




































AGORA International Journal of Economical Sciences, http://univagora.ro/jour/index.php/aijes 

ISSN 2067-3310, E-ISSN 2067-7669 

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 

 

Gordana Nikčević¹, Djordjije Pavićević² 

¹ ² University Adriatic Bar, Faculty of Business Economics and Law, Montenegro  

¹ https://orcid.org/0000-0002-9804-6917, E-mail: gogan@t-com.me  

² https://orcid.org/0000-0002-9484-3361, E-mail: djpavicevic3@gmail.com   

 

Abstract: In the conditions of the strong development of digital technologies, the 

business of organizations in a traditional environment becomes very tight. New digital 

technologies have implications for modern business operations. Digital trends require changes 

not only in the way business organizations work (jobs, workplaces and employees) but also a 

change in the entire concept of organizational culture (behavior and thinking of employees). 

In order for digital technologies not to become an obstacle to the business of modern 

organizations, in our work we will identify a new organizational culture that is able to support 

new technologies. At the same time, we will look at the key elements of the traditional 

organizational culture, which we have to transform. In the final part, with the aim of improving 

the business of business organizations, guidelines will be given for the development of a new 

digital organizational culture that will contribute to the improvement of business, all in the 

context of adapting to new digital technologies. In the study of digital transformation and 

organizational culture, the authors employ analytical and synthetic approaches to achieve a 

deeper understanding. The analytical approach deconstructs elements through qualitative 

analysis, while the synthetic approach integrates information and theories to form a 

comprehensive concept. These approaches enable the identification of optimal strategies for 

different contexts, which is crucial for this study. Overall, the study contributes to theoretical 

understanding of digital transformation and organizational culture, while also offering 

practical guidance for organizations undergoing the process of digital transformation. 

Keywords: organizational culture, digital technologies, digital organizational culture, 

knowledge, transformation 

 

INTRODUCTION 

In the modern business environment, in response to the challenges of the global market, 

organizations face the need to introduce new digital technologies in order to achieve their goals. 

Digital technologies provide enormous opportunities for the creation of new products and 

services, making them more competitive. By using digital tools, organizations do not benefit 

only for themselves, but significantly contribute to the development of the entire society. 

Whether it is a small or a large organization, recognizing the importance of digital technologies 

is essential for doing business in the modern world. Through the process of digital 

transformation, every organization should shape a new digital culture that will support all 

https://orcid.org/0000-0002-9804-6917
mailto:gogan@t-com.me
https://orcid.org/0000-0002-9484-3361
mailto:djpavicevic3@gmail.com


PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL 

CULTURE IN THE DIGITAL AGE 

 

172 
 

aspects of the new business model and ensure success in the digital age. Digitization brings 

greater efficiency, agility, flexibility, readiness for changes and taking risks in business. 

However, it also brings with it the need to abandon traditional business approaches and adopt 

new ways of working that require changes in organizational culture. Therefore, the creation of 

a new organizational culture becomes crucial for a successful digital transformation and opens 

new paths to innovative business. 

The work is structured in two parts. The first part explores the key factors for successful 

digital transformation, focusing on the role of digital technologies in improving business 

processes for their effective implementation. This process requires the development of an 

innovative organizational culture within organizations. Bearing in mind the frequent changes 

in organizational culture for the successful implementation of digital transformation and the 

utilization of its full potential, the second part of the paper is focused on the analysis of 

organizational culture in the context of the digital age. Considering the complexity and speed 

of changes arising from digital transformation, it is desirable that organizations have defined 

guidelines and strategies in order to successfully go through this process. Therefore, in the final 

part of the paper, guidelines are offered that are crucial for adapting the organizational culture 

to the requirements of the digital age. 

 

1. Digital transformation 

1.1. Key steps towards the implementation of new technologies 

In today's business context, the integration of digital technologies becomes necessary 

for the improvement of business strategy, operational processes, products and services of 

organizations. This process requires the implementation of digital transformation, which entails 

adapting the business strategy to new digital opportunities. Effective implementation of this 

process requires a comprehensive plan that involves different levels of employees in shaping 

the strategy, starting from operational teams and ending with management. On the way to a 

successful digital transformation, organizations face certain aspects that require careful 

consideration. These aspects include the organization's vision and goals, technology and 

infrastructure, human resources and organizational culture, processes and operations, security 

and data protection, as well as continuous monitoring and adaptation. They are essential for the 

successful implementation of digital transformation, enabling organizations to adequately 

respond to the changes brought about by the digital environment (Fichman, Dos Santos & 

Zheng, 2014; Fitzgerald et al.; 2014, Bogdan, 2023). 

