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DİJİTAL DÖNÜŞÜM İÇİN ÖRGÜTSEL KÜLTÜRÜN STRATEJİK TASARIMI

Year 2025, Volume: 6 Issue: 3, 524 - 544, 15.10.2025
https://doi.org/10.58702/teyd.1764602

Abstract

Bu çalışma, kurumlarda başarılı dijital dönüşümü sağlamada kurum kültürünün stratejik rolünü incelemektedir. Dijital dönüşümün yalnızca teknolojik ilerleme olmadığını, aynı zamanda yeni teknolojiler, değerler, davranışlar ve kurumların normları arasında uyum gerektiren temel bir kültürel değişim olduğunu savunmaktadır. Teorik temellere dayanan araştırma, kurum kültürünün kurumların uyum yeteneğini, inovasyon kapasitesini ve iş birliği potansiyelini nasıl şekillendirdiğini vurgulamaktadır. Vizyoner liderlik, kapsayıcı çalışan katılımı, şeffaf iletişim ve kapasite geliştirme gibi temel itici güçler, dijitale hazır bir kültürü teşvik etmek için temel unsurlar olarak tanımlanmaktadır. Çalışma ayrıca, kültürel dönüşümü ve reformu engelleyebilecek değişime direnç, beceri eksiklikleri, bürokratik katılık ve kısa vadeli siyasi baskılar gibi yaygın engelleri de ele almaktadır. Ayrıca, politika yapıcılar ve karar vericilere, dijital girişimlerin yalnızca teknik olarak uygulanabilir değil, aynı zamanda sosyal olarak kabul edilebilir ve kurumsal olarak başarıya bağlı olmasını sağlarken, uzun vadede sürdürülebilir ve etkili dönüşüm stratejileri tasarlamaları için bir çerçeve sunmaktadır. Literatür taramasına dayalı olarak elde edilen bulgular, temellendirilmiş metodoloji teorisini kullanan bulgular, kültürel dönüşümün bilinçli, iyi yapılandırılmış ve sürdürülebilir bir çaba olması gerektiğini vurgulamaktadır. Pratik stratejiler arasında liderlik modellemesi, geniş tabanlı katılım, eğitim ve beceri geliştirme, değişim ajanlarının kullanımı, teşviklerin yeniden düzenlenmesi ve istenen davranışları pekiştirmek için politika ve süreç ayarlamaları yer almaktadır. Sonuç olarak, kültürel değerlendirmelerin dijital dönüşüm planlarına entegre edilmesi inovasyonları, hizmet kalitesini ve tüketici güvenini artırır.

