Nikce ic, Go dana; Pa ice ic, Djo djije
A icle
PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF
ORGANIZATIONAL CULTURE IN THE DIGITAL AGE
Ago a In e na ional Jou nal o Economical Sciences (AIJES)
P o ided in Coope a ion wi h:
Facul y o Economic Sciences, Ago a Uni e si y o O adea
Sugges ed Ci a ion: Nikce ic, Go dana; Pa ice ic, Djo djije (2024) : PERSPECTIVES AND DIRECTIONS
OF DEVELOPMENT OF ORGANIZATIONAL CULTURE IN THE DIGITAL AGE, Ago a In e na ional Jou nal
o Economical Sciences (AIJES), ISSN 2067-7669, Ago a Uni e si y P ess, O adea, Romania, Vol. 18,
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Vol. 18, No. 1 (2024), pp. 171-181
171
PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF
ORGANIZATIONAL CULTURE IN THE DIGITAL AGE
G. NIKČEVIĆ, D. PAVIĆEVIĆ
Go dana Nikče ić¹, Djo djije Pa iće ić²
¹ ² Uni e si y Ad ia ic Ba , Facul y o Business Economics and Law, Mon eneg o
¹ h ps://o cid.o g/0000-0002-9804-6917, E-mail: [email p o ec ed]
² h ps://o cid.o g/0000-0002-9484-3361, E-mail: [email p o ec ed]
Abs ac : In he condi ions o he s ong de elopmen o digi al echnologies, he
business o o ganiza ions in a adi ional en i onmen becomes e y igh . New digi al
echnologies ha e implica ions o mode n business ope a ions. Digi al ends equi e changes
no only in he way business o ganiza ions wo k (jobs, wo kplaces and employees) bu also a
change in he en i e concep o o ganiza ional cul u e (beha io and hinking o employees).
In o de o digi al echnologies no o become an obs acle o he business o mode n
o ganiza ions, in ou wo k we will iden i y a new o ganiza ional cul u e ha is able o suppo
new echnologies. A he same ime, we will look a he key elemen s o he adi ional
o ganiza ional cul u e, which we ha e o ans o m. In he inal pa , wi h he aim o imp o ing
he business o business o ganiza ions, guidelines will be gi en o he de elopmen o a new
digi al o ganiza ional cul u e ha will con ibu e o he imp o emen o business, all in he
con ex o adap ing o new digi al echnologies. In he s udy o digi al ans o ma ion and
o ganiza ional cul u e, he au ho s employ analy ical and syn he ic app oaches o achie e a
deepe unde s anding. The analy ical app oach decons uc s elemen s h ough quali a i e
analysis, while he syn he ic app oach in eg a es in o ma ion and heo ies o o m a
comp ehensi e concep . These app oaches enable he iden i ica ion o op imal s a egies o
di e en con ex s, which is c ucial o his s udy. O e all, he s udy con ibu es o heo e ical
unde s anding o digi al ans o ma ion and o ganiza ional cul u e, while also o e ing
p ac ical guidance o o ganiza ions unde going he p ocess o digi al ans o ma ion.
Keywo ds: o ganiza ional cul u e, digi al echnologies, digi al o ganiza ional cul u e,
knowledge, ans o ma ion
INTRODUCTION
In he mode n business en i onmen , in esponse o he challenges o he global ma ke ,
o ganiza ions ace he need o in oduce new digi al echnologies in o de o achie e hei goals.
Digi al echnologies p o ide eno mous oppo uni ies o he c ea ion o new p oduc s and
se ices, making hem mo e compe i i e. By using digi al ools, o ganiza ions do no bene i
only o hemsel es, bu signi ican ly con ibu e o he de elopmen o he en i e socie y.
Whe he i is a small o a la ge o ganiza ion, ecognizing he impo ance o digi al echnologies
is essen ial o doing business in he mode n wo ld. Th ough he p ocess o digi al
ans o ma ion, e e y o ganiza ion should shape a new digi al cul u e ha will suppo all
PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL
CULTURE IN THE DIGITAL AGE
172
aspec s o he new business model and ensu e success in he digi al age. Digi iza ion b ings
g ea e e iciency, agili y, lexibili y, eadiness o changes and aking isks in business.
