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.
•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.
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.
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.
•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.
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.
•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.
This article is based on an innovative idea that in addition to environmental benefits, the use of green approaches in organizations can also bring internal benefits to companies. Today, people have ...many concerns about the environment. They like to perform a job that complies with general environmental principles. Therefore, working in a green culture increases their satisfaction and commitment levels. So, by creating a green culture, companies can increase employees' job satisfaction levels and improve their organizational commitment. The study aims to develop an original framework of green organizational culture and investigates its effect on organizational commitment through the mediating role of job satisfaction. Partial least squares structural equation modeling was performed in SmartPLS to analyze the data. Based on the results, there is a direct relationship between green organizational culture and organizational commitment, mediated by job satisfaction.
While recent studies have increasingly suggested leadership as a major precursor to corporate social responsibility (CSR), empirical studies that examine the impact of various leader aspects such as ...style and ethics on CSR and unravel the mechanism through which leadership exerts its influence on CSR are scant. Ironically, paucity of research on this theme is more prevalent in the sphere of social enterprises where it is of utmost importance. With the aim of addressing these gaps, this research empirically examines the interaction between ethical leadership and CSR and, in addition, investigates organic organizational cultures (clan culture and adhocracy culture) as mediators in the above interaction. To this end, a model was developed and tested on the sample of 350 middle- and top-level managers associated with 28 Indian healthcare social enterprises, using Structural Equation Modeling Analysis, Bootstrapping and PROCESS. Results reveal that ethical leadership both directly and indirectly influences CSR practices. The indirect influence of ethical leadership involves nurturing clan and adhocracy cultures, which in turn influence CSR. These findings are significant for social enterprise leaders seeking to encourage their organizations' socially responsible behavior.
PDF