References

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  • Appelbaum, S. H., Bregman, M. and Moroz, P. (1998). Fear as a strategy: Effects and impact within the organization. Journal of European Industrial Training, 22(3), 113–127. https://doi.org/10.1108/03090599810207944
  • Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656-665. https://doi.org/10.5465/amr.1986.4306261
  • Butt, A., Imran, F., Helo, P. and Kantola, J. (2024). Strategic design of culture for digital transformation. Long Range Planning, 57(4), 102415-102440. https://doi.org/10.1016/j.lrp.2024.102415
  • Buvat, J., Solis, B., Crummenerl, C., Aboud, C., Kar, K., El Aoufi, H., and Sengupta, A. (2017a). The digital culture challenge: closing the employee-leadership gap. Capgemini Digital Transformation Institute Survey, 1-32.
  • Buvat, J., Solis, B., Crummenerl, C., Aboud, C., Kar, K., El Aoufi, H., and Sengupta, A. (2017b). The digital culture challenge: Closing the employee–leadership gap (Capgemini Consulting). https://www.businessart.at/download/?id=dti_digitalculture_report-2018.pdf
  • Büschgens, T., Bausch, A. and Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. Journal of Product Innovation Management, 30(4), 763–781. https://doi.org/10.1111/jpim.12021
  • Cameron, K. S. and Quinn, R. E. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. Addison-Wesley.
  • Cameron, K. S. and Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass.
  • Chatman, J. A. and Cha, S. E. (2003). Leading by leveraging culture. California Management Review, 45(4), 20-34. https://doi.org/10.2307/41166186
  • Claver, E., Llopis, J., Gascó, J. L., Molina, H. and Conca, F. J. (1999). Public administration: From bureaucratic culture to citizen‐oriented culture. International Journal of Public Sector Management, 12(5), 455–464. https://doi.org/10.1108/09513559910300226
  • Çelik, D. (2023). Kamu yönetiminde dijital dönüşümde bir sorun alanı: Dijital kültüre yönelik direnç. Kamu Yönetimi ve Teknoloji Dergisi, 5(1), 69–86. https://doi.org/10.58307/kaytek.1308745
  • Çelik, D. and Leblebici, D. N. (2023). Belediyelerde dijital olgunluğun geliştirilmesinde dijital kültürün etkisi. KMÜ Sosyal ve Ekonomik Araştırmalar Dergisi, 25(44), 601–621.
  • Çetin Gürkan, G., and Çiftci, G. (2020). Developing a supportive culture in digital transformation. In Hacioglu, U. (eds) Digital Business Strategies in Blockchain Ecosystems. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-29739-8_5
  • Duerr, S., Holotiuk, F., and Beimborn, D. (2018, January, 3-6). What is digital organizational culture? Insights from exploratory case studies. [Oral Presentation]. 51st Hawaii International Conference on System Sciences, Hawaii, USA.
  • Fernandez, S. and Rainey, H. G. (2006). Managing successful organizational changes in the public sector. Public Administration Review, 66(2), 168–176.
  • Fischer, C., Breaugh, J., and Kuehler, J. (2023, August, 4-8). Change agents and public sector digitalization: The role of social support and leading from the bottom. [Oral Presentation]. Academy of Management Proceedings, Briarcliff Manor, NY, USA.
  • Gerçek, M. and Özveren, C. G. (2024). Redefining organizational culture for the digital age: A model proposal for digital organizational culture. Yıldız Social Science Review, 10(1), 54–71. https://doi.org/10.51803/yssr.1455398
  • Goran, J., LaBerge, L., and Srinivasan, R. (2017). Culture for a digital age. McKinsey Quarterly, 2017(3), 56-65.
  • Grover, V., Tseng, S. L., and Pu, W. (2022). A theoretical perspective on organizational culture and digitalization. Information and Management, 59(4), 103639-103651. https://doi.org/10.1016/j.im.2022.103639
  • Hanelt, A., Bohnsack, R., Marz, D., and Marante, C. A. (2021). A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159–1197. https://doi.org/10.1111/joms.12639
  • Hartl, E. (2019, August, 15-17). A characterization of culture changes in the context of digital transformation. [Oral Presentation]. 25th Americas Conference on Information Systems, Cancun, Mexico
  • Hartl, E. and Hess, T. (2017, August, 10-12). The role of cultural values for digital transformation: Insights from a Delphi study. [Oral Presentation]. 23rd Americas Conference on Information Systems, Boston, Massachusetts, USA.
  • Hartleb, F. (2020). E-Estonia—“Europe’s Silicon Valley” or a New “1984”? In: Feldner, D. (eds) Redesigning Organizations. Springer, Cham. https://doi.org/10.1007/978-3-030-27957-8_16
  • Hofstede, G. (1984). Cultural dimensions in management and planning. Asia Pacific Journal of Management, 1(2), 81–99. https://doi.org/10.1007/BF01733682
  • Hofstede, G., Hofstede, G. J. and Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw-Hill.
