Characteristics in Digital Organizational Culture:

A Literature Review

Seyma Kocak

and Jan Pawlowski

Institute of Computer Science, University of Applied Science Ruhr West, Lützowstraße 5, 46236, Bottrop, Germany

Keywords: Digital Organizational Culture, Attitudes, Value, Digital Transformation, Characteristic, Company.

Abstract: Organizational culture is an important aspect that supports a successful digital transformation in companies.

It is an essential component of Digital Transformation and requires a crucial development of competencies,

characteristics, and attitudes to create acceptance and openness among employees and managers and enable

organizations to adapt to the transformation. This paper deals with the main characteristics and implications

of digital organizational culture. A systematic literature review was conducted for the methodology. The

identified characteristics were integrated into the defined dimensions (digital communication, proactivity,

entrepreneurial orientation, personal competencies, and digital skills and attitudes). The results show that, e.g.,

fault tolerance, innovation, digital skills, and an agile mindset are central to developing a digital organizational

culture. Furthermore, some characteristics (participation, teamwork, agile mindset, digital skills, problem-

solving, risk-taking) positively affect the digital organizational culture. New research questions are derived

from the results, which still show a need for research in IS research.

1 INTRODUCTION

Digital Transformation (DT) is a complex process of

rapid technology-enabled change in organizations

(Bharadwaj et al., 2013) that occurs through changes

in digital technologies such as information,

connectivity, data processing, and communication

technologies (Al-Faihani & Al-Alawi, 2020). Digital

Transformation is not just about digitizing products

and services using digital technologies (Hess et al.,

2016) but requires complete changes in processes to

enable business improvements (Hartl & Hess, 2017).

Companies in the DT process are concerned not only

with digital products, customer interactions, or

services but also with a culture that supports the

transformation and the way a company operates

(Hemerling et al., 2018; Shirokova et al., 2020).

Therefore, organizations need to consider new,

digitally relevant aspects of their culture and change

their structures, values, and assumptions in the

context of DT (Kane et al., 2017; Vial, 2019).

According to Schein (2019), organizational

culture is a system of commonly shared patterns of

thought, feeling, action, norms, values, and symbols

https://orcid.org/0000-0002-1282-8740

https://orcid.org/0000-0002-7711-1169

that convey these within an organization. There are

various definitions of organizational culture. Schein's

(2019) definition covers many aspects and is

therefore used in this paper. The basic dimensions are

artifacts, collective values, and assumptions (Schein,

2019). Waterman et al. (1980) developed a model that

includes capabilities, strategy, structure, and people.

Companies and organizations need to understand and

improve their culture during Digital Transformation

to ensure that it supports and does not hinder their

transformation efforts (Weill et al., 2018; Wokurka et

al., 2017; Yoo et al., 2010b). Many change initiatives

stem from an organizational culture conducive to

implementation. Organizational culture is an essential

component that shapes the underlying characteristics

of Digital Transformation (Hartl, 2017) and requires

extensive internalization of values and a willingness

to adhere to them (Chandler et al., 2017), so employee

buy-in must be in place for organizations to adapt to

change (Nesbit & Lam, 2014). Changing

organizational structures is a practical part of cultural

change in some companies, enabling new ways of

seeing and working (Larjovuori et al., 2018) and is

crucial for managing DT (Fitzegerald et al., 2018).

Kocak, S. and Pawlowski, J.

Characteristics in Digital Organizational Culture: A Literature Review.

DOI: 10.5220/0011530500003335

In Proceedings of the 14th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management (IC3K 2022) - Volume 3: KMIS, pages 31-42

ISBN: 978-989-758-614-9; ISSN: 2184-3228

 2022 by SCITEPRESS – Science and Technology Publications, Lda. All r ights reserved

The culture of organizations can be a significant and

influential aspect influencing Digital Transformation

(Kane et al., 2017; Vial, 2019). The human factor of

Digital Transformation (agility, collaboration,

communication) is essential for the positive

development of organizational culture through

effective Digital Transformation (Trushkina et al.,

2020). Personal competencies and entrepreneurial

orientation are characteristics that make a person's

work successful (Tahvanainen & Luoma, 2018) and

promote the readiness and motivation of employees

in the company (Knorr, 2020). Flexibility and

transparency promote adaptation to a changing

business environment (Uludag et al., 2018).

Changing the way of working in a large company

with its habits and culture is difficult but necessary.

On the one hand, there is the constantly changing

environment and, on the other, the increasing

importance and use of digital technologies.

Companies must develop a digital organizational

culture that adapts to the new format to manage this

challenging process successfully.

According to Deshpande & Webster (1989),

digital organizational culture is "the set of shared

assumptions and common understanding of

organizational practices in the digital context"

followed in this study. Various characteristics, values,

and attributes of digital organizational culture critical

to digital culture have been studied in the literature

(Duerr et al., 2018; Hartl, 2017; Hartl & Hess, 2017;

Kiefer et al., 2021). In order to identify the values of

organizational culture critical to the success of Digital

Transformation, authors (Hartl, 2017) examine the

fundamental values (e.g., collaboration, innovation,

risk-taking) of digital organizational culture.