Howe e , i also b ings wi h i he need o abandon adi ional business app oaches and adop
new ways o wo king ha equi e changes in o ganiza ional cul u e. The e o e, he c ea ion o
a new o ganiza ional cul u e becomes c ucial o a success ul digi al ans o ma ion and opens
new pa hs o inno a i e business.
The wo k is s uc u ed in wo pa s. The i s pa explo es he key ac o s o success ul
digi al ans o ma ion, ocusing on he ole o digi al echnologies in imp o ing business
p ocesses o hei e ec i e implemen a ion. This p ocess equi es he de elopmen o an
inno a i e o ganiza ional cul u e wi hin o ganiza ions. Bea ing in mind he equen changes
in o ganiza ional cul u e o he success ul implemen a ion o digi al ans o ma ion and he
u iliza ion o i s ull po en ial, he second pa o he pape is ocused on he analysis o
o ganiza ional cul u e in he con ex o he digi al age. Conside ing he complexi y and speed
o changes a ising om digi al ans o ma ion, i is desi able ha o ganiza ions ha e de ined
guidelines and s a egies in o de o success ully go h ough his p ocess. The e o e, in he inal
pa o he pape , guidelines a e o e ed ha a e c ucial o adap ing he o ganiza ional cul u e
o he equi emen s o he digi al age.
1. Digi al ans o ma ion
1.1. Key s eps owa ds he implemen a ion o new echnologies
In oday's business con ex , he in eg a ion o digi al echnologies becomes necessa y
o he imp o emen o business s a egy, ope a ional p ocesses, p oduc s and se ices o
o ganiza ions. This p ocess equi es he implemen a ion o digi al ans o ma ion, which en ails
adap ing he business s a egy o new digi al oppo uni ies. E ec i e implemen a ion o his
p ocess equi es a comp ehensi e plan ha in ol es di e en le els o employees in shaping
he s a egy, s a ing om ope a ional eams and ending wi h managemen . On he way o a
success ul digi al ans o ma ion, o ganiza ions ace ce ain aspec s ha equi e ca e ul
conside a ion. These aspec s include he o ganiza ion's ision and goals, echnology and
in as uc u e, human esou ces and o ganiza ional cul u e, p ocesses and ope a ions, secu i y
and da a p o ec ion, as well as con inuous moni o ing and adap a ion. They a e essen ial o he
success ul implemen a ion o digi al ans o ma ion, enabling o ganiza ions o adequa ely
espond o he changes b ough abou by he digi al en i onmen (Fichman, Dos San os &
Zheng, 2014; Fi zge ald e al.; 2014, Bogdan, 2023).
In connec ion wi h he abo e, digi al echnologies play a key ole in imp o ing he
business o mode n o ganiza ions. Digi iza ion enables e ec i e communica ion and exchange
o in o ma ion inside and ou side he o ganiza ion, which signi ican ly con ibu es o be e
business. Th ough he implemen a ion o echnological solu ions such as he In e ne , mobile
de ices, cloud compu ing and Big Da a so wa e analysis, companies can imp o e he quali y
o p oduc s and se ices, op imize business p ocesses, and educe business cos s. The concep
o "In e ne " enables he connec ion o a ious de ices o he In e ne o mo e e icien
in o ma ion ga he ing and emo e con ol. "Sma companies" in eg a e in o ma ion and
Go dana NIKČEVIĆ, Djo djije PAVIĆEVIĆ
173
p oduc ion, c ea ing sma p oduc s wi h de ailed in o ma ion o use s. Th ough he use o
cloud compu ing, companies can use applica ions as e by sha ing esou ces. The applica ion
o ools such as Cus ome Rela ionship Managemen (CRM) enables he imp o emen o
connec ion wi h cus ome s h ough he e icien managemen o da a on hei engagemen .
Also, i ual eams enable o ganiza ions o achie e e ec i e communica ion and collabo a ion
wi hou geog aphical limi a ions, which u he con ibu es o p oduc i i y and inno a ion in
business. Compu e ne wo ks a e c ucial o he e icien exchange o in o ma ion, knowledge,
and skills among employees, ega dless o hei physical loca ion and di e en ime zones.
