Catalyzing Change: The Interplay of Digital Transformation and Organizational Culture in a Saudi University Context

Complex changes to organizational culture are resulting from digital transformation (DT) in universities in developing countries. This paper examines how DT has impacted organizational culture change at a Saudi Arabian University. This study adopts a qualitative methodology, applying an interpretive case study strategy, utilizing semi-structured interviews with a sample of 12 managers and Information Technology personnel. The study's results inform the development of a theoretical framework identifying key factors that inform DT's impact on organizational culture change. This includes reviewing the university's history to analyze its customs and traditions, so as to identify the impact of DT by comparing previous paper-based systems with automated work flow processes that establish how performance has been shaped by DT increasing employee engagement. Factors such as senior management support, DT's impact on norms and values, accentuality, changes to work and behavior, and skills all play a role in determining organizational culture change. The paper concludes with an interpretation of how DT impacts organizational culture change. The findings have implications for how university managers can understand the impact of DT on organizational culture change, ensuring they play a positive role in such processes.