Catalyzing Change: The Interplay of Digital Transformation and Organizational Culture in a Saudi University Context

Journal Article

2024

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.

• Publisher Name: المجلة العلمية للبحوث والدراسات التجارية
• Volume Number: 38
• Issue Number: 2