DİJİTAL DÖNÜŞÜM İÇİN ÖRGÜTSEL KÜLTÜRÜN STRATEJİK TASARIMI

Öz

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.

Anahtar Kelimeler

• Örgütsel Kültür
• Dijital Dönüşüm
• Kültürel Değişim
• Değişim Yönetimi

STRATEGIC DESIGN OF ORGANIZATIONAL CULTURE FOR DIGITAL TRANSFORMATION

Öz

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.

Anahtar Kelimeler

• Organizational Culture
• Digital Transformation
• Cultural Change
• Managing Change

Kaynakça

1. 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.
2. 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
3. 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
4. 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
5. 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.
6. 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
7. 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
8. Cameron, K. S. and Quinn, R. E. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. Addison-Wesley.

9. Cameron, K. S. and Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass.
10. 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
11. 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
12. 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
13. Çelik, D. and Leblebici, D. N. (2023). Belediyelerde dijital olgunluğun geliştirilmesinde dijital kültürün etkisi. KMÜ Sosyal ve Ekonomik Araştırmalar Dergisi, 25(44), 601–621.
14. 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
15. 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.
16. Fernandez, S. and Rainey, H. G. (2006). Managing successful organizational changes in the public sector. Public Administration Review, 66(2), 168–176.
17. 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.
18. 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
19. Goran, J., LaBerge, L., and Srinivasan, R. (2017). Culture for a digital age. McKinsey Quarterly, 2017(3), 56-65.
20. 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
21. 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
22. 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
23. 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.
24. 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
25. Hofstede, G. (1984). Cultural dimensions in management and planning. Asia Pacific Journal of Management, 1(2), 81–99. https://doi.org/10.1007/BF01733682
26. Hofstede, G., Hofstede, G. J. and Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw-Hill.
27. 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
28. 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.
29. Katzenbach, J., Steffen, I. and Kronley, C. (2012). Cultural change that sticks. Harvard Business Review, 90(7–8), 110–117.
30. Kotter, J. P. (1996). Leading change. Harvard Business School Press.
31. 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.
32. 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.
33. 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
34. 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.
35. 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
36. 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
37. Nalbantoğlu, C. B. (2021). Dijital dönüşümün örgüt kültürü üzerine yansımaları. KMU Sosyal ve Ekonomik Araştırmalar Dergisi, 23(40), 193-207.
38. 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
39. O’Donnell, O. and Boyle, R. (2008). Understanding and managing organisational culture (CPMR Discussion Paper 40). Institute of Public Administration.
40. 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.
41. 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
42. 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.
43. 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
44. Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). Jossey-Bass.
45. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
46. 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
47. 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
48. 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
49. Tabrizi, B., Lam, E., Girard, K., and Irvin, V. (2019). Digital transformation is not about technology. Harvard Business Review, 13(March), 1-6.
50. 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
51. Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980). Structure is not organization. Business Horizons, 23(3), 14–26.
52. 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
53. Yaffe, T. and Kark, R. (2011). Leading by example: The case of leader OCB. Journal of Applied Psychology, 96(4), 806–826. https://doi.org/10.1037/a0022464
54. Zaoui, F. and Souissi, N. (2020). Roadmap for digital transformation: A literature review. Procedia Computer Science, 175, 621–628. https://doi.org/10.1016/j.procs.2020.07.090