How digital organizational culture drives employee ambidexterity and innovative work behavior: insights from a study of Japanese firms

Purpose Previous research on digital organizational culture (DOC) has focused on organizational outcomes. However, its impact on individual employee behaviors remains unclear. This study aims to investigate how DOC influences employee ambidexterity (EA) and innovative work behavior (IWB). It also examines the mediating roles of collaboration-oriented behavior (COB) and knowledge sharing (KS). Design/methodology/approach Using survey data from 558 full-time employees in Japanese firms, this study used structural equation modeling to examine the direct and indirect effects of DOC on EA and IWB. Findings DOC significantly enhanced both EA and IWB. Furthermore, COB and KS partially mediated these relationships. Originality/value This study establishes a multi-path model linking DOC to EA and IWB. Examining these behaviors simultaneously deepens the understanding of individual-level digital adaptation. The findings offer practical guidance for designing cultural interventions that promote innovation.