Institutional Constraints In Digital Transformation Project Delivery: A Cross-Sector Qualitative Study In Indonesia
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Abstract
Purpose: This study examines how institutional constraints shape digital transformation project delivery across private-sector, state-owned enterprise (SOE), and government contexts in Indonesia, with particular attention to how institutional governance structures influence project delivery rhythms across different organizational settings.
Design/methodology/approach: The study uses a qualitative multiple-case design based on seven Indonesian digital transformation consulting projects. The analysis draws on 487 coded interview segments, 82 coding nodes, and 69 themes. Cross-case comparison was used to identify how delivery constraints vary across project phases and institutional settings. The findings are intended to provide an analytical rather than statistical generalization of institutional patterns in digital transformation delivery.
Findings: Three sectoral patterns are identified. SOE projects were dominated by upstream planning-contract constraints, including contractual ambiguity, scope vagueness, and difficulty translating strategic transformation intent into project terms. Government projects were dominated by downstream UAT and deployment constraints, where procedural validation and acceptance routines shaped project closure. Private-sector projects showed dual pressure between delivery speed and scope clarity. Across sectors, agile delivery was often constrained by institutional approval rhythms, creating a mismatch between adaptive project execution and organizational governance requirements.
Originality/value: The study reframes digital transformation project delivery as an institutional problem rather than only a technical or managerial problem. It introduces the concept of delivery rhythm–institutional rhythm alignment as a mechanism for understanding how governance structures shape project execution across sectors. The study contributes cross-sector qualitative evidence from Indonesia and shows why IT consultants need sector-sensitive delivery governance rather than one-size-fits-all project controls.
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References
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