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DIGITAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT: A SYSTEMATIC LITERATURE REVIEW ON STRUCTURAL ADAPTATION, PROCESS INNOVATION, AND CULTURAL READINESS Maria Sampe; Sahrun Asis; Ade Bukti Ramadhan; Syahril; Tetra Hidayati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 4 No. 12 (2025): NOVEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijset.v4i12.1295

Abstract

Digital transformation has emerged as a significant catalyst for change within contemporary organizations, necessitating modifications to strategy, structure, processes, and work culture. This study explores the relationship between digital transformation and organizational development (OD) by emphasizing three critical dimensions: structural adaptation, process innovation, and organizational cultural readiness. Employing a systematic literature review methodology, this study analyzed 25 scholarly articles published between 2021 and 2025. Articles were selected from reputable databases such as Scopus, ScienceDirect, Emerald Insight, and Taylor & Francis based on criteria including publication in indexed journals, a focus on digital transformation and organizational development, and the use of both empirical and conceptual approaches. The findings indicate that the success of digital transformation is contingent on the integration of organizational restructuring, renewal of work processes, and establishment of a technology-adaptive culture. Structural adaptation enhances organizational agility and effectiveness through decentralization and cross-functional collaborations. Process innovation bolsters efficiency and productivity through the digitalization of work systems and enhancement of human resource competencies. Organizational cultural readiness contributes to the sustainability of transformation through continuous learning, digital leadership and team collaboration. This study confirms that organizational development in the digital era no longer prioritizes administrative efficiency but focuses on cultivating adaptive and innovative capabilities that reinforce organizational resilience. Theoretically, this study proposes a Digital Organizational Development (DOD) framework that integrates these three key dimensions as a model for modern organizational development. Practically, the study's findings offer guidance for organizations to balance technology strategies with structural and cultural interventions to achieve effective and sustainable digital transformation.
ORGANIZATIONAL SUPPORT AND INNOVATION CULTURE AS DRIVERS OF JOB SATISFACTION AND EMPLOYEE PERFORMANCE IN INAPORTNET UTILIZATION Maria Sampe; Irsan Tricahyadinata; Heni Rahayu Rahmawati
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 6 No. 1 (2026): February
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.19482884

Abstract

Global public sector digital transformation emphasizes that the success of technology-based systems is determined not only by infrastructure readiness but also by organizational factors and employee psychological conditions. The current literature shows inconsistencies in explaining how organizational support and innovation culture translate into digital performance, particularly in the context of highly regulated bureaucracies. This study aims to integratively examine the influence of organizational support and innovation culture on employee job satisfaction and performance in the use of Inaportnet at KSOP Class I, Samarinda. A quantitative explanatory approach was used with a census method on 54 employees and analyzed using partial least squares (PLS)-based SEM. The results indicate that organizational support and innovation culture significantly affect job satisfaction and performance, with job satisfaction acting as the main mediator. Theoretically, this study integrates social exchange theory and dynamic capabilities in the context of public sector digital transformation. The novelty of this study lies in the confirmation of psychological mediation mechanisms in a high-risk port organization, which tests the limits of the theory's application to digital bureaucracy.