  • Jelinek, M., Smircich, L. and Hirsch, P. (1983). Introduction: A code of many colors. Administrative Science Quarterly, 28(3), 331-338. https://doi.org/10.2307/2392245
  • Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D. and Buckley, N. (2016). Aligning for digital future. MIT Sloan Management Review, 58(1), 1-30.
  • Katzenbach, J., Steffen, I. and Kronley, C. (2012). Cultural change that sticks. Harvard Business Review, 90(7–8), 110–117.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • Kurter, O., Balun, B. and Acar, B. (2025). İşletmelerde örgütsel öğrenme yeteneği ve iş tatmini ilişkisi üzerine bir çalışma. Ekonomik ve Sosyal Araştırmalar Dergisi, 21(1), 171-187.
  • Kurter, O., Temizkan, V., Yılmaz, K. and Yetgin, M. A. (2021). İşletmelerde dijital dönüşüm. Detay Yayıncılık. Lewin, K. (1951). Field theory in social science. Harper and Brothers.
  • Lindquist, E. A. (2022). The digital era and public sector reforms: Transformation or new tools for competing values?. Canadian Public Administration, 65(3), 547–568. https://doi.org/10.1111/capa.12493
  • Mergel, I. (2021). Digital transformation of the German state. In S. Kuhlmann, I. Proeller, D. Schimanke and J. Ziekow (Eds.), Public administration in Germany (pp. 331–355). Palgrave Macmillan.
  • Mergel, I., Edelmann, N. and Haug, N. (2019). Defining digital transformation: Results from expert interviews. Government Information Quarterly, 36(4), 101385-101401. https://doi.org/10.1016/j.giq.2019.06.002
  • Nadkarni, S. and Prügl, R. (2021). Digital transformation: A review, synthesis and opportunities for future research. Management Review Quarterly, 71(2), 233-341. https://doi.org/10.1007/s11301-020-00185-7
  • Nalbantoğlu, C. B. (2021). Dijital dönüşümün örgüt kültürü üzerine yansımaları. KMU Sosyal ve Ekonomik Araştırmalar Dergisi, 23(40), 193-207.
  • Norling, K. (2024). Digital transformation or digital standstill? Status quo bias in Swedish public sector strategies. Transforming Government: People, Process and Policy, 19(1), 14–28. https://doi.org/10.1108/TG-04-2024-0078
  • O’Donnell, O. and Boyle, R. (2008). Understanding and managing organisational culture (CPMR Discussion Paper 40). Institute of Public Administration.
  • O'Reilly, C. A., and Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. In B. M. Staw and L. L. Cummings (Eds.), Research in organizational behavior: An annual series of analytical essays and critical reviews, 18 (pp. 157–200). Elsevier Science/JAI Press.
  • Olgun, C. K. (2020). Dijital kültürün yükselişine doğru: riskler ve fırsatlar. Adıyaman Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 13(35), 185–218. https://doi.org/10.14520/adyusbd.737364
  • Osmundsen, K., Iden, J. and Bygstad, B. (2018, September, 28-30). Digital transformation: drivers, success factors and implications. [Oral Presentation]. 12th Mediterranean Conference on Information Systems, Corfu, Greece.
  • Parker, R. and Bradley, L. (2000). Organisational culture in the public sector: Evidence from six organisations. International Journal of Public Sector Management, 13(2), 125–141. https://doi.org/10.1108/09513550010338773
  • Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). Jossey-Bass.
  • Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
  • Shaughnessy, H. (2018). Creating digital transformation: Strategies and steps. Strategy and Leadership, 46(2), 19–25. https://doi.org/10.1108/SL-12-2017-0126
  • Singh, Y. and Atwal, H. (2019). Digital culture: A hurdle or a catalyst in employee engagement. International Journal of Management Studies, 6(8), 54–60. http://doi.org/10.18843/ijms/v6i1(8)/08
  • Singh, A., Klarner, P., and Hess, T. (2020). How do chief digital officers pursue digital transformation activities? The role of organizational design parameters. Long Range Planning, 53(3), 101890-101904. https://doi.org/10.1016/j.lrp.2019.07.001
  • Tabrizi, B., Lam, E., Girard, K., and Irvin, V. (2019). Digital transformation is not about technology. Harvard Business Review, 13(March), 1-6.
  • Warner, K. S. R. and Wäger, M. (2019). Building dynamic capabilities for digital transformation: an ongoing process of strategic renewal. Long Range Planning, 52(3), 326-349. https://doi.org/10.1016/j.lrp.2018.12.001
  • Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980). Structure is not organization. Business Horizons, 23(3), 14–26.
  • Wokurka, G., Banschbach, Y., Houlder, D. and Jolly, R. (2017). Digital culture: Why strategy and culture should eat breakfast together. In Oswald, G., Kleinemeier, M. (eds) Shaping the Digital Enterprise: Trends and use cases in digital innovation and transformation. Springer, Cham. https://doi.org/10.1007/978-3-319-40967-2_5
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STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION

