Aug 2026· Systems· Vol 14, pp. 935· 0 citations· 76 references
Abstract
This comparative case study investigates the impact of digital transformation (DT) on the development of a digital organisational culture (OC) within two distinct university settings: one in Saudi Arabia and the other in the United Kingdom. Adopting a qualitative interpretive methodology, the research examines the intricate dynamics of cultural shifts triggered by digital transformation. Drawing on Alvesson and Sveningsson’s framework, the study explores how changes in the nature of work and the emergence of new collective meanings influence organisational culture within the context of digital change. Through in-depth qualitative analysis, the research offers valuable insights into the complexities of transformation within two culturally diverse higher education institutions (HEIs). The study identifies digital strategy as the primary catalyst for this shift, emphasising that robust leadership and management support are essential to aligning strategic initiatives with cultural objectives. The research further establishes that a digital strategy capable of fostering a digital organisational culture is built upon three key pillars: a culture of compliance, performance reshaping, and a culture of continuous learning. However, existing studies identify leadership, resistance, strategy and training as important DT factors. This study extends the literature by demonstrating that these are not independent variables but interconnected forms of cultural change work through which digital organisational culture emerges. These findings contribute to a deeper understanding of the complexities of digital transformation and organisational culture change, providing practical implications and recommendations for successful digital integration within university environments.
Educational centres face new challenges in adapting to digital transformation. While the majority of scientific studies have focused on the individual perspective, fewer have examined it from an organisational perspective. This research addresses this gap. This paper analyses the digital transformation of secondary educational centres from the organisational psychology field, thus overcoming the traditional approach focused on teachers’ individual competencies. This study follows a thematic qualitative methodology based on Co20 semi-structured interviews from secondary educational centres, including questions related to the process and level of digitalisation, the difficulties encountered, and the main practices implemented, among others. The analysis identifies four overarching themes that emerge from the dynamic interplay between the digital culture, perceived resource availability, digitalisation practices and strategies. Considering the interrelations among these themes and the digital transformation pattern, three models are identified: reactive, driven by internal initiative, and integrative, each representing a distinct level of maturity in the integration of digitalisation. Overall, the findings suggest the existence of different patterns of digitalisation across educational centres, identifying a typology of digital maturity profiles based on organisational configurations. This framework provides a pathway for secondary educational centres to undertake critical self-diagnosis, strategically design interventions, and continuously enhance their digitalisation processes.
Fernando J. Pons, A. Ramos, V. Orengo et al.· Sustainability· 0 citations
This study aims to examine how digital cultural values, collaboration, innovation and customer-centricity enable successful technological adoption in the banking sector's digital transformation journey. It explores how emerging technologies such as artificial intelligence (AI), machine learning (ML), blockchain and metaverse-based interfaces are integrated to enhance customer experience and operational efficiency, with emphasis on the role of shared values in shaping strategy, leadership and organizational readiness.
A qualitative, case-based exploratory design is adopted. Data were collected through semi-structured interviews with senior managers across strategy, innovation, technology and customer experience functions. These were supplemented with secondary sources, including policy documents, digital strategy reports and industry analyses. Thematic analysis was used to identify cultural patterns and organizational factors influencing digital adoption in a regulated banking context.
The findings show that digital cultural values are critical enablers of successful technological adoption. Collaboration enhances cross-functional coordination and accelerates integration of emerging technologies. Innovation fosters experimentation and openness to AI, ML and immersive tools. Customer-centricity ensures that digital investments improve accessibility, transparency and service quality. Collectively, these values strengthen adaptability, operational efficiency and ecosystem integration, highlighting that cultural alignment is as important as technological capability in digital transformation.
The study positions digital cultural values as central enablers of technology adoption, extending digital transformation literature beyond technological capability perspectives. It contributes to theory by showing how shared values mediate the relationship between emerging technologies and service transformation in regulated banking environments. Practically, it offers guidance for building culturally aligned digital strategies that improve adoption, trust and customer experience.
