| Authors | Article Intent | Methodology | Findings | Evidence to support existing issues | Evidence to support the Gap in the research | |||||
| | Defining a proper organizational culture that supports corporate digital strategy can improve organizational performance by reducing tension between old and new values. Therefore, formulating a digital culture is a prerequisite for the success of the digital transformation. | This research analyzed 93 production centers of a multinational corporation across more than ten countries to propose a theoretical model. The model was tested by using the structural equation modeling method. | The proposed theoretical model suggests that developing a digital organizational culture fosters the business digitization process as well as the value generation from digital tools leading to improving organizational performance. | A survey with several interviews of the leadership team of a multinational business as well as managers and staff to investigate the importance of digital culture as a mechanism to take advantage of digital technologies to increase performance. | Identifying cultural gaps by surveying 93 production centers of a multinational corporation and gathering data from interviewing managers and staff. | |||||
| | Developing a digital innovation model based on the digital organizational culture, digital capability, and organizational readiness. | This survey has employed a cross-sectional research design to investigate their hypotheses. The structured questionnaire related to the topic with a measurement scale of five points were distributed to 413 owner/managers of the SMEs. However, only 227 responses were collected during the data collection process. Descriptive statistics, correlation, multiple hierarchical regressions techniques, and structural equation modeling were used for data analysis. | The findings of this study have demonstrated a significant connection between the digital organizational culture and digital capabilities with digital innovation. Also, their analysis shows that organizational readiness is necessary to implement digital capabilities and innovations integrated with digital organizational culture. | The structured questionnaire related to digital organizational culture, digital capabilities, organizational readiness, and digital innovation with a measurement scale was distributed to 413 owners/managers of the SMEs, and 227 responses were collected to investigate the relation between the digital organizational culture and digital capabilities with the digital innovation | Identifying cultural gaps by empirically analyzing data from 227 managers and owners of SMEs in the ICT field of Pakistan. Also, a pilot study on 25 managerial administrators from the targeted SMEs was conducted to ensure the research instrument’s clarity, suitability, and relevancy. Findings | |||||
| | Providing insights regarding the latest concepts of digital culture through a SLR of 955 peer-reviewed articles | This paper used a SLR method, and the 955 relevant papers were selected from peer-reviewed databases of the Institute for Scientific Information – Web of Science (ISI). | Through a systematic literature review, this paper provides a clear understanding of digital culture foundations given the technological advancements achieved in the last two decades (from 2000 to 2020). | A SLR of 955 recent papers published about digital culture with a classification of the countries that most contributed to this field. Ranking: The United States of America, the United Kingdom, and Brazil with 15.18%, 11.31%, and 10.58% of the 955 articles and conference proceedings, respectively. | Identifying cultural gap by reviewing and classifying 955 papers regarding digital culture that have been published between 2000 to 2020 to give an insight regarding the digital culture in organizations. | |||||
| | Identify the characteristics of organizational culture that promote digital innovations in an organization | This paper has utilized a SLR on three scholarly databases. Initially, 778 articles were gathered, which were narrowed down to 23 relevant articles through a methodical approach. | After analyzing 23 selected articles, nine main characteristics of organizational culture such as corporate entrepreneurship, digital awareness, digital skills, ecosystem orientation, employee engagements, agility, in organizational structures, risk-taking culture, internal knowledge sharing, customer orientation as well as open-mindedness, and willingness to learn were determined. | This paper used a SLR analyzing 23 relevant articles on three scholarly databases to identify different characteristics of organizational culture promoting digital innovations. | Identifying cultural gap by reviewing 23 articles to pay particular attention to organizational culture and its influence on digital transformation and innovation. | |||||