Year 2025, Volume: 6 Issue: 3, 524 - 544, 15.10.2025
https://doi.org/10.58702/teyd.1764602

Abstract

This study examines the strategic role of organizational culture in enabling successful digital transformation in corporations. It argues that digital transformation is not solely technological progress but fundamentally a cultural shift that requires alignment between new technologies, values, behaviors, and norms of institutions. Drawing upon theoretical foundations, the research highlights how organizational culture shapes the adaptability, innovation capacity, and collaborative potential of institutions. Key drivers such as visionary leadership, inclusive employee engagement, transparent communication, and capacity building are identified as essential elements for fostering a digital-ready culture. The study also addresses common barriers, including resistance to change, skill gaps, bureaucratic rigidity, and short-term political pressures, which can hinder cultural transformation and reform. It also provides a framework for policymakers and decision-makers to design transformation strategies that are sustainable and effective over the long term while ensuring that digital initiatives are not only technically viable but also socially acceptable and organizationally successful. Findings obtained based on an extensive literature review underscore that cultural transformation must be an intentional, well-structured, and sustained effort. Practical strategies include leadership modeling, broad-based participation, training and skills development, the use of change agents, incentive realignment, and policy and process adjustments to reinforce desired behaviors. Ultimately, integrating cultural considerations into digital transformation plans enhances innovations, service quality, and consumer trust.

Ethical Statement

Çalışmanın tüm süreçlerinin araştırma ve yayın etiğine uygun olduğunu, etik kurallara ve bilimsel atıf gösterme ilkelerine uyduğumu beyan ederim.

Supporting Institution

Yoktur

Thanks

Selçuk Hocam, dosyaları yükleme ve sistemin komplike kaprisleri dönemde yardım ve destekleriniz için çok teşekkür ederim. İyi ki varsınız.