Wi h his sys em, manage s can moni o he wo k o a la ge numbe o employees wi hou he
need o di ec communica ion. The use o digi al echnology b ings signi ican bene i s o he
o ganiza ion, which would be limi ed in a adi ional wo k en i onmen . In his con ex , i is
especially impo an o empowe employees by p o iding aining in he use o ad anced
echnology, which allows hem o assume g ea e esponsibili ies and au ho i y in he
pe o mance o hei wo k asks (Wes e man, Bonne & McA ee, 2014; B ynjol sson &
McA ee, 2014; Woe ne & Wixom, 2015, Gjoni & Elezi, 2023; Blich eld & Faullan , 2021).
A he same ime, new digi al echnologies equi e changes a he managemen le el o
he o ganiza ion, on he pa o he managemen . Manage s a e equi ed o encou age
employees o adop new skills and echnologies h ough educa ion (educa ion/ aining).
In es ing in employee educa ion becomes essen ial o c ea ing agile eams ha a e able o
quickly adap o changes and ake ad an age o digi al ools. Th ough con inuous educa ion,
o ganiza ions can ensu e ha hei employees emain ele an and compe i i e in he digi al
e a, ollowing he la es ends and echnological oppo uni ies (Ma ínez-Ca o; Cega a-
Na a o & Al onso-Ruiz, 2020; Zhang, Xu & Ma, 2023; Hashimo a, 2023).
1.2. Ad an ages and disad an ages
Digi al ans o ma ion, al hough a necessi y o o ganiza ions in he mode n business
en i onmen , b ings wi h i bo h posi i e and nega i e sides. The p ima y ad an age o digi al
ans o ma ion is in inc easing he e iciency o business p ocesses h ough au oma ion,
op imiza ion o wo k and elimina ion o manual p ocesses, which esul s in as e decision-
making and highe p oduc i i y. In addi ion, digi al ans o ma ion enables o ganiza ions o be
mo e inno a i e, o espond as e o changes in he en i onmen and o p o ide a mo e
pe sonalized expe ience o use s, which can be key o achie ing a compe i i e ad an age
(Woku ka, e .al. 2017; Haleem e al, 2022; Da ono ich & Mansu jono ich, 2023).
Howe e , he p ocess o digi al ans o ma ion b ings wi h i ce ain disad an ages and
challenges. The inancial in es men s equi ed o implemen new echnologies and
in as uc u e can be signi ican , which can be a bu den o many o ganiza ions, especially
small and medium-sized ones. Addi ionally, changes in o ganiza ional cul u e and wo k
p ocesses can cause employee esis ance, equi ing aining, suppo and engagemen o
achie e success ul in eg a ion o new echnologies. Also, due o he isk o cybe a acks and
iola ions o da a p i acy, i is necessa y o ensu e da a p o ec ion and secu i y (Haleem e al,
2022).
PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL
CULTURE IN THE DIGITAL AGE
174
The e o e, digi al ans o ma ion is p o ing o be a necessa y p ocess o o ganiza ions
in he mode n business en i onmen , p o iding signi ican ad an ages, p ima ily inc easing
e iciency and inno a ion (Jilcha, 2020). Howe e , i also b ings wi h i ce ain challenges,
such as high inancial in es men s, employee esis ance and inc eased isk o da a secu i y,
which equi e ca e ul managemen and adequa e solu ions o success ul implemen a ion.
The e o e, inding a balance be ween ad an ages and disad an ages is c ucial o he success ul
implemen a ion o digi al ans o ma ion, h ough p ope ly exploi ing i s posi i e sides and
minimizing nega i e e ec s (Woku ka e .al, 2017; Nadka ni & P ügl, 2021).
In he con ex o digi al ans o ma ion, i is impo an o ecognize ha changes a e no
limi ed o he ope a ional aspec s o business, bu also encompass deep ans o ma ions in
o ganiza ional cul u e. In ac , he alues and no ms o employees ep esen essen ial elemen s
in he o ma ion o a new o ganiza ional cul u e ha equi e alignmen wi h he new
equi emen s and goals o he o ganiza ion in he digi al con ex , and he c ea ion o a new,
inno a i e and success ul o ganiza ional cul u e (Haleem e al., 2022).