In connection with the above, digital technologies play a key role in improving the 

business of modern organizations. Digitization enables effective communication and exchange 

of information inside and outside the organization, which significantly contributes to better 

business. Through the implementation of technological solutions such as the Internet, mobile 

devices, cloud computing and Big Data software analysis, companies can improve the quality 

of products and services, optimize business processes, and reduce business costs. The concept 

of "Internet" enables the connection of various devices to the Internet for more efficient 

information gathering and remote control. "Smart companies" integrate information and 



Gordana NIKČEVIĆ, Djordjije PAVIĆEVIĆ 

173 
 

production, creating smart products with detailed information for users. Through the use of 

cloud computing, companies can use applications faster by sharing resources. The application 

of tools such as Customer Relationship Management (CRM) enables the improvement of 

connection with customers through the efficient management of data on their engagement. 

Also, virtual teams enable organizations to achieve effective communication and collaboration 

without geographical limitations, which further contributes to productivity and innovation in 

business. Computer networks are crucial for the efficient exchange of information, knowledge, 

and skills among employees, regardless of their physical location and different time zones. 

With this system, managers can monitor the work of a large number of employees without the 

need for direct communication. The use of digital technology brings significant benefits to the 

organization, which would be limited in a traditional work environment. In this context, it is 

especially important to empower employees by providing training in the use of advanced 

technology, which allows them to assume greater responsibilities and authority in the 

performance of their work tasks (Westerman, Bonnet & McAfee, 2014; Brynjolfsson & 

McAfee, 2014; Woerner & Wixom, 2015, Gjoni & Elezi, 2023; Blichfeldt & Faullant, 2021). 

At the same time, new digital technologies require changes at the management level of 

the organization, on the part of the management. Managers are required to encourage 

employees to adopt new skills and technologies through education (education/training). 

Investing in employee education becomes essential for creating agile teams that are able to 

quickly adapt to changes and take advantage of digital tools. Through continuous education, 

organizations can ensure that their employees remain relevant and competitive in the digital 

era, following the latest trends and technological opportunities (Martínez-Caro; Cegarra-

Navarro & Alfonso-Ruiz, 2020; Zhang, Xu & Ma, 2023; Hashimova, 2023). 

 

1.2. Advantages and disadvantages 

Digital transformation, although a necessity for organizations in the modern business 

environment, brings with it both positive and negative sides. The primary advantage of digital 

transformation is in increasing the efficiency of business processes through automation, 

optimization of work and elimination of manual processes, which results in faster decision-

making and higher productivity. In addition, digital transformation enables organizations to be 

more innovative, to respond faster to changes in the environment and to provide a more 

personalized experience to users, which can be key to achieving a competitive advantage 

(Wokurka, et.al. 2017; Haleem et al, 2022; Davronovich & Mansurjonovich, 2023). 

However, the process of digital transformation brings with it certain disadvantages and 

challenges.  The financial investments required to implement new technologies and 

infrastructure can be significant, which can be a burden for many organizations, especially 

small and medium-sized ones. Additionally, changes in organizational culture and work 

processes can cause employee resistance, requiring training, support and engagement to 

achieve successful integration of new technologies. Also, due to the risk of cyber attacks and 

violations of data privacy, it is necessary to ensure data protection and security (Haleem et al, 

2022). 



PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL 

CULTURE IN THE DIGITAL AGE 

 

174 
 

Therefore, digital transformation is proving to be a necessary process for organizations 

in the modern business environment, providing significant advantages, primarily increasing 

efficiency and innovation (Jilcha, 2020). However, it also brings with it certain challenges, 

such as high financial investments, employee resistance and increased risk of data security, 

which require careful management and adequate solutions for successful implementation. 

