A1 Refereed original research article in a scientific journal
Strategic design of culture for digital transformation
Authors: Butt Aurangzeab, Imran Faisal, Helo Petri, Kantola Jussi
Publisher: Elsevier Ltd
Publication year: 2024
Journal: Long Range Planning
Journal name in source: Long Range Planning
Article number: 102415
Volume: 57
Issue: 2
eISSN: 1873-1872
DOI: https://doi.org/10.1016/j.lrp.2024.102415
Web address : https://doi.org/10.1016/j.lrp.2024.102415
Self-archived copy’s web address: https://research.utu.fi/converis/portal/detail/Publication/387205510
Abstract
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.
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.
Downloadable publication This is an electronic reprint of the original article. |  |
UTU Research Portal