The dynamics of organizational culture: the case of culture work in a digital hospital

Abstract

With the increasing infusion of information systems through organizations, a dynamic understanding of the relationship between cultural values and artifacts is critical. This paper responds to calls to explore organizational culture from a dynamic view rather than the traditional static approach. We performed a case study using grounded theory principles of a digital transformation of a large, acute-care hospital in Australia. Our analysis reveals new insights into the dynamic relationship between the values of the new system (artifact) and the values of the organization, referred to as retroactive and proactive realization respectively. We extend past research by developing a process model that reveals how different types of culture work - the actions and doings through which culture is created, maintained, and disrupted - are invoked during realization processes. This research deepens our understanding of the realization process and the alignment literature with implications for research and practice