




































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. 210-222 

 

210 

 

DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE IN THE 

SUSTAINABLE DEVELOPMENT OF ORGANIZATIONS 

 

V. SERAFIMOVA, V. VASILEV 

 

 Vesela Serafimova1, Valentin Vasilev2 
1 South-West University „Neofit Rilski”, Blagoevgrad, Bulgaria  

https://orcid.org/0000-0001-9587-586X, E-mail: serafimova2016@abv.bg     
2 Higher School of Security and economics, Plovdiv, Bulgaria 

https://orcid.org/0000-0002-0074-9578, E-mail: valyopen@abv.bg 

 

Abstract: The article explores the concept of digital culture as a key component for 

organizations seeking sustainable development and competitive advantage in today's rapidly 

evolving business landscape. It delves into how embracing a digital culture within an 

organization can lead to enhanced efficiency, innovation, and overall performance. By 

fostering a culture that values digital skills, collaboration, and adaptability, companies are 

better equipped to navigate challenges and leverage opportunities in the digital age. There's 

no denying that there has been a noticeable increase in interest in recent years for solutions 

that support the sustainable development of organizations. In such a context, a key factor for 

increasing the efficiency of these processes is effective change management and its detailed 

knowledge. The management of human resources is affected by these management 

relationships, which guide it toward the strategic prioritizing of particular areas. However, 

given the evolving importance of technology and all of its associated aspects and activities, it 

is necessary to concentrate on identifying a new management paradigm, or digital culture. This 

is where we should also include the tendency, the primary driving force behind the changes, to 

be expressed in the understanding that increases in an organization's effectiveness have a 

direct connection to the human factor, and from there to innovative practices, talent 

management, motivational policies, and other aspects of personnel management. Therefore, in 

the search for sustainable development policies, human resources should be considered as 

organizational capital.    

Keywords: sustainable development; digital culture; changes; human resources 

management. 

 

INTRODUCTION 

In today's rapidly evolving business landscape, the quest for operational efficiency and 

sustainable growth is a top priority for organizations across industries. One key factor that plays 

a critical role in enhancing efficiency is effective change management and the profound 

understanding of its intricacies. The management of human resources is intricately intertwined 

with these dynamic change processes, steering it towards strategically prioritizing specific 

areas to drive organizational success. 

https://orcid.org/0000-0001-9587-586X
mailto:serafimova2016@abv.bg
https://orcid.org/0000-0002-0074-9578
mailto:valyopen@abv.bg


Vesela SERAFIMOVA, Valentin VASILEV 

211 

 

However, amidst the ever-increasing significance of technology and its multifaceted 

aspects, there arises a pressing need to shift focus towards identifying a new management 

paradigm – one that encapsulates the essence of digital culture. This paradigm shift, which has 

unfolded over the past decade, resonates deeply within both the commercial and public service 

sectors, shaping their operational landscapes. 

Consequently, in the pursuit of sustainable development frameworks, human resources 

emerge as invaluable organizational capital, propelling entities towards enduring growth and 

prosperity. The present study delves into these intricate relationships, offering  unique 

perspectives on leveraging digital culture as a strategic advantage to bolster organizational 

effectiveness and pave the path towards sustainable growth. 

The main research objective of the study is to explore the potential for Bulgarian 

organizations operating in the healthcare, education, hospitality and catering, finance, and 

insurance sectors to develop and foster a digital culture. This research aims to examine how 

building a digital culture within these organizations can lead to increased sustainability of their 

competitiveness and serve as a crucial competitive advantage in today's business environment. 

 

I. DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE 

Investments are a key factor for the different phases of the economic cycle. It is really 

important they to be directed to innovative projects that provide high added value. For many 

companies from various sectors, digitalization is moving from a state of „nice to have“ to a 

„must have“ (Caldwel & Krishna, 2020). Companies are investing in digital transformation 

in order to be able to innovate faster, keep pace with technological and industry changes, and 

increase their resilience (Gurumurthy et al., 2021). Digital transformation should be a major 

pillar in the strategies of mature companies. “Digitalization  is  assessed  as  a  factor  

contributing  to  the  sustainable  growth  of business entities” (Akhundzada, N. & Rzayeva, 

2023). Digitalization plays a crucial role in the sustainable growth of business entities by 

integrating digital technologies into various aspects of operations, enhancing efficiency, and 

promoting environmental responsibility. Digital tools streamline processes, reducing the time 

and resources needed to complete tasks. This can include automation of repetitive tasks, better 

resource management, and improved supply chain logistics. Digitalization enables better 

monitoring and management of energy usage and resource consumption.  

