Manufacturers increasingly look to digitalization to drive service growth. However, success is far from guaranteed, and many firms focus too much on technology. Adopting a discovery-oriented, ...theories-in-use approach, this study examines the strategic organizational shifts that underpin digital servitization. Notwithstanding strong managerial and academic interest, this link between digitalization and servitization is still under-investigated. Depth interviews with senior executives and managers from a global market leader revealed that to achieve digital service-led growth, a firm and its network need to make three interconnected shifts: (1) from planning to discovery, (2) from scarcity to abundance, and (3) from hierarchy to partnership. Organizational identity, dematerialization, and collaboration play a key role in this transformation. For managers, the study identifies a comprehensive set of strategic change initiatives needed to ensure successful digital servitization.
•Three strategic organizational shifts are needed for digital servitization success.•The key role of organizational identity, dematerialization, and collaboration•Digital servitization requires changes within both the firm and its entire network.•New business models centered around big data are driving competitive advantage.•Agile mindset and ways of working are imperative for digital servitization.
Purpose: The main objective of this research is to design an Organizational Culture Transformation Model (OCTM) prototype, in order to enable a High Performance Organization (HPO). ...Design/methodology/approach: There are three main processes involved in the methodology. Two of them, the definition of the main OCTM work elements as an initial hypothesis based on a work environment approach and the scientific visualization of the key Organizational Culture research hubs through the analysis of the main topics in research publications, flow in parallel. Subsequently, at a certain point, both of these merge in a third process, the OCTM prototype definition. This last process, will deliver the Organizational Culture Transformation Model prototype, which essentially constitutes the main objective of the study. Findings: As result of the methodology, an Organizational Culture Transformation Model prototype has been developed. Originality/value: The resulting model will serve as a reference framework for those companies that wish to conduct an in-depth re-structuring of their operations, focusing it on their human capital.
Defining the importanⅽe of organizational ⅽulture is linked with either its visible part (surfaⅽe, immediately aⅽⅽessible perⅽeption and observation inⅽluding produⅽts artifiⅽial aⅽtors, heroes and ...related perspeⅽtives members of the organization) or its invisible part (whiⅽh holds the most important role in its establishment, promotion ⅽhange of real ⅽulture – is given by the rules and the values promoted de faⅽto within the organization). The ⅽurrent artiⅽle aims to identify the different determinants of organizational ⅽulture and to see how these determinants have affeⅽted the evolution of organizational ⅽulture within the Romanian organizations. We have to understand that the Romanian soⅽiety has mainly 4 historiⅽal timeframes in whiⅽh organizational ⅽulture has evolved.
A role that is important in the formation and ⅽhange of organizational ⅽulture has been held by the leaders of the organization who aⅽⅽept ⅽertain values. Eaⅽh organization is a struⅽtural and ...teⅽhnologiⅽal, but mostly a mini-ⅽultural universe. It expresses itself in a different way. The present artiⅽle aims to understand the internal-external faⅽtors of the life of the organization, the funⅽtions of organizational ⅽulture, the influenⅽe on the market priⅽe of produⅽts and serviⅽes. The role of innovation in the added value of produⅽts and serviⅽes ⅽan only be aⅽhieved through understanding the dimensions of organizational ⅽulture.
The aim
of this study is to reveal interrelationship between the notions of etiquette behavior of students and teachers and the characteristics of organizational culture at universities.
Methods.
The ...research is based on a survey. The sample included 141 students and 69 teachers from Russian universities. A set of diagnostic methods was used to gather the empirical data. Data on teachers’ and students’ attitude to institutionalization of etiquette rules and dress code as well as students’ compliance with etiquette rules were collected using the author’s questionnaire; data on evaluation of etiquette functions were obtained through the questionnaire Subjective Evaluation of Etiquette Functions’ Significance by O.I. Danilenko, data on existing and preferred organizational culture in the respondents’ universities – through Organizational Culture Assessment Instrument (OCAI) by K. Cameron and R. Quinn.
Results.
Correlations between indicators, characterizing etiquette behavior and current organizational culture type, were identified in both groups: positive for clan and adhocracy culture type, negative – for hierarchical. Statistically significant positive correlations between evaluation of etiquette functions' significance and evaluation of students’ compliance with etiquette rules and clan culture, negative correlations between the same indicators of etiquette behavior and hierarchical culture were revealed in the students’ group. In teachers’ group, evaluation of etiquette functions' significance, positive attitude to institutionalization of etiquette rules and dress code are correlated positively with clan and adhocracy organizational culture, negatively – with hierarchical.
Conclusion.
The gathered data indicate: the higher both students and teachers evaluate characteristics of clan and adhocracy culture, the higher is their evaluation of the importance of etiquette behavior. The higher are values of hierarchical culture characteristics, the lower is evaluation of etiquette importance.
