How do digital platform affordances drive digital transformation among project-based firms in engineering consulting? The mediating role of value co-creation

Purpose For engineering consulting firms that rely on project delivery, digital transformation has become an important pathway for enhancing project delivery capabilities and strengthening competitive advantage. However, due to cross-organizational collaboration and multi-project environments, digital technology investment does not necessarily improve transformation performance. Based on technology affordance actualization theory, this study aims to explore how digital platform affordance enhances digital transformation performance. Design/methodology/approach Based on the theory of technology affordance actualization, this study develops a model linking digital platform affordances, platform-based value co-creation and digital transformation performance. Platform-based value co-creation is examined from two dimensions: owner value co-creation and delivery partner value co-creation. Using survey data from 264 engineering consulting firms, the research hypotheses were empirically tested using hierarchical regression. Findings The results indicate that digital platform affordance positively affects digital transformation performance. Both owner value co-creation and delivery partner value co-creation mediate this relationship, with the mediating effect of delivery partner value co-creation being slightly stronger. Originality/value This study extends digital transformation research in project-based firms by revealing the mechanism through which digital platform affordance drives transformation performance. It further highlights the role of platform-based value co-creation and distinguishes the differential effects of owner and delivery partner value co-creation, providing theoretical and practical implications for digital transformation in project-based firms.