An abundance of individual cases have explored and explained the Digital Transformation and, ultimately, proven its capability to create new value propositions. Moreover, various meta-studies have provided us with classifications and frameworks to synthesize existing knowledge on the topic. Yet, there is a lack of studies integrating industry-specific knowledge and providing orientation in the context of the relevant value-creation processes. Following a systematic literature search on Digital Transformation in the furniture industry, we analyse insights from 85 papers and suggest a theory-driven framework consisting of 5 focal areas: sources of disruption, strategic responses, value creation transformation, technical application, and obstacles to the implementation. Based on the framework, we structure and elaborate on the existing body of research and identify avenues for further research.