References

  • Abhari, K., Orand, M., Bailey, B., and Williams, D. M. (2021, January, 4-8). Co-governance in digital transformation initiatives: The roles of digital culture and employee experience. [Oral Presentation]. 54th Hawaii International Conference on System Sciences, Hawaii, USA.
  • Appelbaum, S. H., Bregman, M. and Moroz, P. (1998). Fear as a strategy: Effects and impact within the organization. Journal of European Industrial Training, 22(3), 113–127. https://doi.org/10.1108/03090599810207944
  • Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656-665. https://doi.org/10.5465/amr.1986.4306261
  • Butt, A., Imran, F., Helo, P. and Kantola, J. (2024). Strategic design of culture for digital transformation. Long Range Planning, 57(4), 102415-102440. https://doi.org/10.1016/j.lrp.2024.102415
  • Buvat, J., Solis, B., Crummenerl, C., Aboud, C., Kar, K., El Aoufi, H., and Sengupta, A. (2017a). The digital culture challenge: closing the employee-leadership gap. Capgemini Digital Transformation Institute Survey, 1-32.
  • Buvat, J., Solis, B., Crummenerl, C., Aboud, C., Kar, K., El Aoufi, H., and Sengupta, A. (2017b). The digital culture challenge: Closing the employee–leadership gap (Capgemini Consulting). https://www.businessart.at/download/?id=dti_digitalculture_report-2018.pdf
  • Büschgens, T., Bausch, A. and Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. Journal of Product Innovation Management, 30(4), 763–781. https://doi.org/10.1111/jpim.12021
  • Cameron, K. S. and Quinn, R. E. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. Addison-Wesley.
  • Cameron, K. S. and Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass.
  • Chatman, J. A. and Cha, S. E. (2003). Leading by leveraging culture. California Management Review, 45(4), 20-34. https://doi.org/10.2307/41166186
  • Claver, E., Llopis, J., Gascó, J. L., Molina, H. and Conca, F. J. (1999). Public administration: From bureaucratic culture to citizen‐oriented culture. International Journal of Public Sector Management, 12(5), 455–464. https://doi.org/10.1108/09513559910300226
  • Çelik, D. (2023). Kamu yönetiminde dijital dönüşümde bir sorun alanı: Dijital kültüre yönelik direnç. Kamu Yönetimi ve Teknoloji Dergisi, 5(1), 69–86. https://doi.org/10.58307/kaytek.1308745
  • Çelik, D. and Leblebici, D. N. (2023). Belediyelerde dijital olgunluğun geliştirilmesinde dijital kültürün etkisi. KMÜ Sosyal ve Ekonomik Araştırmalar Dergisi, 25(44), 601–621.
  • Çetin Gürkan, G., and Çiftci, G. (2020). Developing a supportive culture in digital transformation. In Hacioglu, U. (eds) Digital Business Strategies in Blockchain Ecosystems. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-29739-8_5
  • Duerr, S., Holotiuk, F., and Beimborn, D. (2018, January, 3-6). What is digital organizational culture? Insights from exploratory case studies. [Oral Presentation]. 51st Hawaii International Conference on System Sciences, Hawaii, USA.
  • Fernandez, S. and Rainey, H. G. (2006). Managing successful organizational changes in the public sector. Public Administration Review, 66(2), 168–176.
  • Fischer, C., Breaugh, J., and Kuehler, J. (2023, August, 4-8). Change agents and public sector digitalization: The role of social support and leading from the bottom. [Oral Presentation]. Academy of Management Proceedings, Briarcliff Manor, NY, USA.
  • Gerçek, M. and Özveren, C. G. (2024). Redefining organizational culture for the digital age: A model proposal for digital organizational culture. Yıldız Social Science Review, 10(1), 54–71. https://doi.org/10.51803/yssr.1455398
  • Goran, J., LaBerge, L., and Srinivasan, R. (2017). Culture for a digital age. McKinsey Quarterly, 2017(3), 56-65.
  • Grover, V., Tseng, S. L., and Pu, W. (2022). A theoretical perspective on organizational culture and digitalization. Information and Management, 59(4), 103639-103651. https://doi.org/10.1016/j.im.2022.103639
  • Hanelt, A., Bohnsack, R., Marz, D., and Marante, C. A. (2021). A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159–1197. https://doi.org/10.1111/joms.12639
  • Hartl, E. (2019, August, 15-17). A characterization of culture changes in the context of digital transformation. [Oral Presentation]. 25th Americas Conference on Information Systems, Cancun, Mexico
  • Hartl, E. and Hess, T. (2017, August, 10-12). The role of cultural values for digital transformation: Insights from a Delphi study. [Oral Presentation]. 23rd Americas Conference on Information Systems, Boston, Massachusetts, USA.
  • Hartleb, F. (2020). E-Estonia—“Europe’s Silicon Valley” or a New “1984”? In: Feldner, D. (eds) Redesigning Organizations. Springer, Cham. https://doi.org/10.1007/978-3-030-27957-8_16
  • Hofstede, G. (1984). Cultural dimensions in management and planning. Asia Pacific Journal of Management, 1(2), 81–99. https://doi.org/10.1007/BF01733682
  • Hofstede, G., Hofstede, G. J. and Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw-Hill.
  • Jelinek, M., Smircich, L. and Hirsch, P. (1983). Introduction: A code of many colors. Administrative Science Quarterly, 28(3), 331-338. https://doi.org/10.2307/2392245
  • Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D. and Buckley, N. (2016). Aligning for digital future. MIT Sloan Management Review, 58(1), 1-30.
  • Katzenbach, J., Steffen, I. and Kronley, C. (2012). Cultural change that sticks. Harvard Business Review, 90(7–8), 110–117.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • Kurter, O., Balun, B. and Acar, B. (2025). İşletmelerde örgütsel öğrenme yeteneği ve iş tatmini ilişkisi üzerine bir çalışma. Ekonomik ve Sosyal Araştırmalar Dergisi, 21(1), 171-187.
  • Kurter, O., Temizkan, V., Yılmaz, K. and Yetgin, M. A. (2021). İşletmelerde dijital dönüşüm. Detay Yayıncılık. Lewin, K. (1951). Field theory in social science. Harper and Brothers.
  • Lindquist, E. A. (2022). The digital era and public sector reforms: Transformation or new tools for competing values?. Canadian Public Administration, 65(3), 547–568. https://doi.org/10.1111/capa.12493
  • Mergel, I. (2021). Digital transformation of the German state. In S. Kuhlmann, I. Proeller, D. Schimanke and J. Ziekow (Eds.), Public administration in Germany (pp. 331–355). Palgrave Macmillan.
  • Mergel, I., Edelmann, N. and Haug, N. (2019). Defining digital transformation: Results from expert interviews. Government Information Quarterly, 36(4), 101385-101401. https://doi.org/10.1016/j.giq.2019.06.002
  • Nadkarni, S. and Prügl, R. (2021). Digital transformation: A review, synthesis and opportunities for future research. Management Review Quarterly, 71(2), 233-341. https://doi.org/10.1007/s11301-020-00185-7
  • Nalbantoğlu, C. B. (2021). Dijital dönüşümün örgüt kültürü üzerine yansımaları. KMU Sosyal ve Ekonomik Araştırmalar Dergisi, 23(40), 193-207.
  • Norling, K. (2024). Digital transformation or digital standstill? Status quo bias in Swedish public sector strategies. Transforming Government: People, Process and Policy, 19(1), 14–28. https://doi.org/10.1108/TG-04-2024-0078
  • O’Donnell, O. and Boyle, R. (2008). Understanding and managing organisational culture (CPMR Discussion Paper 40). Institute of Public Administration.
  • O'Reilly, C. A., and Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. In B. M. Staw and L. L. Cummings (Eds.), Research in organizational behavior: An annual series of analytical essays and critical reviews, 18 (pp. 157–200). Elsevier Science/JAI Press.
  • Olgun, C. K. (2020). Dijital kültürün yükselişine doğru: riskler ve fırsatlar. Adıyaman Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 13(35), 185–218. https://doi.org/10.14520/adyusbd.737364
  • Osmundsen, K., Iden, J. and Bygstad, B. (2018, September, 28-30). Digital transformation: drivers, success factors and implications. [Oral Presentation]. 12th Mediterranean Conference on Information Systems, Corfu, Greece.
  • Parker, R. and Bradley, L. (2000). Organisational culture in the public sector: Evidence from six organisations. International Journal of Public Sector Management, 13(2), 125–141. https://doi.org/10.1108/09513550010338773
  • Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). Jossey-Bass.
  • Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
  • Shaughnessy, H. (2018). Creating digital transformation: Strategies and steps. Strategy and Leadership, 46(2), 19–25. https://doi.org/10.1108/SL-12-2017-0126
  • Singh, Y. and Atwal, H. (2019). Digital culture: A hurdle or a catalyst in employee engagement. International Journal of Management Studies, 6(8), 54–60. http://doi.org/10.18843/ijms/v6i1(8)/08
  • Singh, A., Klarner, P., and Hess, T. (2020). How do chief digital officers pursue digital transformation activities? The role of organizational design parameters. Long Range Planning, 53(3), 101890-101904. https://doi.org/10.1016/j.lrp.2019.07.001
  • Tabrizi, B., Lam, E., Girard, K., and Irvin, V. (2019). Digital transformation is not about technology. Harvard Business Review, 13(March), 1-6.
  • Warner, K. S. R. and Wäger, M. (2019). Building dynamic capabilities for digital transformation: an ongoing process of strategic renewal. Long Range Planning, 52(3), 326-349. https://doi.org/10.1016/j.lrp.2018.12.001
  • Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980). Structure is not organization. Business Horizons, 23(3), 14–26.
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There are 54 citations in total.