| | Analyzing digital readiness models to identify five primary concepts on digitalization in addition to four Critical Success Factors (CSFs) that can empower managers to achieve digital readiness. | This paper systematically reviewed 22 digital readiness models with 119 model dimensions related to Industry 4.0 Revolution and reviewed 57 papers from peer-reviewed academic journals and industry reports published between 2007 to 2019. | The SLR outcomes of this paper indicated five primary concepts of digitalization such as IT, Operational Technology, Unified Theory of Acceptance and Use of Technology, Technological, Organizational and Environmental Framework, and Industrial IoT, as well as four Critical Success Factors to achieve digital readiness: 1) Digital Agents and Skills, 2) Digital Tools and Applications, 3) Digital Systems and Infrastructure, and 4) Digital Eco-system and Culture. | Through a SLR, this paper reviewed and analyzed 22 DR models with 119 dimensions to identify five main concepts of digitalization and four primary CSFs to obtain the required readiness. | Identifying the digital transformation gap through SLR to enable organizations to self-evaluate their digital readiness and take advantage of this capability as a valuable organizational development tool. | |||||
| | Unlocking new sources of economic value in different companies by defining a corporate digital culture as a part of a digital transformation strategy unlock new sources of economic value unlock new sources of economic value | Studied 40 digital transformation processes in various companies and interviewed over 5000 managers and employees. They have compared digital champions and digital laggards among 1900 businesses in the US and Europe to identify the role of culture in digital transformation’s success. | Their survey findings reveal that organizations that have embraced digital corporate culture were five times more likely to achieve innovative performance than companies that neglected culture. | Gathering proprietary empirical data through interviewing 5000 managers and employees with a focus on culture in the digital transformation process: more than 80% of respondents across industries believe that digital transformation is the future. Furthermore, 65% expect to increase the number of their investments in digital transformation and building a proper corporate digital culture. | BCG’s comprehensive survey was able to support the cultural gap by gathering data from extensive interviews and their data shows that if organizations want to increase their performances, they need to go through digital transformation and create a culture that embraces change, experimentation, and continual learning and improvement | |||||
| | Providing a framework for strategizing in the new digital competitive landscape to emphasize the role of digital strategizing next to the technology aspect of digital transformation. | To develop their framework, they have utilized qualitative analysis of existing academic resources. | The result of this paper is a framework for strategizing in the new digital competitive era that highlights the importance of the existing cognitive barriers facing new digital business models, an urgent need to redesign digital practices, and new organizational structures to create competitive advantages | The outcome of this article is a framework for strategizing in the digital ear where there is a need for many pre-requisitions to implement digital transformation and the most important one is a proper mindset, having an appropriate strategy integrated with digital culture | Identifying the gap by developing a framework to set the right mindset for change, proper digital practices in organizations, and structural changes in the digital transformation process in addition to describing the management roles required by all levels in organizations. | |||||
| | Demonstrating the idea that digital transformation does not ONLY depend on a single dimension but the harmonious interactions between environmental uncertainty and resource orchestration. | This study determines and explores five conditions influencing digital transformation based on a fuzzy-set qualitative comparative analysis of Chinese enterprises undergoing digital transformation. | Authors have developed a configurational framework demonstrating that both high and not-high levels of digital maturity can be obtained through different configurations of precursors resulting from a synergy between environmental uncertainty and resource orchestration. | Through the initial phase of sample screening, 25 cases were sampled, mainly from traditional industries such as manufacturing, retail, and wholesale. Furthermore, The reliability and validity of the diverse data sources were verified through triangulation to develop a reliable framework. | Identifying the gap by developing a configuration framework to enrich the existing literature on digital transformation and supply substances for the transformation of enterprises. | |||||
| | Understanding the challenges and strategies of digital transformation in the context of Enterprise Architecture. | The methodology used in this paper is SLR with the PRISMA method. The researchers selected 50 scientific articles published in six databases. | This paper aimed to ascertain the mapping of research in Data Transformation and EA through a SLR. A list of existing challenges and strategies for digital transformation is the outcome of this paper. It has focused on digital culture as the central part of the digital transformation strategy. | Through 12 research themes related to conceptual, digital strategy, strategy & organization change, competitive advantage, sustainability, dynamic capability, EA framework, EA Management, Risk Management, and e-government and 50 selected papers from 26 countries, challenges of digital transformation were identified. | Identifying the gap by showing the mapping of research in Data Transformation and EA through a SLR method to list the main challenges in digital transformation in field of EA. | |||||