Digital platforms facilitate better communication and collaboration among 

employees, partners, and customers. This can lead to more innovative solutions and faster 

problem-solving, driving sustainable growth. Access to real-time data and advanced analytics 

enables businesses to make informed decisions that enhance sustainability. Predictive 

analytics can forecast demand, optimize inventory, and reduce overproduction. Digital tools 

aid in designing and manufacturing products with sustainability in mind. Technologies like 

3D printing allow for more efficient prototyping and production, minimizing material waste.  

Digital channels provide businesses with new ways to engage with customers, gather 

feedback, and tailor offerings to meet customer needs. Satisfied customers are more likely to 

be loyal and contribute to long-term business success. Digital tools facilitate the tracking and 

reporting of sustainability metrics, enhancing transparency and accountability. This can 

improve a company's reputation and meet regulatory requirements. Embracing digital 



DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE IN THE SUSTAINABLE 

DEVELOPMENT OF ORGANIZATIONS 

212 

 

technologies can drive innovation, allowing businesses to stay competitive in a rapidly 

changing market. Sustainable innovation can open new markets and attract environmentally 

conscious consumers. Digitalization is a powerful enabler of sustainable growth for business 

entities. By leveraging digital technologies, businesses can improve efficiency, reduce 

environmental impact, and create long-term value for stakeholders. 

Digital technologies (from email, file sharing, mobile phones, online gaming, 

ecommerce, GPS systems) are becoming commonplace and part of our social and personal 

lives (Broeckman & Jaimes, 2015). Organizational culture refers to the collective beliefs, 

values, attitudes, and behaviors that shape the way individuals within an organization interact 

and work together. Organizational culture plays a significant role in shaping employee 

behavior, decision-making processes, communication styles, and the overall performance of 

the organization. Digital culture is an expression of norms, values and expected ways of going 

things due to ever-increasing computerization and digitalization of society (Deuze, 2006, p. 

65). A positive organizational culture can foster collaboration, innovation, and employee 

satisfaction, while a negative culture can lead to conflicts, low morale, and decreased 

productivity. Cultivating a strong and healthy organizational culture is essential for creating 

a positive work environment and achieving organizational success. Digital culture 

encompasses the various ways in which individuals interact with digital media and 

technologies on a day-to-day basis (Sadiku et al., 2017). 

 

I.1. Digital culture of organizations  

Digital culture, which includes values, norms, and practices related to technology and 

digitization, usually stems from external trends and influences such as technological 

developments, industry trends, and consumer behavior (Junaedi et al., 2024, p. 455). Cultural 

characteristics include perceptions and attitudes about the organization's operations, risk-

taking and innovation, awareness and public presence (Hadjitchoneva, 2022, p. 56). Digital 

culture for organizations refers to the collective mindset, behaviors, and practices that 

prioritize the integration of digital technologies and tools into every aspect of the business.  

The digital culture that develops in the external environment can have a major impact 

on company performance (Junaedi et al., 2024, p. 455). Digital culture encourages innovation 

by fostering a mindset of continuous improvement and experimentation. It promotes the idea 

that new technologies and approaches can drive business growth and success. 

Organizational culture refers to a set of shared values and beliefs that guide 

individuals in understanding how the organization operates and establish norms of behavior 

within the company (Arefin et al., 2015). Organizations with a strong digital culture are 

adaptable and flexible in the face of change. They embrace new technologies and ways of 

working to stay relevant and competitive in a rapidly evolving digital landscape. Companies 

that are able to adopt a digital culture that suits their external environment and integrate it 

with their operations and business strategy can gain a competitive advantage (Junaedi et al., 

2024, p. 455). 