2. Unde s anding o ganiza ional cul u e in he digi al age
2.1. Concep and classi ica ion o o ganiza ional cul u e
Digi al ans o ma ion also a ec s he o ganiza ional cul u e, which should adap o he
equi emen s o digi al ans o ma ion. Bea ing ha in mind, in his pa we will poin ou he
o ganiza ional cul u e by looking a i s concep , key aspec s and i s imp o emen .
O ganiza ional cul u e can be de ined in di e en ways, bu essen ially i ep esen s he way
he o ganiza ion unc ions, he no ma i e expec a ions o beha io in i , and he con ex in
which employees and eams ope a e. (Mum o d e al., 2011). I a ec s he success o he
o ganiza ion and ep esen s i s iden i y ha dis inguishes i om o he s (Nya ugwe e al.,
2016). O ganiza ional cul u e can be seen as a se o in o mal ules (assump ions, belie s,
alues, no ms o beha io ) ha he membe s o he o ganiza ion adhe e o. This pe spec i e,
p oposed by he au ho s Deal and Kennedy (1982), emphasizes he s uc u e o o ganiza ional
cul u e ha shapes he way o wo king wi hin he o ganiza ion. Fu he mo e, esea ch by
au ho s such as Ho s ede (2001), Ba be a (2014), Pe i e e al. (2017) also con i m his
app oach, emphasizing ha o ganiza ional cul u e is a combina ion o sha ed knowledge and
expe iences o o ganiza ional membe s ha de ine he wo k a mosphe e. I is impo an o no e
ha he p ocess o o ming an o ganiza ional cul u e is long- e m and complex, wi h pa o he
con en being o a subconscious na u e, which ep esen s an addi ional challenge in changing
he o ganiza ional cul u e (Al esson, 2012).
Rega dless o he a ia ions in he de ini ion o o ganiza ional cul u e, he essence o
he concep o o ganiza ional cul u e is he o ma ion o a sys em o alues, belie s and no ms
wi hin he o ganiza ion, which is a powe ul means o shaping he beha io o employees and
is o en he ocus o o ganiza ional changes. When employees wi hin he o ganiza ion adop
basic alues and ules o conduc , i leads o a s onge connec ion wi h he goals o he
o ganiza ion and a be e i in o i . Such accep ance can esul in he o ma ion o a s ong and
ecognizable o ganiza ional cul u e (Ba be a, 2014).
Go dana NIKČEVIĆ, Djo djije PAVIĆEVIĆ
175
Di e en de ini ions o o ganiza ional cul u e o e di e en classi ica ions o
o ganiza ional cul u e, aking in o accoun he way in which o ganiza ions unc ion and shape
he beha io o hei membe s. Acco ding o Deal and Kennedy (1982), o ganiza ional cul u e
can be classi ied acco ding o he deg ee o isk, while Came on and Quinn (2011) o e a
classi ica ion acco ding o he lexibili y and s abili y o he company. Handy (1996)
dis inguishes ypes o o ganiza ional cul u e acco ding o he dis ibu ion o powe and
o ien a ion o people o asks. Denison and Mish a (1995), as well as Ha nell e al. (2016)
classi y o ganiza ional cul u e acco ding o he adap abili y and in ol emen o employees in
he o ganiza ion. Sonnen eld and Wa d (2008) iden i y o ganiza ional cul u e ypes acco ding
o employee beha io . I is no ed ha di e en ypes o o ganiza ional cul u e can ha e
di e en cha ac e is ics, which suppo digi al echnologies o a g ea e o lesse ex en .
Acco dingly, o ganiza ional cul u es can be desc ibed as mode n o adi ional. Mode n
o ganiza ional cul u es usually suppo digi al echnologies and end o adap o new
echnological ends. On he o he hand, adi ional o ganiza ional cul u es o en show
esis ance o digi al echnologies, making i ha de o hem o adap o new echnological
inno a ions (Woku ka e al., 2017).
Classi ica ions o o ganiza ional cul u e in he con ex o digi al ans o ma ion a e
impo an p ecisely because o he need o di e en adap a ions. Digi al ans o ma ion
equi es speci ic app oaches and s a egies in o de o he o ganiza ion o success ully adap
o new echnologies, changed business models and ma ke demands. He e a e some easons
why classi ica ions o o ganiza ional cul u e a e impo an in his; con ex : (Williams, 2012;
Woku ka e .al, 2017; Ha l & Hess, 2017).