Therefore, finding a balance between advantages and disadvantages is crucial for the successful 

implementation of digital transformation, through properly exploiting its positive sides and 

minimizing negative effects (Wokurka et.al, 2017; Nadkarni & Prügl, 2021). 

In the context of digital transformation, it is important to recognize that changes are not 

limited to the operational aspects of business, but also encompass deep transformations in 

organizational culture. In fact, the values and norms of employees represent essential elements 

in the formation of a new organizational culture that require alignment with the new 

requirements and goals of the organization in the digital context, and the creation of a new, 

innovative and successful organizational culture (Haleem et al., 2022). 

 

2. Understanding organizational culture in the digital age 

2.1. Concept and classification of organizational culture 

Digital transformation also affects the organizational culture, which should adapt to the 

requirements of digital transformation. Bearing that in mind, in this part we will point out the 

organizational culture by looking at its concept, key aspects and its improvement. 

Organizational culture can be defined in different ways, but essentially it represents the way 

the organization functions, the normative expectations of behavior in it, and the context in 

which employees and teams operate. (Mumford et al., 2011). It affects the success of the 

organization and represents its identity that distinguishes it from others (Nyarugwe et al., 

2016). Organizational culture can be seen as a set of informal rules (assumptions, beliefs, 

values, norms of behavior) that the members of the organization adhere to. This perspective, 

proposed by the authors Deal and Kennedy (1982), emphasizes the structure of organizational 

culture that shapes the way of working within the organization. Furthermore, research by 

authors such as Hofstede (2001), Barbera (2014), Petitte et al. (2017) also confirm this 

approach, emphasizing that organizational culture is a combination of shared knowledge and 

experiences of organizational members that define the work atmosphere. It is important to note 

that the process of forming an organizational culture is long-term and complex, with part of the 

content being of a subconscious nature, which represents an additional challenge in changing 

the organizational culture (Alvesson, 2012). 

Regardless of the variations in the definition of organizational culture, the essence of 

the concept of organizational culture is the formation of a system of values, beliefs and norms 

within the organization, which is a powerful means of shaping the behavior of employees and 

is often the focus of organizational changes. When employees within the organization adopt 

basic values and rules of conduct, it leads to a stronger connection with the goals of the 

organization and a better fit into it. Such acceptance can result in the formation of a strong and 

recognizable organizational culture (Barbera, 2014). 



Gordana NIKČEVIĆ, Djordjije PAVIĆEVIĆ 

175 
 

Different definitions of organizational culture offer different classifications of 

organizational culture, taking into account the way in which organizations function and shape 

the behavior of their members. According to Deal and Kennedy (1982), organizational culture 

can be classified according to the degree of risk, while Cameron and Quinn (2011) offer a 

classification according to the flexibility and stability of the company. Handy (1996) 

distinguishes types of organizational culture according to the distribution of power and 

orientation to people or tasks. Denison and Mishra (1995), as well as Hartnell et al. (2016) 

classify organizational culture according to the adaptability and involvement of employees in 

the organization. Sonnenfeld and Ward (2008) identify organizational culture types according 

to employee behavior. It is noted that different types of organizational culture can have 

different characteristics, which support digital technologies to a greater or lesser extent. 

Accordingly, organizational cultures can be described as modern or traditional. Modern 

organizational cultures usually support digital technologies and tend to adapt to new 

technological trends. On the other hand, traditional organizational cultures often show 

resistance to digital technologies, making it harder for them to adapt to new technological 

innovations (Wokurka et al., 2017). 

Classifications of organizational culture in the context of digital transformation are 

important precisely because of the need for different adaptations. Digital transformation 

requires specific approaches and strategies in order for the organization to successfully adapt 

to new technologies, changed business models and market demands. Here are some reasons 

why classifications of organizational culture are important in this; context: (Williams, 2012; 

Wokurka et.al, 2017; Hartl & Hess, 2017).  

 Different approaches to innovation: Different cultures have different attitudes towards 

innovation and change. For example, modern cultures are more open to experimentation and 

risk, while more traditional cultures are much more cautious. Understanding these differences 

enables organizations to tailor their approaches to innovation in line with their existing culture. 

