Digital Transformation for Engineering Construction SMEs: The Role of Transformational Leadership, Organizational Support, and Culture in Employees’ Behavioral Intention to Use Information Systems

Digital transformation in construction small and medium-sized enterprises (SMEs) depends on employees’ willingness to use information systems in their daily work. This study examines the role of transformational leadership (TL) and perceived organizational support (POS) in employees’ behavioral intention to use information systems in Chinese engineering construction SMEs. It also considers the mediating role of perceived usefulness (PU) and perceived ease of use (PEOU) and the moderating role of organizational culture. A total of 361 valid responses were collected from employees in Chinese engineering construction SMEs. The results show that TL and POS both act as organizational drivers of employees’ adoption intention. TL influences BI by improving employees’ cognitive evaluation of information systems through PU and PEOU. POS provides resource-based support to help employees feel more confident using these systems. OC further conditions how employees respond to leadership and support signals during digital transformation. These findings suggest that technology acceptance in engineering construction SMEs is shaped by both individual technology beliefs and organizational conditions. This study extends technology acceptance research by making the Theory of Planned Behavior more concrete through managerial and support mechanisms. It also provides practical guidance for SME managers seeking to support digitalization through clear leadership communication, targeted resource support, and a learning-oriented culture.