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Criteria and characteristics of corporate culture that determines readiness for digital transformation
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All the models related to the assessment of companies’ readiness for transformation contain the domain that specifies the level of the corporate culture. Nevertheless, there is currently no consensus on the characteristics of an “ideal” corporate culture. Moreover, it is crucial for companies planning digital transformation to understand the minimu...
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... analysis of the models presented above makes it possible to state that the criteria of digital transformation readiness distinguished in the readiness assessment models (group 2) mostly coincide with the criteria described in the models of corporate culture assessment (group 1). Common criteria and characteristics, rated by "quantity" of their representation in the models, are presented in Table 1. The criteria presented in more than 30% of the models are the following: Employees Development, Leadership involvement, Talent Management, Harmonizing strategy and tactic, Motivation and willingness to change, Creativeness and Initiative of Employees, Cross-functional collaboration, Open Culture. ...Citations
... Collaboration to analyze organizational readiness for implementing change in a company with high organizational readiness for digital transformation. There will be a high level of employee ready to change positions, as well as a high level of support for digital transformation, in terms of motivation and willingness to change (Stoianova et al., 2020). Digital organizational culture has a positive influence on an organization's readiness to implement change, because it is the foundation or premise for attempting transformation. ...
... The findings of this study are consistent with previous research conducted by Hartarto et al. (2020), Chen et al. (2019), Rusly et al. (2015), and Halpern et al. (2021), which also indicate a relationship between knowledge acquisition and organizational readiness, ultimately leading to digital transformation. Furthermore, the alignment of our findings with those of Stoianova et al. (2020), Novitskaya and Rajput (2014), and Zhen et al. (2021) supports the notion that digital organizational culture is influenced by organizational readiness, thus facilitating digital transformation within the organization. When a business cultivates a digital organizational culture, characterized by the utilization of technology ...
Small and medium-sized enterprises (SMEs) operating in Thailand’s food manufacturing sector face increasing pressure to embrace digital transformation. This study explores the critical factors influencing digital transformation in SMEs, focusing on digital organizational culture, knowledge acquisition, and organizational readiness. Drawing upon the Technology–Organization–Environment (TOE) framework, we investigate the relationships between digital organizational culture, knowledge acquisition, organizational readiness, and digital transformation. Data were collected from 198 food manufacturing SMEs using purposive sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Our findings underscore the pivotal role of digital organizational culture and knowledge acquisition in facilitating digital transformation within Thai SMEs. We also reveal that organizational readiness acts as a full mediator, significantly impacting the success of digital transformation initiatives. Practically, this study highlights the importance of fostering a robust digital organizational culture through collaborative efforts and advocating for knowledge exchange from external sources. Additionally, it emphasizes the need for SMEs to allocate resources and prioritize readiness for change to ensure seamless digital transformation. Theoretically, our research contributes to a deeper understanding of the digital transformation journey within the context of SMEs in the food manufacturing industry. By aligning with the TOE framework, we provide valuable insights tailored to SMEs, offering guidance for navigating the complexities of digital transformation in today’s rapidly evolving business landscape.
... In the rapidly evolving landscape of current industrial development, digital transformation of industrial enterprises stands as both a necessity and an opportunity . The scholars have been shedding light on the multifaceted aspects of this transformation, emphasizing the need for further exploration to fully grasp its potential and pitfalls [1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20]. Digital transformation of an enterprise can be defined as the strategic adoption and integration of digital technologies, processes, and capabilities across all aspects of the organization to fundamentally change how it operates, delivers value to customers, and competes in the market. ...
... The digital readiness assessment method is developed based on the analysis of academic literature [2,5,10,15]. It involves analyzing various dimensions of enterprise operation, including technology readiness, organizational culture, data capabilities, skills, and understanding of customer needs. ...
See the retraction notice BIO Web of Conferences 138, 00001 (2024), https://doi.org/10.1051/bioconf/202413800001
... (Fringes, 2023) Establish interdisciplinary communities and committees to exchange information and knowledge and work on projects collaboratively (Pfaff at al., 2023) Adapt reporting lines to objective-specific affiliations, e.g. project leads or product owners (Pfaff et al., 2023) Every 5 years have employees change their job, team and department within the company (Weber, 2020) Set up mentoring systems (Stoianova et al., 2020) External collaboration and ecosystems orientation ...
In the context of a world characterized by volatility, uncertainty, complexity and ambiguity, the digital transformation of organizations has become unavoidable. Digital culture has received increased attention as an essential factor in the success or failure of digital transformation. However, there is no generally accepted digital cultural model for organizations to build upon, nor a clear roadmap to follow on how to change the existing culture into a digital one to facilitate the process of digital transformation. This paper represents a review of the so-far proposed digital cultural models, respectively of the action steps suggested by literature for creating a digital culture. First, the paper combines the dimensions of three existing digital culture models into a more comprehensive model and secondly, it structures the action steps by the new digital culture dimensions. The action steps are further divided into high-level and practical ones. This is the first study comprising a sum of action steps towards a digital culture from published literature up to this point. The findings show firstly that digital cultural models overlap to a high degree. Secondly, the suggested action steps are similar, clear patterns becoming recognizable, however that a lot of them remain high-level, abstract or theoretical. This study represents a good start into creating a roadmap for organizations for creating a digital culture, however more research is required to be able to provide a detailed, practical and actionable set of steps for organizations on their digital transformation and digital culture change journey.
