Perception differences in dynamic capabilities for digital supply chain transformation across managerial hierarchies: a DEMATEL-based analysis in the construction industry

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.