Author(s)

Tianyu Ding ¹

Affiliation(s)

¹ City University of Macau, Macao SAR, China

Corresponding Author

Tianyu Ding

ABSTRACT

Digital transformation in manufacturing frequently fails due to organizational friction and misaligned structures, not technological limitations; while firms invest heavily in digital supply chain platforms, the organizational scaffolding—the formal and informal structures that enable cross-functional collaboration—often remains unchanged, constraining the value creation potential of digital investments. This conceptual paper therefore develops a framework for Internal Value Co-creation (IVCC) that explains how organizational design, cross-functional integration, and digital platforms interact to enable firms to realize the full value of digital supply chain transformation. Synthesizing insights from organizational design theory, value co-creation literature, and socio-technical systems theory, we develop a set of theoretically grounded propositions that specify how organizational scaffolding enables or constrains digital value creation. 

KEYWORDS

Digital Transformation; Organizational Design, Value Co-creation; Supply Chin Management; Cross-functional Integration; Socio-technical Systems

CITE THIS PAPER

Tianyu Ding. Redefining the Organizational Scaffolding for Digital Supply Chain Transformation: A Model for Internal Value Co-creation. Information Systems and Economics (2026). Vol. 7, No.1, 186-196. DOI: http://dx.doi.org/10.23977/infse.2026.070120.

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