 Agility and adaptability: Cultures that are flexible and adaptable tend to cope better with the 

changes brought about by digital transformation. Identifying and understanding a culture that 

supports agility enables organizations to develop strategies to strengthen these characteristics 

within their organization. 

 Different levels of participation: Digital transformation often requires the active participation 

of employees in the changes. Cultures that encourage collaboration and participation can be 

key to the successful implementation of digital initiatives. Understanding the differences 

between cultures that support or limit participation enables organizations to adjust their 

employee engagement strategies. 

 Change management: Digital transformation usually involves changes in work processes, 

technology, roles and responsibilities. Therefore, organizations develop different strategies to 

manage these changes in a way that best suits their specific situation. 

In short, different classifications of organizational culture in the process of digital 

transformation are important because they allow organizations to adapt their strategies and 

processes in order to better cope with changes and successfully implement digital technologies. 

 



PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL 

CULTURE IN THE DIGITAL AGE 

 

176 
 

2.2. Key aspects of organizational culture 

Organizational culture is a key but invisible aspect within business organizations. Its 

role is reflected in the fact that it serves as an invisible structure that connects different 

segments of the company and directs the actions of employees, and therefore has a significant 

impact on the success or failure of the organization. In the context of digital technologies, 

understanding the key aspects of organizational culture becomes crucial, given that it has the 

ability to support or limit the integration of new technological solutions (Williams, 2022). 

There are numerous aspects that support digital transformation by creating an 

environment for knowledge exchange, agility and adaptability, encouraging innovation, as well 

as employee motivation and engagement (Azeem et al., 2021; Cook, 2020). First, 

organizational culture plays a vital role in supporting the digital transformation process. 

Cultures that are open to change and innovation facilitate the adoption of new technologies and 

business models. By fostering innovation and continuous learning, organizational culture can 

create an atmosphere that supports digital transformation. Second, organizational culture serves 

as an environment for knowledge exchange among employees. In the digital age, the exchange 

of knowledge becomes crucial for innovation and competitiveness. Cultures that support open 

communication, collaboration and information sharing facilitate this process, encouraging the 

development of new ideas and solutions. According to KPMG research, most leading 

companies in Europe and America are focusing on using virtual components such as the 

Internet and data storage to improve knowledge sharing among employees. Also, research by 

Ernst & Young shows that a large number of American and European companies are 

introducing technological capacities. These results indicate the dominant role of technological 

initiatives in business environments. Third, agility and adaptability are recognizable elements 

of organizational culture in the digital context. Rapid changes in the market and the 

technological field require organizations that are able to quickly react and adapt to new 

situations. Through flexibility and quick adaptation, organizational culture can facilitate this 

process. Fourth, organizational culture can foster innovation by supporting creativity, 

experimentation, and risk-taking. Digital technologies often offer new opportunities for 

innovation, and cultures that support innovative thinking can be the basis for the creation of 

new products, services and business models. Finally, organizational culture can motivate and 

engage employees in the digital context through support, recognition of contributions and 

rewarding success. Motivated and engaged employees influence the success of the organization 

in the digital age, and organizational culture can provide a framework for achieving this goal 

(Wokurka et al., 2017). Adaptability, openness to innovation and support for teamwork are 

often highlighted as key elements for improving organizational culture in the digital age 

(Nikčević, 2023). These aspects will be discussed in more detail later in the text, through 

Handy's classification of organizational cultures. 

 

2.3. Improvement of organizational culture through Handy's classification 

Management theory starts from the assumption that a strong organizational culture is a 

very important factor in business success. However, whether organizational culture will 



Gordana NIKČEVIĆ, Djordjije PAVIĆEVIĆ 

177 
 

positively affect business success depends on its values and beliefs. When the values and 

beliefs of the organization are aligned with the demands of digitalization, the organizational 

culture becomes a powerful tool that inspires employees to integrate their knowledge and ideas 

through a common digital strategy, thus creating a favorable environment for success and 

progress. Therefore, the extent to which the organizational culture will support digitalization 

processes depends more on its content than on the strength of the specific culture. Thus, 

organizational culture can have a positive influence in a way that will support these processes. 

