Modeling Organizational Culture in the Context of Digital Transformation in Public Organizations

پژوهش نامه مدیریت تحول

Articles in Press, Accepted Manuscript, Available Online from 15 June 2025   

Document Type: Original Article

DOI: 10.22067/tmj.2025.91947.1674

Authors

payam karami¹; Masoud bastami^{* 1}; mansour irandoost²

¹Department of Management,, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran

²Department of Management, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran

Abstract

The primary problem addressed by this research is the identification of cultural challenges faced by organizations, particularly public organizations, during digital transformation, and the development of a model for fostering an organizational culture conducive to these changes. Accordingly, the purpose of this study is to model organizational culture in the context of digital transformation in public organizations. A mixed-methods approach (qualitative-quantitative) is employed, utilizing meta-synthesis in the qualitative phase and Interpretive Structural Modeling (ISM) in the quantitative phase. For this, 18 selected qualitative studies on organizational culture and digital transformation, published in the last decade, were systematically reviewed and analyzed. Following a three-stage screening process, 284 initial codes were extracted, leading to the identification of 16 key themes. Subsequently, leveraging the ISM method and the input of 10 experts, these 16 factors were structured into a six-level model. The modeling results indicate that 'Transformational Leadership' resides at the highest level (Level 1), while 'Transformation Management,' 'Digital Needs,' 'Organizational Professional Needs,' and 'Technology Advancement' are at the lowest level (Level 6). Other factors include 'Innovation Culture,' 'Risk-Taking Culture (Type 1),' and 'Agility Culture' (Level 2); 'Alignment and Coordination Culture,' 'Customer Orientation Culture,' and 'Participation and Collaboration Culture' (Level 3); 'Digital Empowerment' and 'Technology Acceptance' (Level 4); and 'Change Management,' 'Support for Change Process,' and 'Risk-Taking Culture (Type 2)' (Level 5). MICMAC analysis further revealed that 'Digital Empowerment' and 'Technology Acceptance' play key linking roles within this model. The findings of this research, offering a structured framework, underscore the importance of a comprehensive and integrated approach to cultivating a digital organizational culture in public organizations. This model assists their managers and decision-makers in designing and implementing more effective strategies to facilitate the digital transformation process through a deeper understanding of the influential factors and their interrelationships.

Keywords

Digital Transformation; Organizational Culture; Digital Organizational Culture; Interpretive Structural Modeling (ISM); Meta-synthesis

References