However, these characteristics were not grouped as

dimensions seen as a collection of reference

information, or only individual components that

constitute a digital organizational culture were

addressed. In Isensee et al. (2020), it is shown that

four dimensions (strategic orientation, internal

capabilities, management, and attitudes) are the best

studied to constitute a digital organizational culture.

The concepts of (Knorr, 2020; Tahvanainen &

Luoma, 2018) contain many characteristics that

constitute a digital organizational culture. They have

integrated these characteristics into the dimensions of

entrepreneurial orientation, proactivity (Knorr,

2020), and personal competencies. Hartl & Hess

(2017) described factors in her work but did not use a

common taxonomy to describe the characteristics.

The digital organizational culture is new and differs

from the classical organizational culture. The

concrete design of a digital change culture and its

characteristics have not yet been clarified (Duerr et

al., 2018).

Furthermore, a classification or summary of the

characteristics has not yet been investigated.

Individual values and general cultural characteristics

have occasionally been suggested to enable a

successful Digital Transformation, but a

comprehensive analysis of which cultural

characteristics are crucial for Digital Transformation

success has not yet been done. Therefore, we examine

the characteristics and effects of an organizational

culture conducive to Digital Transformation.

Resulting from this is the following research

question:

What are the characteristics and effects of

digital organizational culture to drive Digital

Transformation in companies?

A literature review was conducted to identify the

attributes according to Webster & Watson (2002),

and the specified features were grouped into

dimensions based on the organizational level.

2 METHOD

We conducted the literature review described below

to identify the characteristics and impacts of digital

organizational culture. The literature search is based

on a systematic approach (Webster & Watson, 2002;

Kitchenham et al., 2009), in which relevant articles

are examined based on clearly defined research

questions, criteria, or phenomena. In the first step, the

publications were searched using the specified search

terms. In a second step, the citations of the identified

articles were checked (backward search). We also

conducted a forward search to identify publications

citing these articles (Vom Brocke et al., 2015). In the

literature search, we focused on the important

journals and selected conference proceedings

(Webster & Watson, 2002). A web-based search of

digital libraries (Kitchenham et al., 2009; Zhang &

Babar, 2010) was used to search for digital

organizational culture-based studies published in

academic databases. The selection of databases was

based on a suggested list of the important databases

for software and technology engineering (Zhang &

Babar, 2010). The search was based on a full-text

search. Five major databases (AIS, IEEE Xplore

(IEEE), ACM Digital Library (ACM), Science Direct

(SD), and Taylor and Francis Online (TnD)) focusing

on information systems and computer science were

searched from 2015-to 2022 to find the current

results. The proposed databases contain reliable

publications in many research areas, from highly

KMIS 2022 - 14th International Conference on Knowledge Management and Information Systems

technical journals to more socio-technical areas such

as IS journals and Proceedings of the Association for

Information Systems (AIS) Electronic Library. The

following keywords were used to search the AIS,

ACM, ScienceDirect, Taylor, and Francis: (“digital

organizational culture” OR “organizational culture”)

AND (“traits” OR “attitude” OR “value” OR

“dimension” OR “characteristic”) AND

(“digitalisation” OR “digitalization”) AND (“digital

transformation”) AND (“Compan*”). This search

string was used for the general search. There were a

total of 2947 publications. After limiting abstract,

title, and keywords, there were 87 papers.

Figure 1: Research approach.

A publication was selected as a source for the

analysis if the proposed inclusion criteria were met; a

publication was removed from the reference list if it

met the predefined exclusion criteria. The inclusion

criteria are as follows: (1) journal or conference, (2)

explicit mention of values, characteristics, and

attitudes in abstract, and (3) title or keywords

collaboration between groups with digital

organizational culture. In addition, the exclusion

criteria are as follows: (1) Non-English, (2) non-

explicit mention of traits, attitudes, or values of

digital organizational culture, (3) paper incomplete,

no scientific methodology is available. According to

the inclusion criteria and exclusion criteria, there

were 25. Through a forward and backward search

(Webster & Watson, 2002), 11 more articles were

added. A total of 36 papers were analyzed.