While a strong organizational culture with wrong beliefs can have a negative impact on the 

implementation of a digital strategy (Brynjolfsson & McAfee, 2014). 

For a better understanding of organizational culture in this context, we will start from 

Handy's classification of organizational culture, which distinguishes: culture of power, culture 

of roles, culture of tasks and culture of support. Understanding their differences can help to 

improve organizational culture in a digital context. 

Organizations with an emphasized culture of power can show resistance to changes 

brought by digital technologies, because changes in the organization can be experienced as a 

threat to the existing hierarchy and control. However, research shows that the proper 

implementation of digital technologies can encourage transparency and participation, which 

can weaken centralized power and encourage cooperation. Organizations with a pronounced 

role culture are usually more open to the application of digital technologies because they are 

focused on defined roles and responsibilities. Digital technologies can improve collaboration 

and coordination between different roles and teams, thus supporting a role culture. Cultures 

that emphasize achieving goals and solving problems are often open to experimenting with 

new technologies that improve business efficiency. Digital technologies can support 

organizational agility and rapid adaptability to change, which is consistent with the task culture. 

Organizations that support support and understanding among team members can use digital 

technologies to strengthen teamwork, communication and collaboration. Digital tools like idea 

sharing platforms or project management software can support a culture of support. These 

different types of organizational culture reflect different patterns of behavior within 

organizations. It is important to recognize the dominant culture in a particular organization in 

order to understand how that organization responds to the challenges of digitization. The 

organizational culture that supports the digitization process is usually based on principles such 

as agility, flexibility and quick adaptations to new digital tools. These organizations are open 

to change, strive for innovation and support teamwork, democratic leadership style and 

achieving results. This type of culture provides a favorable environment for the successful 

integration of new technologies, enabling faster adaptation to changes. Conversely, 

organizational cultures that are often not adequate for the demands of the modern digital age 

require adaptation. In these cultures, we typically encounter hierarchical structures where 

decisions are centralized and made by senior managers (Piccinini et al., 2015; Nafei, 2016). 

According to Handy's model of organizational cultures, task culture often stands out as 

the most suitable for the digital age because of its orientation towards teamwork, creativity and 

innovation. (Janićijević, 2013). Therefore, it can be said that task culture, according to Handy's 

model, is closely related to digital culture. 



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 

Bearing in mind the above, digital culture encompasses a number of characteristics that 

are key to the success of organizations in the digital age. Firstly, innovation is highlighted as a 

fundamental principle, which implies a constant search for new ideas and technological 

solutions. In addition, the agility of organizations is emphasized, which means their ability to 

quickly adapt to changes in the environment, be it technological innovations or changes in the 

market. 

Furthermore, digital culture promotes teamwork as an important component for 

achieving organizational goals. Collaboration within teams is essential for solving complex 

problems and implementing innovative solutions. Also, transparency and openness in sharing 

information within the organization is emphasized, which encourages cooperation, knowledge 

sharing and faster decision-making. 

Flexibility is also an important characteristic of digital culture, given the need for 

organizations to quickly adapt to changes in the environment. In addition, employees in 

organizations with a digital culture possess digital skills and are able to effectively use various 

digital tools and technologies in their work. 

Support for continuous learning is an important characteristic of digital culture, because 

organizations recognize the importance of continuous professional development of employees 

in order to be ready for new challenges and technological changes. Finally, digital culture 

creates an inspiring environment that supports creativity and the generation of new ideas 

through freedom of expression and experimentation. 

If the existing culture does not have the key elements of digital culture, measures should 

be taken in the direction of its redefinition and adaptation to digitization. The transformation 

of organizational culture requires a systematic approach that includes gradual evolution and a 

long-term process. Therefore, digital transformation requires the simultaneous evolution of 

organizational structures and organizational culture. Below, we will highlight several 

guidelines that can serve as useful directions for this process. 

Encouraging creativity and experimentation - Organizations striving for success in the 

digital age should be ready to embrace and experiment with new ideas and technologies. In this 

sense, they must encourage creativity among employees. It is also important that organizations 

create an environment where reflection is encouraged, while mistakes are seen as opportunities 

for learning.  

