Catalyzing Change: The Interplay of Digital Transformation and Organizational Culture in a Saudi University Context
Complex changes to organizational culture are resulting from
digital transformation (DT) in universities in developing
countries. This paper examines how DT has impacted
organizational culture change at a Saudi Arabian University.
This study adopts a qualitative methodology, applying an
interpretive case study strategy, utilizing semi-structured
interviews with a sample of 12 managers and Information
Technology personnel. The study’s results inform the
development of a theoretical framework identifying key factors
that inform DT’s impact on organizational culture change. This
includes reviewing the university’s history to analyze its
customs and traditions, so as to identify the impact of DT by
comparing previous paper-based systems with automated work
flow processes that establish how performance has been shaped
by DT increasing employee engagement. Factors such as senior
management support, DT’s impact on norms and values,
accountability, changes to work and behavior, and skills all play
a role in determining organizational culture change. The paper
concludes with an interpretation of how DT impacts
organizational culture change. The findings have implications
for how university managers can understand the impact of DT
on organizational culture change, ensuring they play a positive
role in such processes.
Complex changes to organizational culture are resulting from
digital transformation (DT) in universities in developing
countries. This paper examines how DT has impacted
…
This study was undertaken in response to the current lack of research identifying organizational routine influences that are exerted on organizations, including in relation to digital transition…