Measurement of digital culture uses the dimensions of organizational culture (Arefin 

et al., 2015), digital transformation (Nguyen & Hoai, 2022), human capabilities, and 

innovation capabilities as a novelty. A digital culture places a strong focus on understanding 



Vesela SERAFIMOVA, Valentin VASILEV 

213 

 

and meeting customer needs effectively. By using digital technologies to gather customer 

insights and personalize interactions, organizations can deliver better customer experiences 

and build long-lasting relationships. 

Digital culture refers to mindsets, behaviors, and practices related to the use of digital 

technology in everyday life (Junaedi et al., 2024, p. 456). This culture promotes a data-driven 

approach to decision-making. Organizations leverage data analytics and insights to make 

informed decisions, optimize processes, and drive business outcomes. 

The leading challenge faced by global management of human resources is the 

motivation of people to get involved with  desire  and  curiosity  in  this  new  stage  of  human  

development. (Vasilev & Ognyanski, 2020, p.91). Overall, digital culture empowers 

organizations to harness the potential of technology to drive growth, improve efficiency, and 

create value for stakeholders. By embracing a digital culture, organizations can stay ahead of 

the curve and thrive in today's increasingly digital world. 

Digital culture values employee empowerment, learning, and development. It 

encourages employees to embrace digital tools, upskill themselves, and contribute to the 

organization's digital transformation efforts. This culture reflects the social transformation 

brought about by advances in information and communication technology, especially the 

internet and mobile devices (Junaedi et al., 2024, p. 456). Overall, digital culture empowers 

organizations to harness the potential of technology to drive growth, improve efficiency, and 

create value for stakeholders. By embracing a digital culture, organizations can stay ahead of 

the curve and thrive in today's increasingly digital world. 

Digitalization is a phenomenon that binds all things through technological innovations 

that cover the processes and phenomena (Hadjieva, 2021, p. 139). Digitalization and digital 

transformation have a variety of definitions and dimensions. Gartner (2018) defines 

digitalization as „the use of digital technologies to change a business model and provide new 

revenue and value-producing opportunities; it is the process of moving to a digital business”.  

Digital culture values employee empowerment, learning, and development. It 

encourages employees to embrace digital tools, upskill themselves, and contribute to the 

organization's digital transformation efforts. This culture reflects the social transformation 

brought about by advances in information and communication technology, especially the 

internet and mobile devices (Junaedi et al., 2024, p. 456). The areas in which enterprises 

benefit from participation in digital transformation are as follows: innovativeness, efficiency 

and process optimization, access to a wider market and et. 

The effects of digitization are visible not only at the level of processes, but also 

management. As a company wants to benefit from digital transformation, it must first 

diagnose which areas have the potential for implementing new solutions. Digitization, which 

involves transforming analog data into digital datasets, represents the utilization of digital 

resources (Astuti & Augustine, 2022). 

Entering modern technologies is a strategic decision that must result from far-reaching 

plans for production planning, but also the choice of markets, customer segments, sales 

policies, logistics partners and distribution networks. There is potential for change in all of 

these areas, but decisions must be well- thought-out, and in particular, comprehensive and 

integrated, embracing the company’s overall policy, in pursuit of the strategic vision. 



DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE IN THE SUSTAINABLE 

DEVELOPMENT OF ORGANIZATIONS 

214 

 

Digital culture refers to the attitudes, behaviors, beliefs, and practices that shape how 

individuals, organizations, and societies interact with and adapt to digital technologies. 

Digital culture also includes the values and norms that guide how people engage with digital 

tools, platforms, and content. Overall, digital culture reflects the evolving relationship between 

people and technology in an increasingly connected and technology-driven world. 

 

I.2. Competitive advantages for the sustainable development 

There is an ongoing debate about the „entity” of competitiveness (Shafaei, 2009). 

Competitiveness as an economic category represents the ability and performance of a firm, 

sub-sector or country to sell and supply goods and services in a given market, in relation to 

the ability and performance of other firms, sub-sectors or countries in the same market. 