Di e en app oaches o inno a ion: Di e en cul u es ha e di e en a i udes owa ds
inno a ion and change. Fo example, mode n cul u es a e mo e open o expe imen a ion and
isk, while mo e adi ional cul u es a e much mo e cau ious. Unde s anding hese di e ences
enables o ganiza ions o ailo hei app oaches o inno a ion in line wi h hei exis ing cul u e.
Agili y and adap abili y: Cul u es ha a e lexible and adap able end o cope be e wi h he
changes b ough abou by digi al ans o ma ion. Iden i ying and unde s anding a cul u e ha
suppo s agili y enables o ganiza ions o de elop s a egies o s eng hen hese cha ac e is ics
wi hin hei o ganiza ion.
Di e en le els o pa icipa ion: Digi al ans o ma ion o en equi es he ac i e pa icipa ion
o employees in he changes. Cul u es ha encou age collabo a ion and pa icipa ion can be
key o he success ul implemen a ion o digi al ini ia i es. Unde s anding he di e ences
be ween cul u es ha suppo o limi pa icipa ion enables o ganiza ions o adjus hei
employee engagemen s a egies.
Change managemen : Digi al ans o ma ion usually in ol es changes in wo k p ocesses,
echnology, oles and esponsibili ies. The e o e, o ganiza ions de elop di e en s a egies o
manage hese changes in a way ha bes sui s hei speci ic si ua ion.
In sho , di e en classi ica ions o o ganiza ional cul u e in he p ocess o digi al
ans o ma ion a e impo an because hey allow o ganiza ions o adap hei s a egies and
p ocesses in o de o be e cope wi h changes and success ully implemen digi al echnologies.
PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL
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2.2. Key aspec s o o ganiza ional cul u e
O ganiza ional cul u e is a key bu in isible aspec wi hin business o ganiza ions. I s
ole is e lec ed in he ac ha i se es as an in isible s uc u e ha connec s di e en
segmen s o he company and di ec s he ac ions o employees, and he e o e has a signi ican
impac on he success o ailu e o he o ganiza ion. In he con ex o digi al echnologies,
unde s anding he key aspec s o o ganiza ional cul u e becomes c ucial, gi en ha i has he
abili y o suppo o limi he in eg a ion o new echnological solu ions (Williams, 2022).
The e a e nume ous aspec s ha suppo digi al ans o ma ion by c ea ing an
en i onmen o knowledge exchange, agili y and adap abili y, encou aging inno a ion, as well
as employee mo i a ion and engagemen (Azeem e al., 2021; Cook, 2020). Fi s ,
o ganiza ional cul u e plays a i al ole in suppo ing he digi al ans o ma ion p ocess.
Cul u es ha a e open o change and inno a ion acili a e he adop ion o new echnologies and
business models. By os e ing inno a ion and con inuous lea ning, o ganiza ional cul u e can
c ea e an a mosphe e ha suppo s digi al ans o ma ion. Second, o ganiza ional cul u e se es
as an en i onmen o knowledge exchange among employees. In he digi al age, he exchange
o knowledge becomes c ucial o inno a ion and compe i i eness. Cul u es ha suppo open
communica ion, collabo a ion and in o ma ion sha ing acili a e his p ocess, encou aging he
de elopmen o new ideas and solu ions. Acco ding o KPMG esea ch, mos leading
companies in Eu ope and Ame ica a e ocusing on using i ual componen s such as he
In e ne and da a s o age o imp o e knowledge sha ing among employees. Also, esea ch by
E ns & Young shows ha a la ge numbe o Ame ican and Eu opean companies a e
in oducing echnological capaci ies. These esul s indica e he dominan ole o echnological
ini ia i es in business en i onmen s. Thi d, agili y and adap abili y a e ecognizable elemen s
o o ganiza ional cul u e in he digi al con ex . Rapid changes in he ma ke and he
echnological ield equi e o ganiza ions ha a e able o quickly eac and adap o new
si ua ions. Th ough lexibili y and quick adap a ion, o ganiza ional cul u e can acili a e his
p ocess. Fou h, o ganiza ional cul u e can os e inno a ion by suppo ing c ea i i y,
expe imen a ion, and isk- aking. Digi al echnologies o en o e new oppo uni ies o
inno a ion, and cul u es ha suppo inno a i e hinking can be he basis o he c ea ion o
new p oduc s, se ices and business models. Finally, o ganiza ional cul u e can mo i a e and
engage employees in he digi al con ex h ough suppo , ecogni ion o con ibu ions and
ewa ding success. Mo i a ed and engaged employees in luence he success o he o ganiza ion
in he digi al age, and o ganiza ional cul u e can p o ide a amewo k o achie ing his goal
(Woku ka e al., 2017). Adap abili y, openness o inno a ion and suppo o eamwo k a e
o en highligh ed as key elemen s o imp o ing o ganiza ional cul u e in he digi al age
(Nikče ić, 2023). These aspec s will be discussed in mo e de ail la e in he ex , h ough
Handy's classi ica ion o o ganiza ional cul u es.