... Studies on digital transformation and businesses' capabilities of digital transformation: These studies conduct analysis of the nature of digital transformation in the direction of the digital transformation process and the necessary conditions (capabilities) for businesses to be able to conduct digital transformation (Nguyen Thi Kim Anh & Nguyen Thi Xuan Nuong, 2022;(Nguyễn Thị Kim Ánh & Nguyễn Thị Xuân Nương, 2022;Putthiwat, Kamonchanok, & Pongsa, 2021;Stoianova, Tatiana, & Victoriya, 2020). Accordingly, digital transformation is inevitable for businesses, but many factors are needed for successful digital transformation, including employee capacity, technology platform, corporate pressure, leadership, digital business strategy and corporate culture. ...
... Accordingly, the digital transformation process consists of 4 steps, from (1) Having a foundation in information technology, (2) Digitizing data, (3) Digitizing process, and (4) Completely digital transformation (Matzler, Bailom, Eichen, & Anschober, 2016). Research on factors affecting the digital transformation process of businesses: This research direction has received the attention of many studies both domestically and internationally (Chu Ba Quyet, 2021;Nguyen Thi Kim Anh & Nguyen Thi Xuan Nuong, 2022;(Chử Bá Quyết, 2021;Mazzei & Noble, 2017;Nguyễn Thị Kim Ánh & Nguyễn Thị Xuân Nương, 2022;Putthiwat, et al., 2021;Stoianova, et al., 2020). Accordingly, common factors affecting digital transformation include Leadership, Digital business strategy, Employee capacity, Corporate culture, Technology platform, Corporate pressure. ...
... Furthermore, leaders need to have a digital mindset to lead the digital transformation journey (Nguyen Thi Kim Anh & Nguyen Thi Xuan Nuong, 2022) (Nguyễn Thị Kim Ánh & Nguyễn Thị Xuân Nương, 2022). Digital transformation leadership describes characteristics such as, being interested in digital transformation, having a positive attitude towards business digital transformation, using new technology applications in interactions, supporting proposals to apply technology to digitize operational and management processes in businesses, constantly learning to develop capacity to meet digital transformation requirements, and being ready to address concerns arising from the dark side of digital transformation (Nguyen Thi Kim Anh & Nguyen Thi Xuan Nuong, 2022;(Nguyễn Thị Kim Ánh & Nguyễn Thị Xuân Nương, 2022;Putthiwat, et al., 2021;Stoianova, et al., 2020). ...
The research was conducted based on the theory of planned behavior (TPB), with the research model built on 06 influencing factors to the digital transformation process of businesses, with the intermediate variable “Decision on digital transformation”. There were 456 small and medium-sized enterprises in Hanoi surveyed for this research from March to June 2023. Research results found that the digital transformation process of small and medium-sized businesses in Hanoi are strongly affected by the “digital transformation decision”; while the technology platform and employees' capabilities largely determine these businesses’ decision to digital transformation and its process. On that basis, three policy implications are proposed to promote the digital transformation process at small and medium-sized enterprises in Hanoi.
The widespread adoption of digital technologies across various aspects of society has led to the emergence of two highly context-dependent constructs that explain how businesses are getting ready for transformative digital processes: digital readiness and digital transformation (DT). However, assessing the extent to which an organization is ready to succeed in a DT initiative still requires further investigation. This research addresses this gap by working towards a practical definition and model of organizational digital transformation readiness (ODTR). The authors investigate how an organization’s readiness for digital transformation should be conceptualized, assessed, and improved through a systematic literature review. This literature review covered the years 2004 to 2021, as well as articles published until May 2022. The search was conducted in the Web of Science database, as well as in the most important publishers’ databases, resulting in 264 papers on “e-readiness”, 72 articles on “digital transformation”, and 8 articles on “digital transformation readiness”. Based on this, some dimensions emerged as the most prominent for understanding how companies prepare for transformative digital processes, namely technological resources, business processes, management capability, human capability, and corporate culture, which highlights the multidisciplinary nature of ODTR. Furthermore, the literature review showed the similarity between e-readiness and digital readiness, allowing the assessment of an organization’s maturity for digital transformation. The review synthesized the scientific literature on the readiness of organizations for digital transformation, allowing the proposition of an integrative framework to evaluate ODTR. Moreover, it allows the development of insights and recommendations for practices related to successful digital transformation initiatives. As this literature review has limitations related to its scope and search criteria, future studies can provide a broader investigation into how organizations respond to the challenge of DT and their respective readiness to do so in practice.
The Chinese manufacturing industry faces many challenges to sustainable development. This study examines how transformational leadership, corporate culture, and digital transformation affect Chinese manufacturing organizations’ sustainability. It will also examine the moderating role of environmental dynamism and the mediating effect of innovation capabilities. A self-administered survey was distributed to 350 manufacturing companies’ owners, managers, leaders, and employees, etc. Participants were selected via convenient sampling. This data collection effort validated findings and empirically tested theories. Smart PLS structural equation modelling (PLS-SEM), quantitative research, and cross-research are used in this study. The findings suggest that corporate culture, transformational
leadership, and digital transformation significantly affect organizations’ sustainability. Innovation capability does not affect the relationship between corporate culture and sustainability. However, it mediates the relationship between transformational leadership, digital transformation, and business sustainability. Innovation capabilities and business sustainability performance are moderated
by environmental dynamism. This study contributes to sustainable corporate performance theory by showing managers how transformational leadership, digital transformation, and corporate culture can help manufacturing companies grow indefinitely. The findings have major implications for China, a highly industrialized nation. This study could benefit regulatory authorities, academic institutions, industry, government agencies, and researchers.