The Human Factor in Digital Value Realization: Modeling Behavioral Barriers to Transformation

Abstract

This paper examines the role of human and behavioral factors in digital value realization within organizational digital transformation initiatives. Drawing on a comprehensive review of extant literature, the study synthesizes insights on behavioral barriers spanning individual resistance to change, organizational culture, leadership dynamics, and cognitive biases affecting technology perception. The analysis highlights how human behaviors mediate the translation of digital capabilities into realized organizational value and shape value co-creation processes in digital contexts. The findings underscore that digital transformation success depends not only on technological deployment but on human readiness, engagement, and cultural alignment. The paper concludes by outlining practical implications for organizations seeking to adopt more human-centric approaches to digital transformation and identifies directions for future research.