Aug 2026· Journal of Hospitality Accommodation Management (JHAM)· Vol 5, pp. 173-188· 0 citations
TL;DR
Findings show digital transformation was implemented through the OYO OS system, staff training, standardized operating procedures, and digital marketing, improving occupancy, service efficiency, and online ratings, but the hotel faced structural challenges, most notably centrally controlled dynamic pricing and overbooking risks.
Abstract
Independent budget hotels face significant challenges transitioning to digital operations, making partnerships with platforms like OYO a widely adopted strategy. Using a single case study of a budget hotel partnered with OYO since 2020, this study describes the implementation of digital transformation through OYO's business model, examines its impact on operational performance, and identifies the challenges faced. A qualitative approach was employed through semi-structured interviews with four informants: the Hotel Manager, Demand Manager, Front Office Staff, and Marketing Staff. Findings show digital transformation was implemented through the OYO OS system, staff training, standardized operating procedures, and digital marketing, improving occupancy, service efficiency, and online ratings. However, the hotel faced structural challenges, most notably centrally controlled dynamic pricing and overbooking risks, with further analysis revealing that limited control over platform policies specifically manifested as restricted involvement in promotional content and structural dependency on the platform. Notably, the platform informant suggests this dependency may be transitional, as hotels often pursue independence once occupancy stabilizes. The study recommends strengthening contract negotiations and independent marketing channels. The study recommends strengthening contract negotiations and independent marketing channels, and contributes to the platform-dependency literature by highlighting the potentially transitional, resource-conditional nature of hotel dependence on platform partners.
Purpose — This study aims to explore the implementation of digital transformation in Micro, Small, and Medium Enterprises (MSMEs) within remote 3T (Disadvantaged, Frontier, and Outermost) regions, specifically focusing on Wamena, Papua Pegunungan, and to analyze the impact of Business Information System Orchestration, Human Resource Capability, Financial Capability, and Government Policy Support on digital transformation in MSMEs. This study views digital transformation as a strategic step that emphasizes not only technology use but also MSMEs' potential. The focus is on resource integration, competency development, fund management, and the utilization of the policy ecosystem.
Design/methodology/approach — This study employs a quantitative, cross-sectional survey approach. Data were collected via a structured questionnaire administered to owners or managers of MSMEs that have utilized at least one type of digital technology in their business operations. The study population includes MSMEs in the trade, services, household production, agribusiness, and creative economy sectors across Wamena, Papua Pegunungan. Using purposive sampling, the study collected 238 valid questionnaires for analysis. Data processing used partial least squares structural equation modeling (PLS-SEM), including testing the measurement model, structural model, coefficient of determination, effect sizes, and predictive relevance.
Findings — The analysis shows that Business Information System Orchestration, Human Resource Capability, Financial Capability, and Government Policy Support have positive and significant effects on the digital transformation of MSMEs. Business Information System Orchestration emerges as the strongest predictor, followed by Human Resource Capability, Government Policy Support, and Financial Capability. The model explains 68.4% of the variance in MSME digital transformation. These findings indicate that successful digital transformation depends not only on acquiring technology but also on integrating systems, people, financial resources, and institutional support.
Practical implications — MSME entrepreneurs must develop a digital roadmap that links business needs with information systems to improve employees’ digital literacy and skills, allocate a budget for gradual transformation, and take advantage of government training programs, funding, mentoring, and facilities. The government needs to formulate integrated, accessible, needs-based policies accompanied by ongoing mentoring, particularly for MSMEs facing infrastructure and resource constraints.
Originality/value — This study presents an empirical model that integrates resource orchestration, dynamic capabilities, and the technology-organization-environment framework to explain the digital transformation of MSMEs in remote geographic areas with severe infrastructure limitations. The novelty of this study lies in simultaneously testing four key factors in the context of MSMEs in remote areas of Eastern Indonesia, which have received relatively less attention in digital transformation studies than large companies and regions with better digital infrastructure.