•Nowadays big data plays a key role in competitiveness.•Digital technologies can create tension between old values and new ones.•Digital culture is a prerequisite for the success of digital ...technologies.•Business digitisation can boost the development of value activities.•Business digitisation and technology value development support the improvement of company results.
In recent years new digital technologies have brought about important changes for individuals, organisations and society in general. The vast amount of digitised data that is made available to companies can be a new source of value generation. However, the mechanisms through which companies can take advantage of digital technologies to increase performance are not clearly defined. A research model is proposed suggesting that developing a digital organisational culture facilitates both the process of business digitisation and the generation of value from digital tools, with the ultimate goal of improving organisational performance. The research involved 93 production centres of a multinational company with presence in more than 10 countries. The theoretical model was tested by using structural equation modelling. The results show that business digitisation can boost the development of value activities, but companies will only unleash this potential if they incorporate a digital organisational culture. By defining the organisational culture that best supports their digital strategy, firms can expect to improve their performance.
•Prior research linking organizational culture to objective measures of firm performance has resulted in mixed findings.•This ambiguity has been due to conflicting definitions of organizational ...culture and the difficulty of obtaining large sample sizes for cross-organization comparison.•Using a sample of 309 firms over a 5-year period, we show that organizational culture can be represented by three underlying cultural archetypes: performance, people, and customers.•We show that these archetypes have different associations with measures of firm performance.
Much of the research on organizational culture has been driven by the assumption that culture is associated with organizational performance. Surprisingly, the evidence for this linkage is ambiguous for two understandable reasons. First, there has been a proliferation of definitions and measures of the construct itself which has made aggregation of findings across studies confusing. Second, demonstrating that culture affects objective firm performance requires large cross-organizational samples—but the modal approach to measuring culture using surveys or qualitative research has made this difficult. Using a natural language processing measure of culture with a sample of 309 large U.S. companies, we show how (1) the norms and values that define culture may be understood as representing three underlying cultural archetypes (performance-orientation, people, and customers) and (2) that these archetypes are related to objective firm performance in understandable ways. We discuss the implications of these findings for future research on organizational culture.
To achieve organizational innovation in a competitive environment, firms need to focus on their human artificial intelligence (AI) skills. Applying a dynamic capability view and using survey data ...collected from Chinese firms, we find that technical AI skills and managerial AI skills have positive impacts on organizational innovation, and that managerial AI skills have a more important impact on organizational innovation than technical AI skills. Moreover, digital organizational culture plays a positive moderating role in the relationship between human AI skills and organizational innovation. This study contributes to the literature on AI-driven innovation by theoretically and empirically clarifying the importance of human AI skills and digital organizational culture.
•Investigates the negative effect of automation expectations on the perceived job insecurity experienced by employees.•Uncovers the detrimental role of authoritarian culture in further enhancing this ...negative effect.•Reveals that job retraining opportunities do not cancel the negative effect of automation expectations on job insecurity.•Was conducted among 404 employees working in the 11 industries most likely to be affected by automation.
This study empirically investigates the contingent effect of STARA (Smart Technology, Artificial Intelligence Robotics and Algorithms) awareness on perceived job insecurity for employees working in industries that are expected to face high degrees of automation. More specifically we empirically investigate the moderating role of learning culture and authoritative culture on the relationship between STARA awareness and job insecurity, among 291 individuals. Our findings show a significant positive relationship between STARA awareness and perceived job insecurity. An authoritarian organizational culture further enhances the effects of STARA awareness on perceived job insecurity. Contrary to expectations, the moderating effect of retraining expectations was not statistically supported.
The relationship between organizational culture and financial performance remains elusive even though researchers have studied it for some time. Early research suggested that a strong culture that ...aligns members’ behavior with organizational objectives boosts financial performance. A more recent view is that, because strong cultures promote adherence to routines and behavioral uniformity, they are less effective in dynamic environments. We suggest that the relationship between culture and performance can be reconciled by recognizing that culture encompasses three components: (1) the content of norms (norm content); (2) how widely members agree about norms (culture consensus); and (3) how intensely organizational members hold particular norms (norm intensity). We hypothesize that “strong cultures”—where a high consensus exists among members across a broad set of culture norms—can contribute to better financial performance even in dynamic environments if norm content intensely emphasizes adaptability. We test this hypothesis in a sample of large firms in the high-technology industry. Firms characterized by higher culture consensus and intensity about adaptability performed better three years later than did those characterized by lower consensus, lower intensity about adaptability, or both. We discuss how parsing culture into content, consensus, and intensity advances theoretical and empirical understanding of the culture–performance relationship.
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