Dobrovnik, M.; Herold, D. M. and Kummer, S. (2026) Perception differences in dynamic capabilities for digital supply chain transformation across managerial hierarchies: A DEMATEL-based analysis in the construction industry. Construction Innovation, 26(9), pp. 204-232. ISSN 1471-4175
Abstract
Purpose – Digital transformation in construction supply chains requires the coordinated development of dynamic capabilities. While prior research identifies digital sensing, seizing and transforming as critical enablers of strategic renewal, limited attention has been paid to how these capabilities are perceived and aligned across hierarchical levels. This study aims to examine how dynamic capabilities for digital transformation are interpreted, prioritised and linked by managers, digital change agents and operational staff in the construction industry. Design/methodology/approach – Digital dynamic capabilities were categorised into sensing, seizing and transforming dimensions. Perceptual data were collected from 74 respondents across three hierarchical groups within a construction firm operating in German and Austrian markets. The Decision-Making Trial and Evaluation Laboratory (DEMATEL) method was applied to model perceived interdependencies and cause–effect relationships between capabilities. Statistical tests were conducted to analyse differences in perceived capability manifestations within and across hierarchical levels. Findings – The analysis shows that substantial perceptual divergence exists across hierarchical levels. Senior managers frame digital capabilities primarily as strategic enablers of competitiveness and long-term positioning, digital change agents adopt an intermediary implementation-oriented perspective and operational staff evaluate capabilities through their immediate impact on workflows and routines. Originality/value – This study advances dynamic capability research by empirically modelling non-linear interdependencies between digital capabilities in a construction context. It extends micro foundational perspectives by demonstrating how hierarchical position shapes cognitive construction and prioritisation of dynamic capabilities. Methodologically, the study introduces DEMATEL as a systematic approach to modelling perceived causal structures in construction management research.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | capabilities; digital transformation; dynamic; innovation; managerial perceptions |
| Index terms: | transformation, decision-making, management research, dynamic capability, implementation, causal structure, markets, agent, methodology, dimension, workflow, statistical test, laboratory, construction industry, renewal, modelling, competitiveness, manager, construction firm, intermediary, construction supply chain, routine |
| Subjects: | market analysis, renovation and retrofit, decision analysis, organization, analytical methods, research design and methodology, health monitoring assessment and metrics, sociology, practitioner, business, research management, statistical analysis, economic analysis, structural engineering, contractual arrangements, management, research methods, industry analysis, construction logistics |
| Topics: | Business Strategy, Health and Safety, Roles and Professions, Procurement, Research Practice, Organizational Design, Supply Chain Management, Risk Management, Engineering Principles |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here