A concept matrix search (Webster & Watson,

2002) was used to analyze a framework for the

characteristics of digital organizational culture. Each

selected publication's content was summarized, and

the identified and redundant characteristics were

combined with the associated verb. In order to

summarise the identified values, characteristics, and

attitudes in a context, four dimensions are

entrepreneurial action orientation (Knorr, 2020),

proactivity (Knorr, 2020), personal competencies

(Tahvanainen & Luoma, 2018), digital skills and

attitudes (Waterman et al., 1980; Hildebrandt&

Beimborn, 2021), and digital communication were

formed. The values describe the internalized goals,

ideals, norms, standards, and moral principles (Raabe

et al., 2021). The traits describe the elements central

to the nature of digital organizational culture (Hartl,

2017). The attitudes are mental states of readiness

structured by experience and guide individuals'

responses to all relationships with particular

situations and objects (Hildebrandt & Beimborn,

2021). In their work, Isensee et al. (2020) define the

dimension of internal capabilities as a factor of digital

organizational culture. In Tahvanainen & Luoma

(2018), the dimension is also conceived as personal

competencies that reflect personal skills. The

dimension of digital communication was developed

to group the multitude of communication

characteristics such as collaboration and team

participation. Based on the definitions of the

respective dimensions (Waterman et al., 1980), the

identified characteristics were added to the

dimensions. Some characteristics such as cross-

functional (Mocker & van Heck, 2015; Weritz et al.,

2020), physical and virtual (Duerr et al., 2018;

Hemerling et al., 2018), and internal collaboration

(Abhari et al., 2021; Hartl & Hess, 2017; Kiefer et al.,

2021) and knowledge sharing (Abhari et al., 2021;

Hartl & Hess, 2017; Kiefer et al., 2021) were

combined as one character and added to the digital

communication dimension.

In addition, an analysis was conducted to

determine which characteristics affect digital

organizational culture. The assignment to the

classifications was done by analyzing the factor

description. A text analysis (Mayring, 2016) was

carried out and evaluated for the impacts, and these

were classified between positive (P), negative (N),

and no statement (NS).

3 RESULTS

Of the selected papers, most papers were published in

2018 with 28% and 2022 with 22%. The lowest

number of papers was published in 2015 with 6 % and

2016 with 0 %.

The characteristics of digital organizational

culture examined in the selected studies are shown in

Table 2. The top five most cited features are

innovation, digital skills, agile mindset, fault

tolerance, culture, and learning to fail, customer-

centricity, integration, and market orientation.

Characteristics identified through the systematic

literature search were summarized and added to the

corresponding dimensions. The dimensions can be

divided into four categories (entrepreneurial

orientation, proactivity, personal competencies,

digital competencies, and attitudes). These are

described in detail. In addition, the number of

Characteristics in Digital Organizational Culture: A Literature Review

Table 1: Top five treated domains.

The top 5 most mentioned

characteristics

Number of

mention

Innovation

Digital skills

Agile mindset

Fault tolerance and culture, and

learning to fail

Customer centricity and integration,

and market orientation

in the respective references was summed up and

presented. The tables provide an overview and listing

of the relevant characteristics of digital organizational

culture. The identified characteristics were analyzed

for impact on the digital organizational culture, and

the one with essential was included in the table.

Through text analysis, the positive (P), negative (N),

and no statement (NS) effects of the factors were

entered in the tables.

Digital Communication

Digital classification communication describes all

types of communication that take place with the help

of digital media. For this reason, all identified types

of communication were added to this classification

(Tahvanainen & Luoma, 2018). The human factor is

essential for the positive development of

organizational culture through effective Digital

Transformation (Trushkina et al., 2020). In order to

develop ideas, employee participation (Abhari et al.,

2017; Hartl, 2017; Hartl & Hess, 2017; Zeng &

Glaister, 2018) and closer collaboration (Mocker &

van Heck, 2015; Weritz et al., 2020; Duerr et al.,

2018), within the organization are necessary (Hartl &

Hess, 2017). In particular, features of organizational

culture, such as communication (Aasi & Rusu, 2017;

Abhari et al., 2017; Edelmann et al., 2021; Hartl &

Hess, 2017), have an impact on performance (Aasi &

Rusu, 2017). Teamwork (Aasi & Rusu, 2017; Al-

Faihani & Al-Alawi, 2020; Duerr et al., 2018) and

participation (Abhari et al., 2021; Hartl, 2017; Hartl

& Hess, 2017; Kiefer et al., 2021) are part of digital

organizational culture. Another factor of digital

organizational culture is the establishment of

interfaces with partners and competitors (Duerr et al.,

2018), as well as corporate social responsibility

(Duerr et al., 2018; Hartl & Hess, 2017; Kiefer et al.,

2021).

Table 2: Essential Characteristics of Digital Communication.

Digital Communication

Number of

mentions

Sources

Collaboration:

Ability to cooperate, share and manage digital

mobility through digital technology

(Abhari et al., 2021; Capgemini, 2017; Duerr et

al., 2018; Hartl & Hess, 2017; Hemerling et al.,

2018; Igartua et al., 2018; Kiefer et al., 2021;Luo

et al., 2018; Mocker & van Heck, 2015; Quinton et

al., 2018; Submitter et al., 2020; Troilo et al.,

2017; Vey et al., 2017; Weritz et al., 2020; Zeng &

Glaister, 2018)

Communication:

Ability to communicate constructively, effectively,

and consciously

(Aasi & Rusu, 2017; Abhari et al., 2021;Edelmann

et al., 2021; Gamache et al., 2019; Hartl, 2017;