Adapting to new technologies and changes - Organizations in the digital age should be 

open to change and adapt quickly to new technologies. In this sense, they should adapt to new 

circumstances, situations, business requirements and all the challenges brought by the 

digitization of business.  

Transparent communication - In the digital age, it is necessary to establish transparent 

communication so that employees are informed about all changes and strategies. Open 

communication will encourage better understanding, cooperation and trust among employees. 



Gordana NIKČEVIĆ, Djordjije PAVIĆEVIĆ 

179 
 

This creates a positive atmosphere that strengthens the organizational culture and facilitates the 

process of business digitalization. 

Investing in employee skills development – This guideline is very important for 

organizations in the digital age. Given that technology is advancing, it is necessary for 

employees to acquire new knowledge and skills through various trainings. This is the only way 

they can master digital tools. Therefore, organizations that recognize the importance of 

continuous education of their employees have an advantage, because they have a team that is 

able to adapt to rapid changes, which makes them more vital and competitive in the market.  

Inclusiveness and diversity - An inclusive culture means creating an atmosphere where 

employees feel a sense of belonging to the organization. Therefore, their opinion is highly 

valued and respected. Diversity implies different experiences and skills of employees who will 

be able to solve problems through new ideas.  

Therefore, in the digital age, perspectives on the development of organizational culture 

include adapting to new technologies and tools in order to improve business efficiency, 

encourage an innovative approach to work, facilitate communication and cooperation among 

employees, and promote transparency and openness in the organization. Also, it is important 

to focus on the development of employees' skills, support continuous learning and adaptation 

to new trends, as well as preserve the human factor in the process of digital transformation. 

The focus on organizational culture as a key factor for successful digital transformation 

contributes to the theoretical understanding of the interaction between organizational 

processes, technology, and human resources. The paper emphasizes the importance of adapting 

organizational culture to the new demands of the digital age to ensure the success of digital 

initiatives implementation. 

Identification of key aspects of organizational culture, such as innovativeness, agility, 

teamwork support, and continuous learning, provides a deeper understanding of how 

organizations can shape their culture to effectively integrate digital technologies and achieve 

competitiveness. Additionally, practical guidelines are offered for organizations seeking to 

transform their culture to better adapt to the digital era. These guidelines can serve as a 

foundation for the development of strategies and approaches to change within organizations. 

 

REFERENCES 

1. Alvesson, M. (2012). Understanding organizational culture. Sage. 

2. Azeem, M., Ahmed, M., Haider, S., & Sajjad, M. (2021). Expanding competitive advantage 

through organizational culture, knowledge sharing and organizational innovation. 

Technology in Society, 66, 101635. 

3. Barbera, K. M. (2014). The Oxford handbook of organizational climate and culture. Oxford 

University Press. 

4. Blichfeldt, H., & Faullant, R. (2021). Performance effects of digital technology adoption 

and product & service innovation–A process-industry perspective. Technovation, 105, 

102275. 

5. Bogdan, M. D. (2023). The Law of the Digital Economy in the Evolution of the Digitized 

Society. AGORA International Journal of Juridical Sciences. 17(1), 1-8. 



PERSPECTIVES AND DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONAL 

CULTURE IN THE DIGITAL AGE 

 

180 
 

6. Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and 

prosperity in a time of brilliant technologies. WW Norton & Company. 

7. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: 

Based on the competing values framework. Jossey-Bass. 

8. Cook, D. (2020). The global remote work revolution and the future of work. U The 

Business of Pandemics, 143-166. Auerbach Publications. 

9. Davronovich, A. D., & Mansurjonovich, J. M. (2023). Important advantages of organizing 

the educational process in a digital technology environment. Galaxy International 

Interdisciplinary Research Journal, 11(2), 149-154. 

10. Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of 

organizational life. Reading Т. Deal, A. Kennedy. Mass: Addison-Wesley, 2, 98-103 

11. Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and 

effectiveness. Organization science, 6(2), 204-223. 

12. Fichman, R. G., Dos Santos, B. L., & Zheng, Z. (2014). Digital innovation as a fundamental 

and powerful concept in the information systems curriculum. MIS quarterly, 38(2), 329-

A15. 

13. Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital 

technology: A new strategic imperative. MIT Sloan management review, 55(2), 1. 