2.3. Imp o emen o o ganiza ional cul u e h ough Handy's classi ica ion
Managemen heo y s a s om he assump ion ha a s ong o ganiza ional cul u e is a
e y impo an ac o in business success. Howe e , whe he o ganiza ional cul u e will
Go dana NIKČEVIĆ, Djo djije PAVIĆEVIĆ
177
posi i ely a ec business success depends on i s alues and belie s. When he alues and
belie s o he o ganiza ion a e aligned wi h he demands o digi aliza ion, he o ganiza ional
cul u e becomes a powe ul ool ha inspi es employees o in eg a e hei knowledge and ideas
h ough a common digi al s a egy, hus c ea ing a a o able en i onmen o success and
p og ess. The e o e, he ex en o which he o ganiza ional cul u e will suppo digi aliza ion
p ocesses depends mo e on i s con en han on he s eng h o he speci ic cul u e. Thus,
o ganiza ional cul u e can ha e a posi i e in luence in a way ha will suppo hese p ocesses.
While a s ong o ganiza ional cul u e wi h w ong belie s can ha e a nega i e impac on he
implemen a ion o a digi al s a egy (B ynjol sson & McA ee, 2014).
Fo a be e unde s anding o o ganiza ional cul u e in his con ex , we will s a om
Handy's classi ica ion o o ganiza ional cul u e, which dis inguishes: cul u e o powe , cul u e
o oles, cul u e o asks and cul u e o suppo . Unde s anding hei di e ences can help o
imp o e o ganiza ional cul u e in a digi al con ex .
O ganiza ions wi h an emphasized cul u e o powe can show esis ance o changes
b ough by digi al echnologies, because changes in he o ganiza ion can be expe ienced as a
h ea o he exis ing hie a chy and con ol. Howe e , esea ch shows ha he p ope
implemen a ion o digi al echnologies can encou age anspa ency and pa icipa ion, which
can weaken cen alized powe and encou age coope a ion. O ganiza ions wi h a p onounced
ole cul u e a e usually mo e open o he applica ion o digi al echnologies because hey a e
ocused on de ined oles and esponsibili ies. Digi al echnologies can imp o e collabo a ion
and coo dina ion be ween di e en oles and eams, hus suppo ing a ole cul u e. Cul u es
ha emphasize achie ing goals and sol ing p oblems a e o en open o expe imen ing wi h
new echnologies ha imp o e business e iciency. Digi al echnologies can suppo
o ganiza ional agili y and apid adap abili y o change, which is consis en wi h he ask cul u e.
O ganiza ions ha suppo suppo and unde s anding among eam membe s can use digi al
echnologies o s eng hen eamwo k, communica ion and collabo a ion. Digi al ools like idea
sha ing pla o ms o p ojec managemen so wa e can suppo a cul u e o suppo . These
di e en ypes o o ganiza ional cul u e e lec di e en pa e ns o beha io wi hin
o ganiza ions. I is impo an o ecognize he dominan cul u e in a pa icula o ganiza ion in
o de o unde s and how ha o ganiza ion esponds o he challenges o digi iza ion. The
o ganiza ional cul u e ha suppo s he digi iza ion p ocess is usually based on p inciples such
as agili y, lexibili y and quick adap a ions o new digi al ools. These o ganiza ions a e open
o change, s i e o inno a ion and suppo eamwo k, democ a ic leade ship s yle and
achie ing esul s. This ype o cul u e p o ides a a o able en i onmen o he success ul
in eg a ion o new echnologies, enabling as e adap a ion o changes. Con e sely,
o ganiza ional cul u es ha a e o en no adequa e o he demands o he mode n digi al age
equi e adap a ion. In hese cul u es, we ypically encoun e hie a chical s uc u es whe e
decisions a e cen alized and made by senio manage s (Piccinini e al., 2015; Na ei, 2016).