Nidhi Maheshwari, S. Malhotra· Kybernetes· 0 citations
This study aims to analyze digital transformation in institutions as a structural shift that reshapes the logic of communication, patterns of power, and mechanisms of trust building within organizations. This study is grounded in the assumption that digitalization is no longer limited to the adoption of technical tools but has evolved into an organizational and governance framework driven by algorithms and recommendation platforms, with direct implications for communication practices, levels of transparency, and organizational culture. This study adopts a descriptive–analytical approach based on a critical review of peer-reviewed academic research published from 2019 until the beginning of 2026. To ensure methodological rigor and transparency, the review process follows the PRISMA guidelines. Relevant studies were identified through comprehensive searches of major academic databases (Scopus, Web of Science, and Google Scholar), and the final sample contained all scholarly publications that address digital transformation in institutional communication within the specified timeframe. The number of studies that met the conditions amounted to 92 studies and reports. The sample draws on several theoretical frameworks, including technological determinism, communication visibility, diffusion of innovations, and uses and gratifications, thereby enabling a comprehensive examination of the relationship between digital transformation and institutional communication from a closed hierarchical model into an interactive networked system increasingly shaped by algorithmic logics and governance mechanisms that redistribute visibility and influence within institutions. The results suggest that the success of digital transformation is more closely associated with organizational culture and transformational digital leadership than with technical infrastructure alone. Moreover, audiences have become active co-producers of meaning and trust through interaction and user-generated content. In conclusion, digital transparency and organizational communication visibility constitute key foundations of institutional trust, highlighting the need for clear frameworks of digital transformation, particularly in the Arab context.
R. Aissani, Haneen Mohammad Shabaneh, Haneen Kanaan et al.· Journalism and Media· 0 citations
Key findings show that organisational readiness and maturity are decisive predictors of transformation success, while leadership commitment, cultural alignment, and business process management act as crucial enablers.
Misheck Musaigwa, Fulufhelo Netswera· International Journal of App...· 0 citations
This study investigates the role of digital transformation (DT) in corporate governance (CG) by analysing 50 articles selected using PRISMA guidelines from the Web of Science (WOS) database. Although the findings are fragmented, most studies suggest that digital technologies can enhance transparency, strengthen internal control functions, and support decision-making processes. However, the literature also highlights emerging tensions, such as ethical risks, legal limitations, and organisational barriers that may compromise the full benefits of digitalisation in CG. The study offers practical implications for board members and managers, highlighting the need for greater digital literacy and ethical awareness. It also provides policy implications, suggesting that effective implementation of DT in CG requires not only new rules but also strengthened institutional capacity, improved regulatory literacy, and clear frameworks to balance technological innovation with accountability. This study highlights the tension between transparency and new forms of digital opacity. Furthermore, the analysis calls for a reconsideration of the boundaries of traditional “agency” relationships, showing how DT may transform traditional monitoring into a system in which human oversight and digital tools coexist and interact.
Cristina Cersosimo, F. Rubino· Reviews of Management Scienc...· 0 citations
The article examines the conceptual and methodological foundations of digital transformation of organizations in the context of responsible leadership development. The essence of digital transformation is defined as a systemic process of strategic updating of the business model, operational processes and corporate culture based on the use of digital technologies. The difference between automation and digital transformation is substantiated, and the role of digital management as a practical tool for implementing digital solutions is highlighted. On the basis of generalization of modern scientific approaches (resource, dynamic abilities and socially responsible management) the theoretical basis of the study is revealed. An integral index of digital transformation is proposed to quantify the level of digitalization of organizations, which takes into account the degree of implementation of basic digital technologies and their strategic impact. The model was empirically tested on the example of three companies, the results of which showed a strong positive correlation between the level of digitalization and the index of responsible leadership, including transparency, accountability and ethics of management decisions. To evaluate the effectiveness of digital management, the author proposes an improved model of an integral indicator that takes into account five components: economic and social performance, level of digital maturity, ethical management decisions, and management transparency. This approach allows for a comprehensive assessment of not only the economic results of digitalization, but also the socio-ethical effect of transformation. A scale for interpreting the levels of digital efficiency has been developed, which allows for a comparative analysis of organizations in different industries. The results obtained are of practical importance for the development of systems for monitoring digital maturity, assessing responsible leadership and formulating sustainable development strategies in the digital economy.
N. Vavdiiuk, Nataliia Koretska, D. Smolych et al.· Computer and Decision Making...· 0 citations