were collected; they were analyzed using descriptive statistics, factorial analysis, and logistic regressions. The results show that the main aspects impacting the digital transformation processes are Employee Training and Development, Promotion Opportunities, Business Strategy, Leadership Styles, Cloud Services, and Integrated Organizational Innovation. Companies should understand the advantages of digital transformation and the necessary changes to reach an optimal organizational structure; these improvements will directly relate to improving construction services and products.

Keywords

• Digital Transformation
• Organizational Structure
• Organizational Culture
• Construction sector