Khalid H. Alshammari, Mohammad Alshallaqi, Yaser Hasan Salem Al-Mamary
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Digital transformation dilemma in the era of changing dynamics: How organizational culture influence the success of digital transformation
BACKGROUND: Digital transformation has become one of the most important topics in business, as companies try to use technology to improve their processes and gain a competitive edge. However, the success of digital transformation projects can be affected by organizational culture, which can make it easier or harder for digital transformation projects to be successfully implemented. OBJECTIVE: This study seeks to investigate the impact of organizational culture on the success of digital transformation. The study measures dimensions of organizational culture and how they impact the success of digital transformation projects. METHODS: 264 employees from various firms provided information via a questionnaire, and the study used Structural Equation Modelling (SEM) with AMOS software to evaluate the information and develop the proposed conceptual framework. RESULTS: The results demonstrate that employee empowerment has a positive and significant impact on digital transformation, while new organizational practice, support of change, and teamwork do not. CONCLUSIONS: These findings are crucial for advancing the current understanding of the role of organizational culture in the success of digital transformation projects. By shedding light on this relationship, this study contributes to the literature on digital transformation and provides organizations with insights that can inform their digital transformation strategies.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.