Transformation of Organizational Culture in the Digital Age: Case Study of the Multinational Corporation

This review paper examines the change in the organizational culture of the company under the influence of digital transformation. Digital transformation is a global trend that is penetrating the economy of the whole world; it affects all areas of life of companies, including digitalization is fundamentally changing the internal structures, rules and standards of an organization. This study focuses on the analysis of internal business-processes. Based on the analysis of organizational culture, it was analyzed what changes contribute and/or prevent the digitalization of business processes. Based on the Shein’s model of organizational culture, data from 15 interviews with management and specialists were analyzed to identify aspects of the organizational culture of a company that is successfully undergoing the process of digital transformation. It was revealed what strategies the company took to transform the organizational culture at the level of artifacts (for example, cross-functional teams, integration of processes in online) and at the level of values (for example, collaboration, equality of power, transparency and autonomy). The company's digital strategy was also identified, it consists of 4 stages: the emergence of the push factor, integration of digital technologies, adaptation of employees to digital technologies and changing the model of interaction with the consumer. As a result, based on the obtained data, 4 main assumptions were formed that describe the digital culture and, accordingly, create conditions for successful digital transformation.