Hartl & Hess, 2017; Hie, 2019; Jäntti &

Hyvarinen, 2018; Raabe et al., 2021; Storm &

Borgman, 2020; Submitter et al., 2020; Trushkina

et al., 2020; Tuukkanen et al., 2022)

Corporate social responsibility: Ability to self-

regulate and take responsibility for actions towards

clients, stakeholders, and the world at large

(Billington & Ellersgaard, 2017; Duerr et al.,

2018, (Hartl, 2017; Hartl & Hess, 2017; Kiefer et

al., 2021; Quinton et al., 2018; Sousa &Wilks,

2018)

Cooperation: Ability to work cross-functionally

and with external partners

(Gamache et al., 2019; Hartl, 2017; Submitter et

al., 2020; Tuukkanen et al., 2022)

Establishing interfaces with partners and

competitors: Attitude to use digital

communication optimally in interaction with other

cultures

(Duerr et al., 2018)

Participation: Ability to support open and non-

hierarchical discussion in the organization, the

democratization of decision-making processes

(Abhari et al., 2021; Billington & Ellersgaard,

2017; Hartl, 2017; Hartl & Hess, 2017; Igartua et

al., 2018; Kiefer et al., 2021; Luo et al., 2018;

Sousa & Wilks, 2018; Tuukkanen et al., 2022;

Vey, 2017; Zeng & Glaister, 2018)

KMIS 2022 - 14th International Conference on Knowledge Management and Information Systems

In addition to some mentions, a table lists the effects

of factors on the digital organizational culture.

Establishing interfaces with partners and competitors

does not affect the digital organizational culture. All

other factors affect a digital organizational culture.

Participation is shown in many articles as the most

important characteristic that affects the digital

organizational culture.

Digital Skills and Attitudes

The classification of digital skills and attitudes deals

with positive attitudes towards new digital

technologies (Knorr, 2020) and ICT systems

(Hildebrandt & Beimborn, 2021). Therefore, the

identified digital skills and attitudes were integrated

into this dimension. One of the essential

characteristics of creating a thriving digital

organizational culture in the company is the need for

digital skills (Aasi & Rusu, 2017; Duerr et al., 2018;

Kiefer et al., 2021) and an agile mindset (Hartl &

Hess, 2017; Kiefer et al., 2021; Sousa & Wilks,

2018). The essential factors are employees' and

managers' self-organization (Submitter et al., 2020).

The so-called 'error culture' (Haffke et al., 2017;

Hartl, 2017) motivates employees to take risks

(Jonathan et al., 2020; Tuukkanen et al., 2022) to take

risks and try new things, even if this might have

negative consequences.

The literature analysis found that the factors

creativity, security awareness, digital mindset, and

empowerment do not affect creating a digital

organizational culture. Agile mindset, risk-taking and

fault tolerance, and culture and learning fail to show

the most impact on digital organizational culture.

Here we do not yet know whether autonomy and

overcoming resistance have a positive or negative

impact.

Entrepreneurial Orientation and Personal

Competencies

Entrepreneurial orientation describes the use of

opportunities that other organizations cannot seize. It

refers to the processes, practices, and decision-

making styles of organizations that are

entrepreneurial (Knorr, 2020). In personal

competencies, characteristics contribute to a person's

ability to do their job successfully (Tahvanainen &

Luoma, 2018). Companies with a digital

organizational culture are characterized by

autonomous working conditions, allowing them to

work independently. For this reason, the organization

should be innovative (Aasi & Rusu, 2017; Abhari et

al., 2021; Gamache et al., 2019; Gurbaxani & Dunkle,

2019; Haffke et al., 2017; Hartl, 2017; Hartl & Hess,

2017) to accept, implement and be open to new ideas

and changes (Abhari et al., 2021; Jonathan et al.,

2020; Kiefer et al., 2021; Martinez-Caro et al., 2020).

For this reason, organizations that address a digital

organizational culture need more structure for the

individual work process and mainly organizational

(Duerr et al., 2018; Kiefer et al., 2021; Zeng &

Glaister, 2018), dual structures, and strategic

orientation (Isensee et al., 2020). These

characteristics are supported by a willingness to learn,

continuous learning (Abhari et al., 2021; Hartl &

Hess, 2017; Kiefer et al., 2021; Zeng & Glaister,

2018), and customer-centricity and integration and

market orientation (Aasi & Rusu, 2017; Abhari et al.,

2021; Tuukkanen et al., 2022) supplemented to

promote Digital Transformation and create a digital

culture.

Table 3: Impact of the factors on digital communication.

