Digital organisational culture, digital transformation, and employee attitudes in a selected consumer goods company

Abstract

Digital transformation plays a critical part in the organisation's digital strategy, underscoring the need for policymakers to understand its impact on organisational digital culture, digital competency, commitment to digital transformation, and employee job satisfaction and organisational dedication. This study examined the role of digital organisational culture, digital competency, and commitment to digital transformation within a specific consumer goods company. The study is based on the Dynamic Capabilities theory and the Digital Maturity Model framework. A quantitative, cross-sectional design was used to gather data from 129 employees at a South African consumer goods company. Data analysis employed SPSS 27 for coding and SmartPLS 3 for analysis. The findings reveal a mediating relationship among digital organisational culture, digital competency, and commitment to digital transformation. Furthermore, the findings also indicate that digital competency does not moderate the relationship between digital organisational culture and job satisfaction, which remains negative and statistically insignificant. Additionally, the results suggest a positive but statistically insignificant relationship among digital competency, organisational culture, and commitment to digital transformation. The findings improve the theoretical understanding of the Dynamic Capabilities theory and the Digital Maturity Model and add to the organisational behaviour literature. Furthermore, policymakers should adopt an integrated approach and actively promote collaborative digital transformation by developing a change management plan and ensuring leadership encourages the right behaviours to support the change.