Paper type — Research Paper
Tati Haryati, Rudihartono Ismail, Nurhasanah Aini et al.· The International Journal of...· 0 citations
For many business-to-business (B2B) organisations, customer relationship management (CRM) initiatives present a significant challenge in the context of digital transformation, particularly for sales performance organisations (SPOs) with large user bases compared to the workforce. Recent reports show that around half of all CRM projects in the DACH region – Germany (D), Austria (A), and Switzerland (CH) – are unsuccessful. Existing research reveals that current frameworks are highly operational and technology-driven. This thesis, therefore, aims to investigate how CRM strategies are developed, implemented, evaluated, and controlled in B2B SPOs in the DACH region. The study adopted a qualitative, exploratory approach and conducted semi-structured interviews with 23 participants from two central target groups: CRM strategy consultants and CRM project managers. The linguistic material generated through these interviews was analysed using reflexive thematic analysis to develop the thematic structure. Firstly, this research found that five of the nine existing CRM strategy dimensions could be refined and expanded, and four new, underrepresented dimensions were identified. Secondly, the CRM strategy process was considered holistically, with the development, operationalisation, and evaluation of the CRM strategy systematically linked in seven-, eight-, and six-step processes, respectively. Objectives and key results (OKRs) were identified as the central method for aligning the fundamental CRM strategy, development, operationalisation, and evaluation. Thirdly, 13 central, actionable and controllable CRM strategy levers were developed that could be organised procedurally along the CRM strategy and dimensionally in a heat map. This study has successfully transformed the abstract concept of CRM strategy, shifting it from an isolated, technological implementation framework to a coherent, process-based, continuous CRM strategy transformation framework. This thesis contributes to the development of theory in the CRM strategy field, building on the proposed CRM strategy framework and conceptual insights, and provides guidance to management, practitioners, and policymakers in the context of the B2B DACH region.
This study aims to address limited understanding of how multiple organizational determinants work together to explain performance outcomes among software-as-a-service (SaaS) providers by clarifying how these determinants align with sensing, seizing and transforming.
H. Lee, M. Matanda· Journal of Business & In...· 0 citations
The development of digital technology has brought significant changes to business competition patterns, including in the Micro, Small, and Medium Enterprises (MSMEs) sector. MSMEs in the culinary sector are required to be able to carry out digital-based business innovations to maintain business continuity and increase competitive advantage. This study aims to analyze the digital-based business innovation strategies implemented by MSMEs in the culinary sector at the Lhokseumawe City Sunday Festival and identify supporting factors and obstacles in the digital transformation process. This study uses a qualitative approach with a case study method. Research informants consisted of culinary MSMEs, Festival Ahad managers, local government, and consumers. Data collection techniques were carried out through interviews, observation, and documentation. The results show that the digital business innovation strategies implemented by culinary MSMEs at the Sunday Festival include utilizing social media as a marketing tool, using digital payments, strengthening digital branding, product packaging innovation, and increasing customer interaction through digital platforms. The implementation of these strategies has a positive impact on market expansion, improving services, and strengthening the competitive position of MSMEs. However, the study also found several obstacles such as limited digital literacy, human resource capabilities, and limited capital in technology development. This study concludes that digital-based business innovation is a crucial strategy for culinary MSMEs in facing modern business competition. Support from the government, universities, and the business community is needed to accelerate the sustainable digital transformation of MSMEs.
This study aims to elucidate the impact of digital transformation on the competitive advantage
of small and medium-sized enterprises (SMEs) in Vietnam, based on the perspectives and lived
experiences of senior managers. Adopting a qualitative research method with a multiple case
study strategy, data were collected through 16 semi-structured in-depth interviews with leaders
and analyzed thematically. The results indicate that digital transformation is not merely a costoptimization tool but has become a strategic lever that redefines competitive advantage,
shifting from price-based competition to competition based on speed, customer experience, and
flexibility. Key impacts include: enhancing operational efficiency through automation,
personalizing customer relationships via data analytics, enabling data-driven decisionmaking, and facilitating the experimentation of new business models. In terms of practical
implications, the study emphasizes that the success of digital transformation depends more on
the mindset shift of leadership and organizational culture than on technology. It also suggests
that SMEs should prioritize projects with a clear return on investment (ROI) and that
policymakers should provide more substantive support in consulting and training. The
originality of this research lies in its use of an interpretive approach to deeply explore the
perceptions of managers within an emerging economy, thereby providing a practical, humancentric perspective that complements previous quantitative studies
Chu The Tiep· International Journal of Eco...· 0 citations
Digital transformation is essential for sustaining culture-based MSMEs. However, Sasirangan MSMEs in Banjarmasin City continue to face limited digital literacy, weak digital branding, underutilized marketplaces, and manual business management. This study aims to formulate priority digital transformation strategies for improving their business sustainability. A qualitative descriptive design was employed by integrating SWOT analysis with the QSPM. Data were collected through interviews, observations, and documentation involving 18 informants, comprising 15 Sasirangan MSME owners or managers, representatives of the Cooperatives and MSMEs Office and South Kalimantan Dekranasda, and a digital marketing practitioner. The results show a relatively strong internal position, with an IFE score of 2.57, and favorable external conditions, with an EFE score of 2.98. Priority strategies include improving digital literacy and marketing capabilities, strengthening digital branding, optimizing marketplaces, digitizing payments and bookkeeping, and enhancing stakeholder collaboration. Implementing these strategies can strengthen competitiveness, preserve Banjar cultural identity, and support the long-term sustainability of Sasirangan MSMEs.
Anhar Yani, Made Setena, Karona Cahya Susesa· International Journal of App...· 0 citations
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