Digital Communication

Positive (P), negative (N), or no statement (NS) Impact

Collaboration

(Trushkina et al., 2020) (NS), (Edelmann et al., 2021) (N), (Hartl & Hess, 2017) (NS),

(Kiefer et al., 2021) (NS), (Mocker & van Heck, 2015) (NS), (Abhari et al., 2021) (P),

(Zeng & Glaister, 2018) (NS)

Communication

(Abhari et al., 2021) (NS), (Edelmann et al., 2021) (N), (Hartl, 2017) (NS), (Hie,

2019) (NS), (Trushkina et al., 2020) (NS), (Hartl & Hess, 2017) (NS), (Raabe et al.,

2021) (NS), (Storm & Borgman, 2020) (NS)

Corporate social responsibility

(Hartl, 2017; Hartl & Hess, 2017) (NS, NS), (Kiefer et al., 2021) (NS)

Cooperation

(Hartl, 2017) (NS), (Trushkina et al., 2020) (NS), (Mocker & van Heck, 2015) (NS),

(Abhari et al., 2021) (NS)

Participation

(Trushkina et al., 2020) (NS), (Abhari et al., 2021) (P), (Hartl, 2017; Hartl & Hess,

2017), (NS, NS), (Kiefer et al., 2021) (P), (Zeng & Glaister, 2018) (NS)

Teamwork

(Aasi & Rusu, 2017) (NS), (Al-Faihani & Al-Alawi, 2020) (P), (Hartl & Hess, 2017)

(P)

Characteristics in Digital Organizational Culture: A Literature Review

Table 4: Essential Characteristics of Digital Skills and Attitudes.

Digital Skills and Attitudes

Number of

mentions

Sources

Agile mindset: Attitude to react creatively and

opportunity-oriented to market changes and to bring

them about innovatively and proactively

(Billington & Ellersgaard, 2017; Capgemini,

2017; Duerr et al., 2018; Hartl, 2017; Hartl &

Hess, 2017; Kiefer et al., 2021; Larjovuori et

al., 2017; Luo et al., 2018; Raabe et al., 2021;

Sousa & Wilks, 2018; Troilo et al., 2017;

Trushkina et al., 2020; Tuukkanen et al., 2022;

Vey, 2017; Zeng & Glaister, 2018)

Autonomy: Ability to be independent, not needing to

show consideration for others, and free from control to

make their own decisions

(Abhari et al., 2021)

Creativity: Ability to develop different ideas and

opportunities to create value, combine knowledge and

resources to achieve valuable effects, research and

experiment with innovative approaches

(Larjovuori et al., 2018)

Security awareness: Ability to protect personal data,

devices, and privacy from threats

(Jonathan et al., 2020)

Digital mindset: Attitude of being open to new

technologies and curiosity about change.

(Capgemini, 2017)

Digital skills: Ability to handle and use the digital

tools

(Aasi & Rusu, 2017; Billington & Ellersgaard,

2017; Duerr et al., 2018; Gamache et al.,

2019; Hartl, 2017; Jäntti & Hyvarinen, 2018;

Kiefer et al., 2021; Luo et al., 2018; Quinton

et al., 2018; Sousa & Wilks, 2018; Troilo et

al., 2017; Trushkina et al., 2020; Vey, 2017;

Weritz et al., 2018; Zeng & Glaister, 2018)

Empowerment: Ability to take on self-responsibility

and self-determination in the organization

(Abhari et al., 2017)

Entrepreneurial mindset: Ability to think and act in

an entrepreneurial way.

(Billington & Ellersgaard, 2017; Duerr et al.,

2018), , Hartl, 2017; Hartl & Hess, 2017;

Kiefer et al., 2021; Luo et al., 2018; Quinton

et al., 2018; Sousa & Wilks, 2018)

Experimentation: Ability to check, prove or disprove

a specific assumption or conjecture

(Chatfield et al., 2015; Haffke et al., 2017;

Larjovuori et al., 2017; Storm & Borgman,

2020)

Fault tolerance, culture, and learning to fail:

Attitude of seeing failures defeats as further

development and acting on them.

(Abhari et al., 2017; Al-Faihani & Al-Alawi;

2020; Billington & Ellersgaard, 2017; Duerr et

al., 2018; Gamache et al., 2019; Hartl, 2017;

Hemerling et al., 2018; Larjovuori et al., 2017;

Quinton et al., 2018; Trushkina et al., 2020;

Tuukkanen et al., 2022; Vey, 2017; Zeng &

Glaister, 2018)

Flexibility: Property to adapt to change and, above all,

the anticipation of future innovation

(Capgemini, 2017; Shirokova et al., 2020;

Shirokova et al., 2020; Weritz et al., 2018)

Making decisions quickly and collectively: Ability to

take decisions whose outcome is not certain

Capgemini, 2017; Chatfield et al., 2015; Duerr

et al., 2018; Edelmann et al., 2021; Hemerling

et al., 2018; Submitter et al., 2020)

Overcoming resistance: Trait of dealing with stressful

situations, bouncing back quickly after crises

(Hie, 2019)

Risk-taking: Ability to deal with ambiguity and make

calculated decisions in the face of uncertainty

(Abhari et al., 2021; Duerr et al., 2018;

Gamache et al., 2019; Hartl & Hess, 2017;

Hemerling et al., 2018; (Jonathan et al., 2020;

Kiefer et al., 2021; Larjovuori et al., 2017;

Sousa & Wilks, 2018; Trushkina et al., 2020;

Tuukkanen et al., 2022; Vey, 2017; Zeng &

Glaister, 2018)

KMIS 2022 - 14th International Conference on Knowledge Management and Information Systems

Table 5: Impact of the factors on digital skills and attitudes.

