What Is Digital Organizational Culture? Insights From Exploratory Case Studies

Whilst Information Systems research has focused on how products, processes, and organizations have to be transformed in the digital age, we know little about how and why the organizational culture of firms needs to be -˜digitalized’. Drawing on the organizational culture model by Edgar Schein, we analyze data from eleven cases across various industries to identify the facets of digitalizing firms’ organizational cultures. Specifically, we explore their Artifacts, Espoused Beliefs and Values, and Underlying Assumptions. Our study contributes by delineating a -˜digital organizational culture’ that underpins the motivation for firms to digitalize

Digital Innovation Culture: A Systematic Literature Review

Digitalization increases the pressure for companies to innovate. While current research on digital transformation mostly focuses on technological and management aspects, less attention has been paid to organizational culture and its influence on digital innovations. The purpose of this paper is to identify the characteristics of organizational culture that foster digital innovations. Based on a systematic literature review on three scholarly databases, we initially found 778 articles that were then narrowed down to a total number of 23 relevant articles through a methodical approach. After analyzing these articles, we determine nine characteristics of organizational culture that foster digital innovations: corporate entrepreneurship, digital awareness and necessity of innovations, digital skills and resources, ecosystem orientation, employee participation, agility and organizational structures, error culture and risk-taking, internal knowledge sharing and collaboration, customer and market orientation as well as open-mindedness and willingness to learn

INSPIRING DIGITAL TRANSFORMATION: AN INTEGRATIVE LEADERSHIP COMPETENCY FRAMEWORK

Leadership inspires digital transformation. Values, skills, and behaviors of leaders are key in driving and leading organizational development processes. The aim of this study was to examine the existing scientific research and develop an integrative framework focused specifically on leadership competencies for digital transformation. For this purpose, a systematic literature review based on Web of Science and Scopus databases has been conducted. In order to analyze and synthetize the qualitative data, the method of content analysis was used. The identified leadership dimensions (competencies) are: why (vision, innovation, flexibility); what (understanding digital technologies, empowerment, collaboration); and how (multiple intelligences, experimentation, continuous learning). The resulting competency framework can be used in the field of business management by leadership and organizational development specialists, educators, as well as current and aspiring leaders of digital transformation. By implementing a proposed future research agenda, the presented results can be further validated, compared and contextualized

Digitalisation and temporary agencies: Impact on the business model and internal organisation

This study investigated the potential impact of upcoming technologies on the business model of temporary agencies, as well as the required organisational changes to effectively digitalise. Although this research does not focus on temporary agencies in hospitality specifically, the outcomes underline previous research undertaken by others on the future of hospitality jobs, in which for example artificial intelligence-driven technology is identified as a disruptor in the labour market. For this research, semi-structured interviews were conducted with industry experts and digitalisation experts. The main findings of this study are that technologies like artificial intelligence (AI), the Internet of Things and blockchain will have a large impact on temporary agencies – mostly on back-office processes, which will be made more efficient and less labour intensive. To effectively digitalise, cultural elements are of importance, such as a strong customer centricity and well-defined change management trajectories. Additionally, C-level executives (e.g. CEO, CFO, COO, etc.) diversity, digital savvy and willingness to invest are key elements. The positive effects of digitalisation should be clearly communicated: it will make work more fun, easier, and it will free up time to spend on human contact and teamwork. The key to success is adopting the opportunities that digitalisation brings, but making a difference by building true human connections

Activities to Build a Digital Corporate Culture–A Multiple-case Study on the Prerequisites for Digital Innovation

Digital innovation enables competitive advantage by seizing new digital opportunities. Therefore, it is crucial for organizations to be prepared and aligned to manage digital innovation initiatives. To create the conditions for digital innovation, companies need the capability to develop a digital corporate culture. Recent research has explored this ability in different contexts, but there is little in-depth knowledge on how organizations develop a digital culture. We conducted a multiple-case study focusing on companies’ practices for developing a digital corporate culture and thus creating the prerequisites for digital innovation. We identified six key activities that support the building of digital skills and the development of a suitable organization for digital innovation projects. Furthermore, we provide a comprehensive picture of these key activities that reveals interactions, relationships, and contexts. Our results provide a better understanding of the relationship between the capability to develop a digital culture and digital innovation initiatives in organizations

The factor influencing the developpement of a digital culture : A case study directions of Ministry of commerce

