| Acronyms: | SLR: Systematic Literature Review DC: Digital Culture OCT: Organizational Culture Transformation | DR: Digital Readiness DT: Digital Transformation DI: Digital Innovations | DCC: Digital Corporate Culture DC: Digital Culture DOC: Digital Organizational Culture |
| Authors | Methodology | Findings | Evidence to support existing issues |
| | Theoretical model Structural equation modeling method. | The model indicates that DOC fosters the business digitization process and the value generation from digital tools leading to improving organizational performance. | Leadership team and staff interviews of the 93 production centers to investigate the importance of DC |
| | Hypothesis testing Cross-sectional research Structured questionnaire Descriptive statistics, correlation, and multiple hierarchical regressions | Significant connection between the DOC and digital capability with DI. DR is necessary to implement digital capabilities and innovations integrated with DOC. | 413 questionnaires were sent, analysis of the collection of 227 responses shows the relation between DOC and DI |
| | SLR | Clear understanding of DC foundations given the technological advancements (from 2000 to 2020). | 955 recent papers published in peer-reviewed databases about DC with a classification of the countries that most contributed to this field. |
| | SLR | Determination of Nine main characteristics of OC | 23 articles on three scholarly databases to identify different characteristics of OC |
| | SLR | Identifying five primary concepts of digitalization and four CSF to achieve DR | 22 DR models with 119 dimensions to identify five main concepts and four primary CSFs |
| | Quantitative analysis | Organizations that have embraced DCC were five times more likely to achieve innovative performance. | Empirical data through interviewing 5000 managers and employees more than 80% of respondents believe that DT is the future. |
| | Quantitative analysis | A framework for strategizing in the new digital competitive era | The most important element is a proper mindset with an appropriate strategy integrated with DC |
| | A fuzzy-set qualitative comparative analysis triangulation | Framework indicating that digital maturity can be obtained through different configurations of precursors | Initially, 25 cases were sampled, Reliability and validity of the diverse data sources were verified |
| | SLR with the PRISMA method. | Mapping of research in DT and EA. It has focused on DC as the central part of the digital transformation strategy. | Through 12 research themes and 50 selected papers from 26 countries, challenges of digital transformation were identified. |
| | SLR | Agile leadership and agile management should be utilized in agile organizations with a focus on agile culture | Reviewing of 329 papers in leadership and 29 papers in management show that culture is significant in agile management. |
| | SLR | An integrative framework with a focus on innovative digital culture. | Analysis of 29 papers as evidence of that innovative culture was an essential part of digital business strategy |
| | SLR | A network map of the strategic orientation, internal capabilities, management, and attitudes | Analysis of 80 papers to demonstrate fundamental dimensions |
| | Comparative Analysis | The Culture-Transformation Matrix with the attention to the convoluted cultural | Analysis of DT processes of well-known companies, the existent models, and OCT method |
| | Quantitative and regression analysis Cronbach alpha. | Significant strong positive relationship between market-oriented organizational cultures and digital transformation intensity. | 252 responses indicating that organizations with an adhocracy corporate culture would experience a better digital transformation. |