How digital transformation impacts organizational culture – A multi-hierarchical perspective on the manufacturing sector

Pfaff, Yuko Melanie; Wohlleber, Annika Judith; Münch, Christopher; Küffner, Christoph; Hartmann, Evi

doi:10.1016/j.cie.2023.109432

Cited by 10 publications

(3 citation statements)

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“…It increases managerial risk-taking by improving operational flexibility and financial availability (Tian et al, 2022). Because of information transparency, it is proved that digital transformation can also change the organizational culture from a high level of uncertainty avoidance towards a lower level of the dimension (Pfaff et al, 2023). In this way, SOE managers are promoted to make innovative decisions that usually involve risks with more comprehensive and real-time information and a feeling of certainty.…”

Section: The Moderating Effect Of Firms' Level Of Digital Transformationmentioning

confidence: 99%

“…Digital transformation does not mean only the adoption of digital technologies. It also implies changes to firms' organizational culture (Baumgartner et al, 2021;Pfaff et al, 2023). Martins and Terblanche (2003) viewed organizational culture as an organization's shared deep-seated ideas and values.…”

Section: The Moderating Effect Of Firms' Level Of Digital Transformationmentioning

confidence: 99%

“…Martins and Terblanche (2003) viewed organizational culture as an organization's shared deep-seated ideas and values. Digital transformation changes the company's organizational culture towards increased collectivism, long-term orientation, and less uncertainty avoidance, which are vital for promoting a culture of innovation (Pfaff et al, 2023). Therefore, SOEs with a high level of digital transformation are more likely to enjoy using digital technologies for green innovation activities and are more willing to share innovation ideas that are impossible without digital transformation.…”

Section: The Moderating Effect Of Firms' Level Of Digital Transformationmentioning

confidence: 99%

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State Ownership and Green Innovation

Liu,

Zhang,

et al. 2024

Journal of Global Information Management

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Climate change and digital transformation have significant effects on all aspects of society. With the increasing importance of state-owned enterprises (SOEs) that represent governments' stand to respond to environmental challenges, this study investigates how state ownership affects green innovation and how digital transformation factors play a role at both the firm level and the provincial level. Based on the data analysis of Chinese listed firms between 2008 and 2021, we find that state ownership hinders green innovation. However, with a high degree of digital transformation at the firm level and digital innovation capability at the province level, the state ownership and green innovation relationship can be weakened. Overall, this study advances both green innovation and SOE innovation literature by bridging state ownership, green innovation, and digital-related factors. We advocate government and SOE managers to invest more in digital transformation and improve their digital capabilities for better green innovation output.

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Section: The Moderating Effect Of Firms' Level Of Digital Transformationmentioning

confidence: 99%

Section: The Moderating Effect Of Firms' Level Of Digital Transformationmentioning

confidence: 99%

Section: The Moderating Effect Of Firms' Level Of Digital Transformationmentioning

confidence: 99%

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State Ownership and Green Innovation

Liu,

Zhang,

et al. 2024

Journal of Global Information Management

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UNISON framework of data-driven tripartite evolutionary game-based knowledge sharing decision for digital servitization

Lin,

Hu,

Zhang

2024

Computers & Industrial Engineering

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Management toward Industry 5.0: a co-workership approach on digital transformation for future innovative manufacturing

Olsson,

Eriksson,

Carlsson

2024

EJIM

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Purpose The purpose is to apply the co-workership approach to contribute guidelines for manufacturing managers to exploit the potential of digital technologies through a human-centric perspective.Design/methodology/approach A longitudinal single case study within manufacturing including a mix of qualitative methods with 18 in-depth interviews and focus groups with 25 participants covering all organizational levels and functions.Findings Findings demonstrate that to re-interpret manufacturing management through the lens of Industry 5.0 (I5.0), managers need to respond to the call for a more human-centric perspective by focusing on organizational prerequisites, such as holistic understanding, inclusive organizational change, leadership practices, learning and innovation processes.Research limitations/implications Limitations due to a single case study are compensated with rich data collected over time with the strengths of mixed methods through in-depth interviews and focus groups with participants reflecting and developing ideas jointly.Practical implications Managers’ awareness of organizational prerequisites to promote human perspectives in all functions and at all levels in digital transformation is pivotal. Thus, proposed organizational prerequisites are presented as managers’ guidelines for future innovative manufacturing.Social implications Findings emphasize the need for digital transformation managers to apply a human-centric perspective acknowledging how organizational changes affect the inclusion of employees, and thus challenge culture, structure, communication and trust toward I5.0.Originality/value The study contributes to the emerging field of I5.0 by applying an interdisciplinary approach to understand the elusive phenomena of enfolding technology and humans.

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How digital transformation impacts organizational culture – A multi-hierarchical perspective on the manufacturing sector

Cited by 10 publications

References 50 publications

State Ownership and Green Innovation

State Ownership and Green Innovation

UNISON framework of data-driven tripartite evolutionary game-based knowledge sharing decision for digital servitization

Management toward Industry 5.0: a co-workership approach on digital transformation for future innovative manufacturing

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