Research methods can be descriptive research, exploratory research and or 

explanatory research (Sakyi et al., 2020). Competitiveness can be captured and measured by 

several aspects at micro, mezzo, and macro levels (Balogh & Jambor, 2017, p. 2076). L. 

Hardy, I. M. Lifits and others are proponents of traditional methods of assessing 

competitiveness based on the quality of production (Woodman & Hardy, 2003). However, 

these methods should be combined with others to achieve a more accurate assessment of the 

competitiveness of an enterprise.  

To date, various methods have been employed to investigate the theory of 

comparative advantage, and they provide the basis for this analysis (Balogh & Jambor, 2017, 

p. 2078). Competitive advantages provide organizations with a unique edge over their 

competitors, enabling them to outperform rivals and achieve sustainable success in the 

marketplace.  

Competitive advantages allow organizations to differentiate themselves from 

competitors by offering unique products, services, or value propositions. This differentiation 

can help attract customers who are looking for something distinctive and valuable. Both CSR 

and Sustainability address the responsible and sustainable use of resources while considering 

social, ecological, and economic dimensions of business practice. To increase sustainability 

and satisfy the demand for energy, countries should develop and utilize renewable resources 

as well as efficiently use energy sources (Gigauri & Vasilev, 2022, p. 267). 

By leveraging competitive advantages, organizations can capture a larger share of the 

market. They can win over customers from competitors and expand their customer base, 

driving growth and profitability. Organizations with competitive advantages can build strong 

relationships with customers based on trust, quality, and reliability. This leads to increased 

customer loyalty and repeat business, reducing the risk of losing customers to competitors.  

Competitive advantages enable organizations to charge premium prices for their 

products or services, leading to higher profit margins. They can also operate more efficiently 

and effectively, reducing costs and improving overall profitability. Having competitive 

advantages fosters a culture of innovation within organizations. They are encouraged to 

continuously improve products, processes, and services to maintain their edge over 

competitors and stay ahead of market trends. Strong competitive advantages create barriers 

to entry for new competitors trying to enter the market. This protects organizations from 

potential threats and gives them a more secure position in the industry. Overall, competitive 



Vesela SERAFIMOVA, Valentin VASILEV 

215 

 

advantages benefit organizations by helping them stand out in the market, attract and retain 

customers, drive growth and profitability, foster innovation, and protect their market position 

from competitors. By leveraging their competitive advantages effectively, organizations can 

achieve long-term success and sustainability in today's competitive business environment. 

Figure 1 

Digital culture as a competitive advantage  

 
Source: author's systematization  

 

Competitive advantage refers to the advantage gained by a company that surpasses its 

competitors within the same industry. This advantage is achieved through the implementation 

of innovative ideas that allow the company to provide high-quality goods or services, 

competitive pricing, and ultimately increase shareholder wealth. Sustainable competitive 

advantage can be applied to a company, country, or individual. Cost advantage, differentiation 

advantage, and comparative advantage are the three main types of competitive advantage. 

Competitive advantage enables an organization to create greater value for itself and its 

shareholders rapidly. By outperforming competitors, a company can secure a stronger market 

position, increase market share, and enhance profitability, leading to long-term success.  

Achieving a sustainable competitive advantage, applicable to companies, countries, or 

individuals, involves leveraging cost advantage, differentiation advantage, and comparative 

advantage. This strategic edge enables organizations to create significant value for themselves 

and their shareholders, securing a stronger market position, increasing market share, and 

enhancing profitability, ultimately leading to long-term success. 

 

II. METHODOLOGY 

The methodology clarifies the main stages for assessing the digital culture as a 

competitive advantage and aims to reveal its reserves, as well as to formulate guidelines for its 

future development.  

High Skilled 
Workforce

Gaining exclusive 
access to new 
technologies 

Offering unique 
products or 

services

Recognition of 
brand image 

Gaining exclusive 
access to 

proprietary 
technologies

Cost Leadership 
Strategy 

Digital 

culture 



DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE IN THE SUSTAINABLE 

DEVELOPMENT OF ORGANIZATIONS 

216 

 

Figure 2 

Stages for determining the competitive potential through digital culture 

 
Source: author's systematization  

 

It can be seen from Figure 1 that after determining the values of the selected indicators 

and calculating the ranking scores, the overall competitiveness score is calculated, the 

competitive advantages are identified and it is proceeded to the selection of a strategy for the 

development of digital culture.  

