Digital Organizational Culture: Contributions to a Definition and Future Challenges (original) (raw)
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What Is Digital Organizational Culture? Insights From Exploratory Case Studies
Proceedings of the 51st Hawaii International Conference on System Sciences
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.
2024
This paper explores the impact of digitalization on corporate culture. The rise of digital technologies has fundamentally changed how organizations operate, from internal communication to external interactions. While digitalization offers advantages such as increased flexibility, agility, and innovation, it also presents challenges like cultural resistance and the need for upskilling the workforce. The author emphasize the significance of strong leadership and a culture of continuous learning to navigate the digital transformation process effectively.
Designing the digital organization
Journal of Organization Design
Increasingly, organizations are assessing their opportunities, developing and delivering products and services, and interacting with customers and other stakeholders digitally. Mobile computing, social media, and big data are the drivers of the future workplace, and these and other digitally based technologies are having large economic and social impacts, including increased competition and collaboration, the disruption of many industries, and pressure being put on organizations to develop new capabilities and transform their cultures. In this article, we provide a conceptual framework for the design of effective digital organizations. Our framework is predicated on the current state of digitization across diverse sectors of the global economy. In the digital world, all activities and transactions leave digital marks, and all actors, things, and places can be reached and affected digitally. As a result, we can design for self-organization rather than using hierarchical mechanisms for control and coordination. Such designs require the strategic and cultural alignment of digital technologies within the organization and externally with stakeholders. We propose that "actor-oriented" principles are at the heart of designing digital organizations and that, if properly applied, can result in a workplace where organization members are highly engaged and productive.
GATR Global Journal of Business and Social Science Review (GJBSSR) Vol. 8(4) OCT-DEC 2020, 2020
Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, ...
Organisational Changes in the Age of Digital Transformation
IGI Global, 2023
The organization's culture is a key part of its successful move into the digital age. Industrial organisations are implementing company-wide digital transformation programmes in response to new risks and opportunities provided by fast emerging digital technologies. There is a serious shortage of adaptable project and organisational teams with a well-defined implementation approach. Companies must assess their current competencies, organisational structure, and corporate culture to identify which technologies are crucial and how they will be implemented. This chapter focuses on technology-based attributes like strategy, leadership, and culture. Researchers, practitioners, and industrial organisations will benefit from the findings of this study because it provides a digital strategy for commercial organisations. It is imperative to review the relationship between a company and its partners and customers in light of digital technology's impact on business operations and market offerings. This chapter makes it possible for future research, which helps this field and theories move forward.
Impact of Digital Transformation on Organizational Behaviors
Illinois State University, 2015
Organizational culture depends on people, processes, and technology. The organizational integrity, development, future plan, social influence, and brand value are reflected in its culture. The way we work, communicate, give value to customers, and think about the future are all changing as a result of the rapid digitalization that is taking place. Therefore, the digital age has an impact on our organizational structures, either directly or indirectly, and compels us to adapt over time. However, changing a culture quickly is never simple and can occasionally have a negative impact on employee trust, performance, and the development of internal corporate politics. This paper provides a thorough examination of why, in the digital age, it is imperative to change with the times, the future workforce, and how to create an inclusive positive environment for innovation and growth. It tells how the framework of organizational culture changed with respect to rapid digitalization.
Challenges of a Digitalising World in the Light of an International Survey
RIMCIS, 2024
In recent years, the use of high-level IT systems and the digitalisation of organisational processes has become increasingly important in business organisations. This means that digitalisation is one of the most frequently mentioned objectives in the development of organisations. This study aims to examine how well-prepared organisations are on the path towards these goals and how can organisational culture help. The quantitative international research involved 692 respondents in 34 countries across 6 continents. Responses were assessed using SPSS software. The results show that an organisational culture that is open to change and based on trust supports digital transformation processes, leadership attitudes, human responses and interactions. Regardless of geographical location and economic performance, organisations face similar challenges and there are no marked differences internationally in terms of preparedness for digital transformation. The characteristics of the learning organisation culture studied have the greatest impact on leadership behaviour and the least influence on the digital tools used.
EFFECTS OF DIGITALIZATION ON MANAGEMENT PRACTICES
IAEME PUBLICATION, 2021
Since the beginning of the 21st century, a new phenomenon has emerged in several aspects of our society: the digitalization. People could suppose that digital transformation is only about tech-savvy industries but in reality; it concerns all conventional businesses. While affecting almost all kinds of business and their managerial practices, the digitalization somehow forces not to implement several traditional practices which are considered to be the Holy book for managers. The leadership community should need to accept and follow the non-traditional steps for emerging new innovations and experiment in new managers. The purpose of this thesis is to explore and identify how the managers and their practices are affected by digitalization. The new era of digital transformation has already taken up the globe in the recent times of coronavirus. This digitalization has provided and influenced the managerial aspects which mainly has turned the school of thought for the majority of managers. The purpose of study is to explore how managers practices are transforming in this era of digitalisation. This study concluded notable and variant changes in managerial practices, as it shows that digitalization is the process which transforms the task of managers. The tasks include both by aiding the managers and creating a difficulty to some extent towards their responsibilities and area of domain. Thus it highlights the managers to be adaptive and more aware of the changes that are bought up by digitalization to their practices..
Digital Transformation of Organizational Culture under Conditions of the Information Economy
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This article presents the results of an expert survey as a method of empirical research to identify current problems, barriers, features, trends, and directions of the transformation of organizational culture, and applies the concept of “organizational culture” in evaluating the case of Ukrainian enterprises. First, the authors present the methodological approach, using the analytic hierarchy process, to evaluate the optimal scenario choice for developing the organizational culture of enterprises based on the twelve most important criteria and their systematization into four groups (adaptability, mission, consistency, and involvement). Second, they test a hypothesis that the optimal direction of transforming organizational culture depends on digital transformation which includes introducing digital technologies, information-powered enterprise ecosystems, innovative business models, and efficiency in B2B and P2P communications. Third, they argue that the key barriers hindering the ef...