14. Gjoni, M., & Elezi, E. (2023). The digital economy part of the internationalization of the 

labor market the case of Albania. Agora International Journal of Economical Sciences, 

17(2), 41-46. 

15. Haleem, A., Javaid, M., Qadri, M. A., & Suman, R. (2022). Understanding the role of 

digital technologies in education: A review. Sustainable Operations and Computers, 3, 275-

285. 

16. Handy, C. B., (1996), Understanding organizations, UK: Oxford University Press. 

17. Hartl, E., & Hess, T. (2017). The Role of Cultural Values for Digital Transformation: 

Insights from a Delphi Study. In Proceedings of the 23rd Americas Conference on 

Information Systems (AMCIS 2017), Boston, Massachusetts, USA. 

18. Hartnell, C. A., Kinicki, A. J., Lambert, L. S., Fugate, M., & Doyle Corner, P. (2016). Do 

similarities or differences between CEO leadership and organizational culture have a more 

positive effect on firm performance? A test of competing predictions. Journal of Applied 

Psychology, 101(6), 846. 

19. Hashimova, A. (2023). Personnel work process using digital economy application 

programs. Agora International Journal of Economical Sciences, 17(2), 78-86. 

20. Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and 

organizations across nations. Sage publications. 

21. Janićijević, N. (2013). Organizaciona kultura i menadžment. Beograd: Ekonomski fakultet, 

35. 

22. Jilcha, K. (2020). Workplace Innovation for Social Sustainable Development. Sustainable 

Organizations-Models, Applications, and New Perspectives. IntechOpen 



Gordana NIKČEVIĆ, Djordjije PAVIĆEVIĆ 

181 
 

23. Martínez-Caro, E., Cegarra-Navarro, J. G., & Alfonso-Ruiz, F. J. (2020). Digital 

technologies and firm performance: The role of digital organisational culture. 

Technological Forecasting and Social Change, 154, 119962 

24. Mumford, M. D. (Ed.). (2011). Handbook of organizational creativity. Academic Press. 

25. Nadkarni, S., & Prügl, R. (2021). Digital transformation: a review, synthesis and 

opportunities for future research. Management Review Quarterly, 71, 233-341. 

26. Nafei, W. A. (2016). Organizational agility: The key to organizational success. 

International Journal of Business and Management, 11(5), 296-309. 

27. Nikčević, G. (2023). Modern trends in business in the function of business success. Agora 

International Journal of Economical Sciences, 17(2), 121-129. 

28. Nyarugwe, S. P., Linnemann, A., Hofstede, G. J., Fogliano, V., & Luning, P. A. (2016). 

Determinants for conducting food safety culture research. Trends in Food Science & 

Technology, 56, 77-87. 

29. Petitta, L., Probst, T. M., Barbaranelli, C., & Ghezzi, V. (2017). Disentangling the roles of 

safety climate and safety culture: Multi-level effects on the relationship between supervisor 

enforcement and safety compliance. Accident Analysis & Prevention, 99, 77-89. 

30. Piccinini, E., Hanelt, A., Gregory, R., & Kolbe, L. (2015). Transforming industrial 

business: The impact of digital transformation on automotive organizations. 

31. Sonnenfeld, J., & Ward, A. (2008). Firing back: How great leaders rebound after career 

disasters. Organizational Dynamics. 

32. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology 

into business transformation. Harvard Business Press 

33. Williams, P. (2022). Organisational culture: definitions, distinctions and functions. In 

Handbook of research methods for organisational culture (pp. 5-22). Edward Elgar 

Publishing. 

34. Woerner, S. L., & Wixom, B. H. (2015). Big data: extending the business strategy toolbox. 

Journal of information technology, 30(1), 60-62. 

35. Wokurka, G., Banschbach, Y., Houlder, D., & Jolly, R. (2017). Digital culture: Why 

strategy and culture should eat breakfast together. Shaping the digital enterprise: Trends 

and use cases in digital innovation and transformation, 109-120.  

36. Zhang, X., Xu, Y. Y., & Ma, L. (2023). Information technology investment and digital 

transformation: the roles of digital transformation strategy and top management. Business 

Process Management Journal, 29(2), 528-549. 

 