Details

Primary Language English
Subjects Business Administration
Journal Section Research Article
Authors

Osman Kurter 0000-0001-7581-1316

Publication Date October 15, 2025
Submission Date August 14, 2025
Acceptance Date October 3, 2025
Published in Issue Year 2025 Volume: 6 Issue: 3

Cite

APA Kurter, O. (2025). STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION. Toplum Ekonomi Ve Yönetim Dergisi, 6(3), 524-544. https://doi.org/10.58702/teyd.1764602
AMA Kurter O. STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION. Toplum Ekonomi ve Yönetim Dergisi. October 2025;6(3):524-544. doi:10.58702/teyd.1764602
Chicago Kurter, Osman. “STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION”. Toplum Ekonomi Ve Yönetim Dergisi 6, no. 3 (October 2025): 524-44. https://doi.org/10.58702/teyd.1764602.
EndNote Kurter O (October 1, 2025) STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION. Toplum Ekonomi ve Yönetim Dergisi 6 3 524–544.
IEEE O. Kurter, “STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION”, Toplum Ekonomi ve Yönetim Dergisi, vol. 6, no. 3, pp. 524–544, 2025, doi: 10.58702/teyd.1764602.
ISNAD Kurter, Osman. “STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION”. Toplum Ekonomi ve Yönetim Dergisi 6/3 (October2025), 524-544. https://doi.org/10.58702/teyd.1764602.
JAMA Kurter O. STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION. Toplum Ekonomi ve Yönetim Dergisi. 2025;6:524–544.
MLA Kurter, Osman. “STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION”. Toplum Ekonomi Ve Yönetim Dergisi, vol. 6, no. 3, 2025, pp. 524-4, doi:10.58702/teyd.1764602.
Vancouver Kurter O. STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION. Toplum Ekonomi ve Yönetim Dergisi. 2025;6(3):524-4.