Weighting factors can be determined: by expert judgment; by studying the opinions 

of the managers surveyed; or as a result of empirical research. The summative assessment of 

the competitive potential is determined as the sum of the scores by individual indicators 

weighted by factors of significance. The key stages for assessing digital culture as a 

competitive advantage are generally the following: gathering the information needed to assess 

a competitive advantage; determining indicator and indicator values; scoring the indicators; 

determining weighting factors; and assessing indicator values.  

In cases where the competitive potential to increase the competitiveness is assessed, the 

following formula is applied to determine its relative position to another (Velev, 2004, p. 105): 

 

𝐵𝑂𝑖𝑘 = 6𝑥
(𝑆𝑇𝑖𝑘−𝑆𝑇𝑖𝑚𝑖𝑛)

(𝑆𝑇𝑖𝑚𝑎𝑥−𝑆𝑇𝑖𝑚𝑖𝑛)
+ 1  (1) 

where: BОik – score of the i-th indicator for the k-th producer;  

SТik – the value of the i-th indicator for the k-th enterprise;  

SТimax and SТimin – the maximum and respectively the minimum amount (value) of the i-

th indicator for the entire aggregate of analysed producer.  



Vesela SERAFIMOVA, Valentin VASILEV 

217 

 

The main research thesis is to study the possibilities of Bulgarian organizations in the 

field of healthcare, education, hospitality and catering, finance and insurance, to build a digital 

culture to increase the sustainability of their competitiveness and as an important competitive 

advantage. 

118 Bulgarian companies from the fields of healthcare, education, hospitality and 

catering, finance and insurance were studied. Half of the companies are from the Southwest 

region. The survey was conducted in the period November 2023 - March 2024. The 

questionnaire consists of 25 questions, divided into 4 main subtopics: general characteristics; 

the relationship between digital culture and leadership in the company; investing in individual 

and company knowledge and innovation; and the sustainable competitiveness of the company. 

The research object is the digital culture within Bulgarian organizations in the fields of 

healthcare, education, hospitality and catering, finance, and insurance. The research subject is 

the potential for building a digital culture in these Bulgarian organizations to enhance the 

sustainability of their competitiveness, examining how digital culture can serve as an important 

competitive advantage. This analysis focused on identifying the existing digital practices and 

the potential for cultivating a robust digital culture within these sectors. The selected companies 

were evaluated on various dimensions, including leadership's role in promoting digital 

initiatives, the extent of investment in digital tools and training, and the overall impact of these 

practices on organizational performance and market positioning. This detailed investigation 

provided valuable insights into the current state and future possibilities of digital 

transformation in the Bulgarian context. 

 The survey was conducted mainly among four types of organizations in different fields, 

such as healthcare (14%), education (27%), hospitality and restaurant business (33%) and 

finance and insurance (26%). 

Figure 3 

Types of organizations studied 

 
Source: author's systematization  

 

To an extremely large extent, the researched organizations for micro- (23%), small 

(37%) and medium-sized enterprises (36%), and only 4% are the large organizations that took 

part in the research. In relation to the market in which activity have been carried out, 65% are 

national organizations, 26% operate in the regional market and only 9% operate in the 

international market. A vast part of the investigated organizations have a duration of work 

between 10 and 25 years (51%), with a duration of 25 years there are 26% and relatively fewer 

organizations with a duration of work under 2 years (only 3%) and between 2 and 9 years 

(20%). 

14%

27%

33%

26%

Healthcare

Education

Hospitality and

restaurant business

Finance and insurance



DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE IN THE SUSTAINABLE 

DEVELOPMENT OF ORGANIZATIONS 

218 

 

III. RESULTS 

In order to establish the relationship between digital culture and leadership in 

organizations, specific questions have been asked. It is noteworthy that a large part of the 

surveyed individuals (74%) answered that regularly share the leader's vision for digital 

transformation with the entire team in the organization, i.e. managers often discuss with their 

employees the possibilities for development in the direction of digitalization in certain 

activities of the organizations. 