| | Aiming to better understand the leadership approach in an agile organization. | A SLR of 14 selected papers (initially 329 papers in leadership and 29 papers in management were selected, which were filtered to 14 papers) was conducted to determine the current scientific literature on leadership and management approaches in agile organizations. | This paper offers an overview of existing literature regarding the leadership approaches in agile organizations, focusing on the definition of and motivation for agile leadership and agile management. | Reviewing of 329 papers in leadership and 29 papers in management initially, which later were filtered to 14 papers, shows that agile leadership and agile management should be utilized in agile organization. | Identifying the gap through SLR method to demonstrate that an agile leadership is needed for agile organization. | |||||
| | Providing a solid foundation to enhance research around the digital business strategy concept systematically in the digital transformation process | A SLR (SLR) consists of a structured literature search process, a selection process, and qualitative analysis of 29 papers was conducted in this paper as its methodology. | This paper aimed to develop an integrative framework including the antecedents of digital business strategy, components of digital business strategy, steps to develop digital business strategy, and outcomes of digital business strategy with the focus of innovative digital culture. | Through reviewing and analyzing 29 papers through SLR method, a framework was developed to advance managerial practice as a starting point to comprehend the digital business strategy better, formulate the digital business strategy and implement it properly. Innovative culture was recognized as an essential part of digital business strategy | Identifying the gap through SLR method to develop a matrix and a framework to demonstrate that digital business strategy is a multi-faceted strategy with various dimensions. | |||||
| | Offering the first integrative view on organizational culture, environmental sustainability, and digitalization and their interactions. | Through a SLR (SLR) protocol supplemented by meta-analysis, 80 relevant papers out of 811 peer-reviewed papers were selected and analyzed. | A network map to portray the relations between the three concepts. Quantitative path analysis was used in three bidirectional primary ways. For qualitative analysis, a novel extension to the Belief-Action-Outcome (BAO) framework was developed and presented for the first time in this paper. The findings show thirteen fundamental dimensions and ten links between the key constructs. The most important cultural dimensions identified as strategic orientation, internal capabilities, management, and attitudes. | Through review and analysis of 80 papers with a SLR method, a network map and (BAO) framework were developed to demonstrate fundamental dimensions and interactions between Organizational culture, environmental sustainability, and digitalization. | This paper has developed a network map and (BAO) framework through an SLR and meta-analysis to identify gaps in existing research. | |||||
| | Finding the balance between business continuity and constant changes occurs in the digital era so leaders can better comprehend, formulate and manage the cultural changes during a digital transformation. | The Culture- Transformation Matrix was developed based on critically reviewing the existent models and organizational culture transformation method presented in the book Big Data in Small Business: Data-Driven Growth in Small and Medium-Sized Enterprises | The Culture- Transformation Matrix has been developed with the attention to the convoluted cultural aspects of digital transformation, fostering balance between cultural change and business continuity. Four primary elements of cultural identity are represented in this matrix: identity crisis, chaotic identity, conservative identity, and renewed identity. | Through critically analyzing the digital transformation process in IBM and other well-known companies and reviewing the existent models and organizational culture transformation method, this valuable matrix has been developed to look at the digital transformation from a cultural change lens. | Identifying digital/culture gap by developing Culture- Transformation Matrix | |||||
| | Exploring the role of organizational culture in the digital transformation processes of SMEs. | In this empirical study, an online survey was sent to 500 respondents, with 250 sent to Canadian SMEs and 250 sent to SMEs in India. Only 252 responses were eventually fit for further analysis. The reliability of the factor loadings was also tested, employing Cronbach alpha. Collected data were analyzed through regression analysis. | Findings show that younger organizations with internet business experience were found to have greater digital transformation experience. Also, the study findings reveal a significant strong positive relationship between market-oriented organizational cultures and digital transformation intensity. Also, organizations with an adhocracy corporate culture would experience a better digital transformation | 252 responses were fit for the analysis in this study with reliability of the factor loadings employing Cronbach alpha. Also, through regression analysis, findings show that organizations with an adhocracy corporate culture would experience a better digital transformation. | Identifying digital transformation gap by conducting an empirical study | |||||