Acco ding o Handy's model o o ganiza ional cul u es, ask cul u e o en s ands ou as
he mos sui able o he digi al age because o i s o ien a ion owa ds eamwo k, c ea i i y and
inno a ion. (Janićije ić, 2013). The e o e, i can be said ha ask cul u e, acco ding o Handy's
model, is closely ela ed o digi al cul u e.
PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL
CULTURE IN THE DIGITAL AGE
178
3. INSTEAD OF A CONCLUSION - A NEW DIGITAL CULTURE AND
DIRECTIVES FOR ITS IMPLEMENTATION
Bea ing in mind he abo e, digi al cul u e encompasses a numbe o cha ac e is ics ha
a e key o he success o o ganiza ions in he digi al age. Fi s ly, inno a ion is highligh ed as a
undamen al p inciple, which implies a cons an sea ch o new ideas and echnological
solu ions. In addi ion, he agili y o o ganiza ions is emphasized, which means hei abili y o
quickly adap o changes in he en i onmen , be i echnological inno a ions o changes in he
ma ke .
Fu he mo e, digi al cul u e p omo es eamwo k as an impo an componen o
achie ing o ganiza ional goals. Collabo a ion wi hin eams is essen ial o sol ing complex
p oblems and implemen ing inno a i e solu ions. Also, anspa ency and openness in sha ing
in o ma ion wi hin he o ganiza ion is emphasized, which encou ages coope a ion, knowledge
sha ing and as e decision-making.
Flexibili y is also an impo an cha ac e is ic o digi al cul u e, gi en he need o
o ganiza ions o quickly adap o changes in he en i onmen . In addi ion, employees in
o ganiza ions wi h a digi al cul u e possess digi al skills and a e able o e ec i ely use a ious
digi al ools and echnologies in hei wo k.
Suppo o con inuous lea ning is an impo an cha ac e is ic o digi al cul u e, because
o ganiza ions ecognize he impo ance o con inuous p o essional de elopmen o employees
in o de o be eady o new challenges and echnological changes. Finally, digi al cul u e
c ea es an inspi ing en i onmen ha suppo s c ea i i y and he gene a ion o new ideas
h ough eedom o exp ession and expe imen a ion.
I he exis ing cul u e does no ha e he key elemen s o digi al cul u e, measu es should
be aken in he di ec ion o i s ede ini ion and adap a ion o digi iza ion. The ans o ma ion
o o ganiza ional cul u e equi es a sys ema ic app oach ha includes g adual e olu ion and a
long- e m p ocess. The e o e, digi al ans o ma ion equi es he simul aneous e olu ion o
o ganiza ional s uc u es and o ganiza ional cul u e. Below, we will highligh se e al
guidelines ha can se e as use ul di ec ions o his p ocess.
Encou aging c ea i i y and expe imen a ion - O ganiza ions s i ing o success in he
digi al age should be eady o emb ace and expe imen wi h new ideas and echnologies. In his
sense, hey mus encou age c ea i i y among employees. I is also impo an ha o ganiza ions
c ea e an en i onmen whe e e lec ion is encou aged, while mis akes a e seen as oppo uni ies
o lea ning.
Adap ing o new echnologies and changes - O ganiza ions in he digi al age should be
open o change and adap quickly o new echnologies. In his sense, hey should adap o new
ci cums ances, si ua ions, business equi emen s and all he challenges b ough by he
digi iza ion o business.
T anspa en communica ion - In he digi al age, i is necessa y o es ablish anspa en
communica ion so ha employees a e in o med abou all changes and s a egies. Open
communica ion will encou age be e unde s anding, coope a ion and us among employees.