Digital Skills and Attitudes

Positive (P), negative (N), or no statement (NS) Impact

Agile mindset

(Hartl, 2017; Hartl & Hess, 2017) (NS, NS), (Kiefer et al., 2021) (P), (Raabe et al.,

2021) (NS), (Trushkina et al., 2020) (NS), (Zeng & Glaister, 2018) (P)

Autonomy

(Abhari et al., 2021) (NS)

Digital skills

(Aasi & Rusu, 2017) (NS), (Hartl, 2017) (NS), (Kiefer et al., 2021) (P), (Trushkina et

al., 20209 (NS), (Zeng & Glaister, 2018) (P)

Entrepreneurial mindset

(Hartl, 2017; Hartl & Hess, 2017) (NS, NS), (Kiefer et al., 2021) (NS)

Experimentation

(Chatfield et al., 2015 (P), (Haffke et al., 2017) (NS), (Storm & Borgman, 2020) (NS)

Fault tolerance and culture,

and learning to fail

(Abhari et al., 2021) (P), Duerr et al., 2018 (P), (Hartl, 2017) (NS), (Trushkina et al.,

2020) (NS), (Zeng & Glaister, 2018) (NS)

Flexibility

(Shirokova et al., 2020) (NS)

Making decisions quickly

and collectively

(Chatfield et al., 2015 (N), (Edelmann et al., 2021) (N)

Overcoming resistance

(Hie, 2019) (NS)

Problem-solving

(Chatfield et al., 2015 (P)

Risk-taking

(Abhari et al., 2021) (P), (Duerr et al., 2018) (P), (Hartl & Hess, 2017) (NS), (Kiefer et

al., 2021) (NS), (Trushkina et al., 2020) (NS), (Zeng & Glaister, 2018) (NS)

Table 6: Essential Characteristics of Entrepreneurial orientation and Personal competencies.

Entrepreneurial orientation and Personal

competencies

Number of

mentions

Sources

Customer centricity and integration and market

orientation: Ability to inform and support customers

through the use of digital tools

(Aasi & Rusu, 2017; Abhari et al., 2021;

Capgemini, 2017; Duerr et al., 2018; Hartl, 2017;

Hartl & Hess, 2017; (Kiefer et al., 2021; Quinton

et al., 2018; Submitter et al., 2020; Troilo et al.,

2017; Trushkina et al., 2020; Tuukkanen et al.,

2022; Vey, 2017; Weritz et al., 2018; Zeng &

Glaister, 2018)

Ecosystem orientation: Ability to integrate ecological

issues into business strategy and reduce harmful impacts

of business activities

(Kiefer et al., 2021; Quinton et al., 2018; Sousa &

Wilks, 2018; Zeng & Glaister, 2018)

Innovation: Ability to identify opportunities to improve

performance by changing methods, processes, products,

and services

(Aasi & Rusu, 2017; Abhari et al., 2021; Al-

Faihani & Al-Alawi, 2021; Duerr et al., 2018;

Hartl & Hess, 2017; Kiefer et al., 2021; Larjovuori

et al., 2017; Quinton et al., 2018; Raabe et al.,

2021; Submitter et al., 2020; Troilo et al., 2017;

Trushkina et al., 2020; Vey, 2017; Weritz et al.,

2018; Zeng & Glaister, 2018)

Openness to change: Ability to accept new ideas and its

willingness to implement and embrace change

(Abhari et al., 2021; Gamache et al., 2019; Hartl &

Hess, 2017; Jonathan et al., 2020; Kiefer et al.,

2021; Luo et al., 2018; Sousa & Wilks, 2018;

Storm & Borgman, 2020; Troilo et al., 2017;

Trushkina et al., 2020; Vey, 2017)

Organizational and dual structures: Ability to divide,

organize and coordinate the structure with organizational

activities.

(Billington & Ellersgaard, 2017; Duerr et al.,

2018; Kiefer et al., 2021; Luo et al., 2018; Sousa

& Wilks, 2018; Troilo et al., 2017; Vey, 2017;

Zeng & Glaister, 2018)

Responsiveness: Ability to complete assigned tasks of a

system or functional unit within a given time.

