TECHNOLOGY-DRIVEN DIGITAL TRANSFORMATION IN B2B SALES: A CASE STUDY OF PT. RIYADI EMART INDONESIA IN INDONESIA’S MANUFACTURING SECTOR
Keywords:
Digital Procurement, B2B E-commerce, Technology Adoption, UTAUT, Diffusion of Innovation, Institutional Theory, Case Study.Abstract
Digital procurement is a critical enabler of efficiency in B2B markets, yet its adoption remains inconsistent, especially within emerging economies. This study investigates the barriers to this adoption through a qualitative case study of PT. Riyadi Emart Indonesia (REI), a B2B industrial distributor. Using an integrated framework of Diffusion of Innovation (DOI), the Unified Theory of Acceptance and Use of Technology (UTAUT), and Institutional Theory, the research analyzes interview data, operational platform records, and comparative analysis between SMEs and large manufacturers.
The findings reveal that limited adoption stems not from technological shortcomings but from institutional misalignment, cultural norms favoring relationship-based procurement, organizational constraints, and varied customer capabilities. SMEs struggle primarily with effort expectancy and facilitating conditions, while large enterprises face barriers related to compatibility and governance. These interacting factors suppress usage despite recognized performance benefits.
In response, the study proposes a multi-level adoption framework, recommending strategies to enhance institutional legitimacy, strengthen organizational incentives, and improve platform compatibility and usability. This research contributes to management literature by demonstrating how theory-driven analysis can inform actionable digital transformation strategies, offering practical guidance for aligning digital platforms with institutional and behavioral realities in emerging markets.
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