WHY DO DIGITAL TRANSFORMATION INITIATIVES FAIL? DIGITAL MINDSETS AS AN INVISIBLE STRATEGIC COMPONENT

Yıl 2024, Cilt: 22 Sayı: Özel Sayı: Endüstri 4.0 ve Dijitalleşmenin Sosyal Bilimlerde Yansımaları, 1841 - 1876, 30.09.2024

Hatice Gökçe Demirel

https://doi.org/10.35408/comuybd.1516665

Öz

The question of why some organizations cannot achieve successful transformation despite having sufficient technological resources and infrastructure is multidimensional and complex. If we add to this question why some organizations cannot achieve digital innovation despite successfully implementing digital transformation into their business processes, we can conclude that an invisible element in organizations is used strategically incorrectly or erroneously. This study argues that this invisible strategic component is digital mindset and examines it in terms of leaders, employees, and the collective mindset of the organization, culture.
In this conceptual research, digital leadership and culture have been taken as a domain and mindsets as a method to understand invisible components of success and/or failure. With this approach, two studies that have made significant contributions to digital mindset studies, Lankshear and Knobel's (2006) and Solberg et al. (2020), were taken as reference points and delved into. Digital mindsets have been examined in two different analyze level: business mindset and individual mindset at the organizational level. Firstly, this study examines two primary digital mindsets (Lankshear and Knobel, 2006)—Mindset 1 and Mindset 2—offering contrasting views on social relations, value creation, production, expertise, and intelligence. Secondly, it examines the digital mindsets, which Solberg et al. (2020) divided into four (Fixed/Zero-Sum, Fixed/Expandable-Sum, Growth/Zero-Sum, and Growth/Expandable-Sum), as a strategic tool that operates with two different mechanisms, from culture to employee and from employee to culture, in order to create and implement a successful digital transformation strategy in organizations. Although the literature highlights some aspects of digital leadership, digital transformation and technology selection strategy, and digital organizational culture, there is not yet sufficient knowledge to see their relationship with the digital mindset in a holistic way. Addressing this gap will provide insights into the interaction between leadership, culture, employee mindset, and digital technology strategy success, ultimately contributing to more holistic and effective digital transformation practices.
This research contributes to the literature with two aspects of the model it proposes. First, it draws attention to the importance of the leader's mindset in terms of strategic horizon. Second, it provides a framework for the leader to develop different strategies, policies and practices according to the differences in the digital mindsets of the employees. It is aimed to develop a strategic perspective for the digital mindset, which is associated with different individual and organizational dimensions in the literature as an element of culture.

Anahtar Kelimeler

Digital Transformation, Digital Leadership, Digital Organizational Culture, Digital Mindset, Digital Transformation Strategy

DİJİTAL DÖNÜŞÜM GİRİŞİMLERİ NEDEN BAŞARISIZ OLUYOR? GÖRÜNMEZ BİR STRATEJİK BİLEŞEN OLARAK DİJİTAL ZİHNİYETLER

Öz

Bazı örgütlerin yeterli teknolojik kaynaklara ve altyapıya sahip olmalarına rağmen neden başarılı bir dönüşüm gerçekleştiremediği sorusu çok boyutlu ve karmaşıktır. Bu soruya, bazı örgütlerin dijital dönüşümü iş süreçlerine başarıyla uygulamalarına rağmen neden dijital inovasyon gerçekleştiremediğini eklersek, kuruluşlardaki görünmez bir unsurun stratejik olarak yanlış veya hatalı kullanıldığı sonucuna varabiliriz. Bu çalışma, bu görünmez stratejik bileşenin dijital zihniyet olduğunu savunuyor ve bunu liderler, çalışanlar ve kuruluşun kolektif zihniyeti, kültür açısından inceliyor.
Bu kavramsal araştırmada, dijital liderlik ve kültür alan teorisi ve zihniyetler başarının ve/veya başarısızlığın görünmez bileşenlerini anlamak için bir yöntem olarak ele alınmıştır. Bu yaklaşımla, dijital zihniyet çalışmalarına önemli katkılarda bulunan iki çalışma, Lankshear ve Knobel (2006)’'in ve Solberg ve ark. (2020)'nın referans noktaları olarak alınmış ve derinlemesine incelenmiştir. Dijital zihniyetler iki farklı analiz düzeyinde incelenmiştir: kurumsal düzeyde iş zihniyeti ve bireysel zihniyet. Bu çalışma ilk olarak iki temel dijital Zihniyet 1 ve Zihniyet 2 (Lankshear ve Knobel, 2006)’yi liderin stratejik ufku görmesi ve yorumlaması açısından önemli bir etken olarak inceliyor: Bu zihniyetler, sosyal ilişkiler, değer yaratma, üretim, uzmanlık ve zekâ üzerine zıt görüşler sunuyor. İkinci olarak örgütlerde başarılı dijital dönüşüm stratejisi oluşturmak ve uygulamak için Solberg ve ark. (2020)’nın dörde ayırdığı dijital zihniyetleri kültürden çalışana ve çalışandan kültüre doğru iki farklı mekanizma ile işleyen bir stratejik araç olarak inceliyor. Literatürde dijital liderliğin, dijital dönüşümün ve teknoloji seçim stratejisinin, dijital örgüt kültürünün bazı yönleri vurgulansa da bunların dijital zihniyetle ilişkisinde bütünü görmek için henüz yeterli bilgi birikimi oluşmamıştır. Bu boşluğu ele almak, liderlik, kültür, çalışan zihniyeti ve dijital teknoloji stratejisi başarısı arasındaki etkileşime dair içgörüler sağlayarak daha bütünsel ve etkili dijital dönüşüm uygulamalarına katkıda bulunacaktır.
Bu araştırma önerdiği modelin iki yönüyle literatüre katkı sağlamaktadır. Birincisi liderin zihniyetinin stratejik ufuk açısından önemine dikkat çekmektedir. İkincisi lidere çalışanların dijital zihniyetlerinin farklılıklarına göre farklı strateji, politika ve uygulama geliştirebilmeleri için bir çerçeve sunar. Literatürde farklı bireysel ve örgütsel boyutları ile kültürün bir parçası olarak ilişkilendirilmiş dijital zihniyet için stratejik bir bakış açısı geliştirmek amaçlanmıştır.

Anahtar Kelimeler

Dijital Dönüşüm, Dijital Liderlik, Dijital Örgüt Kültürü, Dijital Zihniyet, Dijital Dönüşüm Stratejisi

Etik Beyan

Etik ihlali bulunmamaktadır.

Kaynakça

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