The Emergence of a Digital Organisational Culture During a Digital Transformation: A Comparative Case Study

Abstract

This comparative case study investigates the impact of digital transformation (DT) on the development of a digital organisational culture (OC) within two distinct university settings: one in Saudi Arabia and the other in the United Kingdom. Adopting a qualitative interpretive methodology, the research examines the intricate dynamics of cultural shifts triggered by digital transformation. Drawing on Alvesson and Sveningsson’s framework, the study explores how changes in the nature of work and the emergence of new collective meanings influence organisational culture within the context of digital change. Through in-depth qualitative analysis, the research offers valuable insights into the complexities of transformation within two culturally diverse higher education institutions (HEIs). The study identifies digital strategy as the primary catalyst for this shift, emphasising that robust leadership and management support are essential to aligning strategic initiatives with cultural objectives. The research further establishes that a digital strategy capable of fostering a digital organisational culture is built upon three key pillars: a culture of compliance, performance reshaping, and a culture of continuous learning. However, existing studies identify leadership, resistance, strategy and training as important DT factors. This study extends the literature by demonstrating that these are not independent variables but interconnected forms of cultural change work through which digital organisational culture emerges. These findings contribute to a deeper understanding of the complexities of digital transformation and organisational culture change, providing practical implications and recommendations for successful digital integration within university environments.