 

Figure 4 

The relationship between digital culture and leadership in the company 

 
Source: author's systematization  

 

Approximately 71% of the surveyed individuals have the opportunity to participate 

actively in the development and implementation of digital initiatives, which means that the 

leaders in most of the investigated companies are aware of how important the staff is as being 

part of the implementation of innovations. Companies are beginning to try to react quickly and 

undertake strategies to anticipate or adapt to digital changes and to implement digital 

transformations (Genov & Hadjichoneva, 2021) to upgrade their operating models and improve 

outdated ways of working and cumbersome processes. New businesses are emerging that are 

„digital native“ (Prensky, 2001; Perkin & Abraham, 2017), distinguished by speed of reaction, 

focus and flexibility to changes in the business environment. 

The results of the conducted research also show that innovative ideas for digital projects 

are encouraged extremely often, and when there is a mistake during the process, it is used as 

60% 62% 64% 66% 68% 70% 72% 74% 76% 78%

Our leaders regularly share the vision of digital

transformation with the entire team.

I have the opportunity to actively participate in the

development and implementation of digital

initiatives.

In our company, innovative ideas for digital

projects are always welcome and encouraged.

When there are mistakes in digital projects, they

are used as an opportunity for learning and

improvement.

We are stimulated through recognition, rewards, or

other forms of motivation for contributing to

innovation.

There are strict procedures that I must follow for

using digital tools and systems in our company.

The company uses a system of rewards and

penalties to ensure adherence to digital procedures

and rules.

74%

71%

77%

72%

68%

70%

66%



Vesela SERAFIMOVA, Valentin VASILEV 

219 

 

an opportunity to learn and improve. In this regard, the business's ability to intelligently use 

internal and external information resources becomes its new competitive advantage, in order 

to ensure greater user satisfaction. 

Referring to processes of implementing innovations, employee motivation is 

undoubtedly important, and very often companies encourage staff through recognition, awards 

or other forms of motivation for contributing to innovation. The company uses a system of 

rewards and penalties to ensure adherence to digital procedures and rules. Innovations are 

largely effective when strict procedures are followed for using digital tools and systems. The 

work with digital tools is subject to regular monitoring and evaluation by superiors. 

To a significant extent, organizations in Bulgaria are aware that investing in individual 

and company knowledge and innovation is a key factor for success. In this regard, more than 

75% of respondents have seen serious investments in the development of employees' digital 

skills, such as the use of collaborative platforms, smartphones, online communications with 

customers, use of company software and data analysis. Many companies invest in company 

knowledge to improve business processes, such as enhanced web presence, CRM for customer 

relationship management, ERP for business function management, e-commerce, digital 

marketing tools - social networks, email marketing, SEO, PPC, and others. 

However, not all companies have the opportunity to balance investments between the 

development of company knowledge and the individual knowledge and skills of employees. 

To a considerable extent, Bulgarian organizations direct their investments to innovations in 

products and services, in marketing and business models. In terms of sustainable 

competitiveness, most companies seek to understand their customers' needs to a greater extent 

than their competitors. In this way, they could respond more precisely and quickly to the needs 

of users. (Stefanova et al., 2023). 

Nowadays companies aspire to offer products and services that provide greater value 

for money or are difficult to imitate, resulting in a greater number of satisfied customers 

compared to competitors. Effective cost management is also a competitive advantage. Other 

competitive advantages that modern Bulgarian companies strive for is to adopt new digital 

technologies more quickly and to adapt themselves to market changes. 

Embracing new digital technologies and staying agile in response to market changes 

are crucial for modern Bulgarian companies to remain competitive. By being quick to adopt 

innovative technologies, businesses can streamline operations, enhance efficiency, improve 

customer experiences, and gain a competitive edge. Additionally, the ability to adapt rapidly 

to changing market dynamics allows companies to seize new opportunities, address emerging 

challenges, and stay ahead of the competition. Overall, a proactive approach to digital 

transformation and market responsiveness can help Bulgarian companies thrive in today's fast-

paced business environment. 