(Abhari et al., 2021)

Strategic orientation: Ability to leverage the operational

environment within the business to improve performance

and achieve a competitive advantage

(Isensee et al., 2020)

Willingness to learn, continuous learning and

development: Attitude to continuously develop

knowledge, skills, and abilities through tasks and

experiences in dealing with others

(Abhari et al., 2021; Billington & Ellersgaard,

2017; Hartl & Hess, 2017; Kiefer et al., 2021; Luo

et al., 2018; Sousa & Wilks, 2018; Troilo et al.,

2017; Vey, 2017; Weritz et al., 2018; Zeng &

Glaister, 2018)

Characteristics in Digital Organizational Culture: A Literature Review

Customer centricity and integration and market

orientation, ecosystem orientation, innovation,

openness to change, organizational and dual

structures, responsiveness, willingness to learn,

continuous learning, and development are the

characteristics mentioned in the literature that affect

the digital organization. These characteristics show

both positive and negative impacts on Digital

Transformation. The characteristic strategic

orientation does not affect a digital culture.

Proactivity

The classification of proactivity describes the ability

to take responsibility, act on one's responsibility, and

be goal- and future-oriented (Knorr, 2020).To

establish a digital organizational culture in the

company, it is essential to build mutual trust (Abhari

et al., 2021) (Hartl & Hess, 2017; Jonathan et al.,

2020) and transparency (Duerr et al., 2018; Edelmann

et al., 2021; Hemerling et al., 2018). Motivation

(Jäntti & Hyvarinen, 2018) encourages employees

and develops their skills and engagement (Al-Faihani

& Al-Alawi, 2020; Jäntti & Hyvarinen, 2018) play an

essential role in a digital organizational culture. They

support change, and a culture of openness (Jäntti &

Hyvarinen, 2018) helps drive Digital Transformation.

Engaging senior management (Isensee et al., 2020;

Jonathan et al., 2020), especially equalizing power

(Duerr et al., 2018), will also promote the

development of digital organizational culture.

Equality of power, motivation, and promotion of

employees and supporting a culture of openness

affect the organization's digital culture. The

characteristic of trust only comes up in two

contributions that concern digital organizational

culture. According to the content analysis, it was

found that involvement of staff, support for change

initiatives, and trust positively affect Digital

Transformation.

Table 7: Impact of the factors on entrepreneurial orientation and personal competencies.

Entrepreneurial orientation and

Personal competencies

Positive (P), negative (N), or no statement (NS) Impact

Customer centricity and integration,

and market orientation

(Abhari et al., 2021) (P), (Hartl, 2017; Hartl & Hess, 2017) (NS, NS), (Kiefer

et al., 2021) (NS), (Trushkina et al., 2020) (NS), (Zeng & Glaister, 2018) (NS)

Ecosystem orientation

(Kiefer et al., 2021) (NS), (Zeng & Glaister, 2018) (NS)

Innovation

(Abhari et al., 2021) (P, P), (Hartl, 2017; Hartl & Hess, 2017) (NS, NS),

(Kiefer et al., 2021) (P), (Raabe et al., 2021) (NS), (Trushkina et al., 2020)

(NS), (Zeng & Glaister, 2018) (P)

Openness to change

(Abhari et al., 2021) (P), (Hartl & Hess, 2017) (NS), (Kiefer et al., 2021) (P),

(Storm & Borgman, 2020) (NS), (Trushkina et al., 2020) (NS)

Organizational and dual structures

(Kiefer et al., 2021) (P), (Zeng & Glaister, 2018) (P)

Responsiveness

(Abhari et al., 2021) (P)

Willingness to learn, continuous

learning, and development

(Abhari et al., 2021) (P), (Hartl & Hess, 2017) (NS), (Kiefer et al., 2021) (P),

(Zeng & Glaister, 2018) (P)

Table 8: Essential Characteristics of Proactivity.

Proactivity

Number of

mentions

Sources

Involvement of staff: Ability to promote teamwork, colleagues

helping and coordinating with each other

(Al-Faihani & Al-Alawi, 2020;

Jäntti & Hyvarinen, 2018)

Equality of power: Ability to give equal consideration to the

opinions of each individual

(Duerr et al., 2018)

Motivation and promotion of employees: Ability to

encourage and motivate employees through responsibility and

autonomy and to convey recognition and appreciation

(Jäntti & Hyvarinen, 2018)

Support for change initiatives: Ability to initiate processes,

accept challenges, act and work independently to achieve goals,

make decisions and carry out planned tasks.

(Al-Faihani & Al-Alawi, 2020)

Trust: Ability to build mutual trust between organizations.

(Abhari et al., 2021; Hartl & Hess,

2017; Hemerling et al., 2018;

(Jonathan et al., 2020; Tuukkanen

et al., 2022)

Transparency: Ability to communicate openly and honestly

with each other and the outside world, understanding that good

information can enable effective action.

(Duerr et al., 2018; Edelmann et al.,

2021; Hemerling et al., 2018;

Shirokova et al., 2020)

KMIS 2022 - 14th International Conference on Knowledge Management and Information Systems

Table 9: Impact of the factors proactivity.

