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Navigating the Challenges of Digital Transformation in Traditional Organization

APTISI Transactions on Management (ATM) · Vol. 8 No. 3 (2024) · hlm. 186–194

DOI
10.33050/atm.v8i3.2349
ISSN
2622-6804, 2622-6812
Terbit
2024-09-30
Penerbit
Pandawan
Bahasa
en
Lisensi
creativecommons.org/licenses/by-sa/4.0

Abstrak

Digital transformation has become a critical strategy for traditional organiza- tions to maintain competitiveness in an increasingly technology-driven market. Technologies such as fintech, blockchain, artificial intelligence (AI), and cloud computing have significantly reshaped operational efficiency and customer en- gagement within these organizations. However, traditional organizations, characterized by their legacy systems and hierarchical structures, encounter various challenges in adopting these technologies. This study primarily aims to explore the key barriers that hinder digital transformation in traditional organizations and to propose effective strategies for overcoming these challenges. Utilizing a comprehensive literature review from 2018 to 2023, this research examines key studies on digital transformation in traditional business contexts. The find- ings reveal major challenges, including organizational inertia, skills gaps, de- pendency on outdated systems, and leadership deficiencies. To address these barriers, the study proposes strategies such as leadership development, work- force retraining, and investment in modern digital infrastructure. The results suggest that successful digital transformation requires a multifaceted approach, aligning technological adoption with organizational culture and sustainability goals. This research provides valuable insights for traditional organizations nav- igating the complexities of digital transformation.

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  • Universitas Raharja
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  • Organisasi berbeda
  • Organisasi sama
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Rekan penulisOrganisasiArtikel bersama
Nuke Puji Lestari SantosoUniversitas Raharja1
Nanda SeptianiAfiliasi tidak diketahui1
Nuraini Diah NoviatiAfiliasi tidak diketahui1
Fengki Eka PutraAfiliasi tidak diketahui1
Sadan SadanAfiliasi tidak diketahui1
Untung RahardjaAfiliasi tidak diketahui1
Tio NurtinoAfiliasi tidak diketahui1
Bhima BhimaAfiliasi tidak diketahui1
M. Zaki FirliAfiliasi tidak diketahui1
Brigitta CallulaAfiliasi tidak diketahui1
Natasya Aprila YusufAfiliasi tidak diketahui1
Eiser Aaron BeldiqAfiliasi tidak diketahui1
Ninda LutfianiUniversitas Raharja1
Qurotul AiniUniversitas Raharja1
Rusli Ginting MuntheAfiliasi tidak diketahui1
Iky Van PersieAfiliasi tidak diketahui1
Fajriannoor FananiAfiliasi tidak diketahui1
Lena MagdalenaAfiliasi tidak diketahui1
Muhammad Saiful HadiAfiliasi tidak diketahui1
Santiago RamirezAfiliasi tidak diketahui1
Aoliyah FirasatiAfiliasi tidak diketahui1
Susanti DewiAfiliasi tidak diketahui1
Laras SitoayuAfiliasi tidak diketahui1
Agung RizkyAfiliasi tidak diketahui1
Zinhle NdlovuAfiliasi tidak diketahui1
Anita EkawatyAfiliasi tidak diketahui1
Taavi KuuskAfiliasi tidak diketahui1
PrianditoAfiliasi tidak diketahui1
Suryari PurnamaAfiliasi tidak diketahui1
Sirje NurmAfiliasi tidak diketahui1
SuhandiAfiliasi tidak diketahui1
Umi RusilowatiAfiliasi tidak diketahui1
Cicilia Sriliasta BangunAfiliasi tidak diketahui1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://ijc.ilearning.co/ATM/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Navigating the Challenges of Digital Transformation in Traditional Organization</dc:title>
	<dc:creator xml:lang="en">Maratis, Jerry</dc:creator>
	<dc:creator xml:lang="en">Ramadan, Ahmad</dc:creator>
	<dc:creator xml:lang="en">Rahmania Az Zahra, Achani</dc:creator>
	<dc:creator xml:lang="en">Ahsanitaqwim, Ridhuan</dc:creator>
	<dc:creator xml:lang="en">Bennet, Daniel</dc:creator>
	<dc:creator xml:lang="id">Bennet, Daniel</dc:creator>
	<dc:subject xml:lang="en">Digital Transformation</dc:subject>
	<dc:subject xml:lang="en">Traditional Organizations</dc:subject>
	<dc:subject xml:lang="en">Leadership</dc:subject>
	<dc:subject xml:lang="en">Workforce Retraining</dc:subject>
	<dc:subject xml:lang="en">Legacy Systems</dc:subject>
	<dc:description xml:lang="en">Digital transformation has become a critical strategy for traditional organiza- tions to maintain competitiveness in an increasingly technology-driven market. Technologies such as fintech, blockchain, artificial intelligence (AI), and cloud computing have significantly reshaped operational efficiency and customer en- gagement within these organizations. However, traditional organizations, characterized by their legacy systems and hierarchical structures, encounter various challenges in adopting these technologies. This study primarily aims to explore the key barriers that hinder digital transformation in traditional organizations and to propose effective strategies for overcoming these challenges. Utilizing a comprehensive literature review from 2018 to 2023, this research examines key studies on digital transformation in traditional business contexts. The find- ings reveal major challenges, including organizational inertia, skills gaps, de- pendency on outdated systems, and leadership deficiencies. To address these barriers, the study proposes strategies such as leadership development, work- force retraining, and investment in modern digital infrastructure. The results suggest that successful digital transformation requires a multifaceted approach, aligning technological adoption with organizational culture and sustainability goals. This research provides valuable insights for traditional organizations nav- igating the complexities of digital transformation.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2024-09-30</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ijc.ilearning.co/ATM/article/view/2349</dc:identifier>
	<dc:identifier>10.33050/atm.v8i3.2349</dc:identifier>
	<dc:source xml:lang="en">APTISI Transactions on Management (ATM); Vol. 8 No. 3 (2024): September; 186–194</dc:source>
	<dc:source xml:lang="id">APTISI Transactions on Management (ATM); Vol 8 No 3 (2024): September; 186–194</dc:source>
	<dc:source>2622-6804</dc:source>
	<dc:source>2622-6812</dc:source>
	<dc:source>10.33050/atm.v8i3</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://ijc.ilearning.co/ATM/article/view/2349/855</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2024 Jerry Maratis, Ahmad Ramadan, Achani Rahmania Az Zahra, Ridhuan Ahsanitaqwim, Daniel Bennet (Author)</dc:rights>
	<dc:rights xml:lang="en">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>