 

 

 

 

 

 

https://www.scopus.com/authid/detail.uri?authorId=58533458500


DIGITAL CULTURE AS A COMPETITIVE ADVANTAGE IN THE SUSTAINABLE 

DEVELOPMENT OF ORGANIZATIONS 

220 

 

Figure 5 

The sustainable competitiveness of the company 

 
Source: author's systematization  

 

Offering high quality products and services is also a key factor and an important 

competitive advantage. Competitive advantage in business is not something that can be vested. 

Rather it can only be earned through the hard work, dedication, and ethical performance of an 

organization. It does not come easy, and an organization might need to dedicate years and 

sometimes decades to earning this advantage over its arch rivals belonging to the same industry. 

The key to earning it is excellent and ethical performance, and one cannot earn the same 

through degrading or defaming rival companies operating in the same domain. 

 

CONCLUSIONS 

Sustainable competitive advantage can be applied to a company, country, or individual. 

It is mainly of three types- comparative advantage, cost advantage, and differentiation 

advantage. The strategies with which an organization can earn are: information advantage; cost 

leadership strategy; adaptability; differentiation strategy; operational effectiveness strategy; 

technology-based competitive advantage; and innovative strategy. 

In conclusion, this study underscores the paramount importance of digital culture as a 

transformative force that holds the key to enhancing firm performance in today's dynamic 

business environment. The findings highlight that digital culture not only significantly boosts 

firm performance but also acts as a vital moderator in amplifying the impact on organizational 

66% 68% 70% 72% 74% 76% 78% 80% 82% 84%

Our company has a better understanding of

customer needs compared to our competitors.

We offer products/services that provide greater

value for money and are difficult to imitate,

resulting in a higher number of satisfied…

We manage costs more effectively than our

competitors.

Compared to competitors, we are faster to adopt

new digital technologies and to adapt to market

changes.

Our products/services are of higher quality

compared to those of competitors.

The digital culture of our company is developed and

focused on the needs of customers and partners, the

development of employee skills, and innovations…

83%

73%

75%

72%

84%

78%



Vesela SERAFIMOVA, Valentin VASILEV 

221 

 

success. Remarkably, it is evident that digital culture exerts the most potent influence on firm 

performance, reshaping the operational landscape of organizations. 

From a practical standpoint embracing digital culture as a competitive advantage 

emerges as a strategic imperative for organizations seeking to elevate their performance levels. 

By harnessing the power of digital culture, firms can drive improvements in performance 

through direct influence as well as through fruitful interactions across various facets of their 

operations. This underscores the pivotal role that digital culture plays in propelling firms 

towards sustained success and growth in an increasingly digitized world. The insights 

generated by this study serve as a clarion call for organizations to prioritize the cultivation of 

a robust digital culture to unlock their full potential and thrive in the digital age. 

The article presents an important perspective on the role of digital culture in shaping 

organizational success and sustainability. Researching provides insights into how organizations 

can leverage digital technologies and a digital mindset to drive innovation, efficiency, and 

growth. The focus on sustainable development underscores the long-term benefits of nurturing 

a digital culture that promotes resilience and adaptability. 

Organizations can use the results of this article to assess their current digital culture and 

identify areas for improvement. Implementing strategies to enhance digital literacy, foster a 

collaborative work environment, and embrace digital transformation can lead to tangible 

business outcomes and sustainable growth. By aligning digital culture with organizational 

goals and values, companies can better position themselves for success in a competitive 

marketplace. The survey methodology used have limitations in terms of sample size and 

representativeness. The study not capture the full complexity of digital culture within different 

types of organizations and industries. 

Overall, the article on digital culture as a competitive advantage in sustainable 

development provides a valuable starting point for further research and practical application in 

the field. Conducting longitudinal studies to track the impact of digital culture on 

organizational performance over time could yield valuable insights. 

 

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https://ikm.mk/ojs/index.php/kij/article/view/540