Proactivity

Positive (P), negative (N), or no statement (NS) Impact

Involvement of staff

(Al-Faihani & Al-Alawi, 2020) (P)

Support for change initiatives

(Al-Faihani & Al-Alawi, 2020) (P)

Trust

(Abhari et al., 2021) (P), (Hartl & Hess, 2017) (NS)

Transparency

(Shirokova et al., 2020) (NS)

4 DISCUSSION

This paper identifies the characteristics relevant to a

digital organizational culture that can contribute to IS

knowledge at various points. Our study has compiled

a comprehensive list of factors that form the digital

organizational culture. Furthermore, the

characteristics are divided into four dimensions to

create a concise framework for digital organizational

culture. In addition to the identified characteristics,

the factors were defined using a standard taxonomy

to ensure precise terminology. In particular, we

focused on the less researched influential factors.

Affective factors include, for example, collaboration

(Edelmann et al., 2021; Trushkina et al., 2020),

communication (Abhari et al., 2021; Edelmann et al.,

2021), digital skills (Aasi & Rusu, 2017; Hartl, 2017),

innovation (Abhari et al., 2021; Al-Faihani & Al-

Alawi, 2020) and trust (Abhari et al., 2021; Hartl &

Hess, 2017). Affective competencies are taken into

account because, in addition to cognitive

competencies, they are more relevant for employees

and managers who do not actively shape the Digital

Transformation but who support its successful

implementation.

Flexibility and transparency promote support for

a changing business environment (Uludag et al.,

2018), as changing the way of working in a large

company with its habits and culture are difficult but

essential. There is still a gap in the existing

frameworks as not all characteristics of digital

organizational culture are covered. The identified

characteristics help develop a digital organizational

model for staff and leaders to support the Digital

Transformation. Compared to previous

characteristics (Duerr et al., 2018; Hartl, 2017), our

characteristics related to Digital Transformation

supported the development of a new digital culture.

Furthermore, customer-centricity, market orientation,

and integrated customers are crucial to meeting the

ever-changing market and customer requirements

(Shirokova et al., 2020).

For this reason, it is necessary to integrate

flexibility and rapid response characteristics into the

digital organizational culture. Innovation, digital

awareness and necessity of innovation, learning to

fail, failure tolerance, communicative, openness,

digital skills, and agile mindset (Gamache et al.,

2019, Kiefer et al., 2021; Larjovuori et al., 2017;

Jäntti & Hyvarinen, 2018; Sousa & Wilks, 2018) are

the most frequently mentioned characteristics that

constitute a digital organizational culture. For this

reason, we have integrated these characteristics into

the respective culture dimensions to determine to

what extent they play a role in different industries in

future studies.

Another contribution is the description of the

factors using a taxonomy for creating the

descriptions. Thus, the characteristics were classified

and described as ability or attitude. The concept of

digital organizational culture is not limited to values

(Hartl & Hess, 2017) but also considers other factors

such as digital attitudes or entrepreneurial action

orientation. Our concept takes into account both the

frequently studied values and characteristics as well

as practical digital attitudes. Existing work argues

that the human factor in Digital Transformation

affects the positive development of organizational

culture (Trushkina et al., 2020), but which of these

factors is not mentioned. Through the literature, it

was determined that digital attitudes are an essential

dimension of digital organizational culture. The

results show that the impact of the digital mindset has

not been mentioned in the current work, which still

needs to be investigated. In order to develop these

attitudes in companies, managers should first be

sensitized and trained. If managers have Digital

Transformation attitudes, they can better motivate

their employees to have the same attitude.

Additionally, these characteristics can be used and

studied in different industries. Thus, it can be found

out which characteristics are essential for the

respective industries to build a digital organizational

culture. The results of our review will also be used to

develop further research questions that can be used to

support IS research. For further research, the

following research questions could be investigated:

How could a digital organizational culture model

be developed based on the identified characteristics?

Characteristics in Digital Organizational Culture: A Literature Review

Which characteristics of digital organizational

culture are fundamental for organizations?

How could a survey instrument be developed

based on the identified characteristics?

The questions can be used as foundations to fill

the gaps in recent digital organizational culture

studies, and researchers can modify these questions to

fit their specific research problems better.

5 SUMMARY AND FUTURE

WORK

This study investigated the essential aspects of a

digital organizational culture relevant to the

company's Digital Transformation. A systematic

literature review was conducted to identify existing

attitudes, competencies, and values. These

characteristics were divided into four categories

derived from established organizational culture

models. This way, a broad overview of attitudes,

competencies, and values was obtained to serve as a

basis for future research. The results show that many

of the characteristics are an essential basis for

developing a digital organizational culture. The

characteristics can be explored in the future with a

qualitative methodology for a specific sector or group

of people to gain new insights and results. The

evaluation of factor descriptions and the effect of the

characteristics should be studied with a mixed-

methods approach and applied to a specific industry.

Furthermore, it is essential to find out how to

develop a model of digital organizational culture,

evaluate it and define measures based on the

identified characteristics. Furthermore, it would be

helpful to define items for the individual factors to

determine the status of employees and managers. In

this way, it can be determined which areas can still be

promoted. Another aspect would be creating a digital

organizational culture assessment, where companies

are divided into levels according to the assessment,

and measures are created depending on the level.

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