تهدف هده الورقة البحثية إلى التعرف على العوامل المؤثرة في بناء الثقافة الرقمية وتتضمن الدراسة عرضا للجانب النظري حول دور الثقافة الرقمية و أهمية العوامل المقترحة في بنائها  وجانب تطبيقي يتناول مدى استجابة المنظمة محل الدراسة و المتمثلة في  وزارة التجارة بمختلف مديرياتها المركزية و الولائية  للعوامل المؤثرة التي تساعدها في إرساء ثقافة رقمية و نجاح خطة التحول الرقمي لديها .تم جمع البيانات حول الممارسة التطبيقية لهده العوامل عن طريق استبيان الكتروني تحصلنا من خلاله على 264 إجابة من 35 مديرية ولائية ومن مديريات مركزية تابعة للوزارة، بعد عملية فرز للإجابات اعتمدنا على 216 إجابة قمنا بمعالجتها باستخدام برنامج SPSS والنمذجة البنائية لAMOS. توصلت نتائج الدراسة إلى إبراز  دور الانفتاح نحو التغيير كوسيط جزئي يربط العوامل المقترحة لبناء ثقافة رقمية في حين غاب دور القيادة التحويلية الرقمية كوسيط ثاني حيث من الملاحظ أنه مازال هدا المفهوم غائب في الميدان لكن أثبتنا نظريا نجاعته وأهميته في قيادة التغيير بالمنظمة.This research paper aims to identify the factors affecting to building digital culture. The study includes a presentation of the theoretical aspect about the role of digital culture and the  importance of the proposed factors building a digital culture and an applied aspect that addresses the extent of the ministry’s response in its various central and state directorates to influencing factors that help it establish a digital culture And the success of the digital transformation plan that you strive for, We collected 264 answers from 35 state departments and central directorates of the Ministry After the sorting process, the answers were216, We processed it using a program SPSS and by the structural modeling of the program. The results of the study reached the theoretical side of the field reality through the role of openness towards change as a partial medium linking the proposed factors to build a digital culture while the role of digital transformative leadership as a second medium is absent, it is noted that this concept is still absent in the field but we have theoretically demonstrated its efficacy and importance in driving change Therefore, one of the most important recommendations was the necessity for organizations to respond to the new concepts of managers and employees as a whole

E-Leadership: Unveiling the Role of Digital Era Leadership in Enhancing Employee Performance in Higher Education Institution

This study examines the role of E-Leadership, a leadership concept in the digital era on employee performance in higher education institutions. It investigates the impact of management information systems, digital culture, and work discipline. The research methodology is Structural Equation Modelling (SEM) based on Partial Least Squares (PLS). The sample consists of 120 participants who work as Educational Staff at Pancasakti University, Tegal, Indonesia. Data analysis uses the SmartPLS v.4 software with the Second Order method. The findings of the study indicate that: 1) management information system has a positive impact on employee performance, 2) digital culture has a positive impact on employee performance, 3) work discipline has a positive impact on employee performance, 4) E-Leadership moderates the influence of management information systems on employee performance, 5) E-Leadership does not moderate the influence of digital culture on employee performance, and 6) E-Leadership does not moderate the influence of work discipline on employee performance

Digital capabilities and innovation capabilities in Vietnamese SMEs

The objective of the study is to clarify the influence of digital capabilities on innovation capability, considering the direct and indirect impacts of digital leadership and digital culture in small and medium enterprises (SMEs) in Vietnam. The study used a mixed research method including qualitative with in-depth interviews and quantitative with Partial Least Squares Structural Equation Model (PLS-SEM) to analyze 271 responses. Research results show that digital capabilities have a positive impact on SMEs’ innovation capability. Digital leadership and digital culture also, directly and indirectly, affect firms’ digital capabilities and innovation capabilities. From there, the study confirms the theoretical contributions as well as proposes suggestions for SMEs to develop digital capabilities, and as a result, to develop innovation capabilities

Presenting and Explaining the Organizational Performance Model Based on the Digital Status of the Organization in the Corona Eera with the Foundation Data Approach in the Ministry of Samt

Digital transformation, which has always been important as a fundamental and strategic action in organizations, has become more important in recent years following the outbreak of coronavirus and the pressures of the coronavirus epidemic have accelerated the efforts of organizations to create digital transformation. The purpose of this study is to design an organizational performance model based on the digital status of the organization in the Corona era with the data foundation approach in the Ministry of Silence. This research was conducted with a qualitative-inductive approach and the method of Strauss-Corbin contextual theory. The research tool (data collection) was a semi-structured interview. Using the grounded theory method, the data obtained from interviews with 27 elites and qualified specialists of the Ministry of Silence were analyzed in three stages of open, axial, and selective coding. 18 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors, organizational factors, technological factors, and environmental factors) central phenomenon (digital status of the organization), underlying conditions (digital context, management context, individual context, technology context), conditions Intervener (individual factors, cultural factors, and organizational factors) and strategies (individual strategy, managerial strategy, and organizational strategy) and consequences (individual results, organizational results, and social results)

Strategic design of culture for digital transformation

Industrial organizations need to take a cultural leap in order to integrate social systems with rapidly evolving digital technologies. Subsequently, aspiration for digital transformation enabled by organizational culture is ubiquitous; however, guidance in the literature on how to refresh the culture in pursuit of digital transformation strategy is underdeveloped. We conducted a diagnostic multi-case study on the organization culture in three globally renowned industrial organizations undergoing digital transformation strategy implementation. Through thematic analysis of qualitative data, we identified cultural artefacts, values in action, and assumptions that industrial organizations should refresh to enable digital transformation. It was found that forerunner industrial organizations’ approach to culture is strategically proactive and thoughtful. Furthermore, their leaders employed culture as a social control system for digital technology adoption. The research findings are summarized as an exploratory framework for the strategic design of culture for the purpose, governance, ecosystem, and organization of sociotechnical systems.© 2024 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).fi=vertaisarvioitu|en=peerReviewed