Redefining Organizational Culture for the Digital Age A Model Proposal for Digital Organizational Cu

2.1. Organizational Culture

Prior to looking into the details of organizational culture, it is imperative to provide a foundational understanding of the concept of culture itself. The term “culture” has its etymological origins in the Latin word “cultura,” which is derived from the word “colere,” denoting the action of cultivating the land (Etimoloji Türkçe, 2021). The metaphorical extension of agricultural origin may be observed in cultivating and advancing traits or feelings within any civilization. The anthropologist Edward B. Tylor is credited with

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

officially incorporating the phrase into the vocabulary of human sociocultural studies. Tylor (1871, 2012) expanded the idea of culture as a comprehensive concept that includes a nation’s tangible and intangible resources, represented by its wide range of skills and customs. In contemporary discussion, especially within the framework of the social sciences, the term “culture” occupies a central position and is subject to many interpretations across diverse disciplines. Hofstede is a prominent figure in organizational culture research (Minkov, 2007; Hofstede et al., 2010). Hofstede (1984) proposed a framework consisting of six dimensions to define and describe national culture. These dimensions include long-term and short-term orientation, uncertainty avoidance, indulgence, masculinity and femininity, individualism and collectivism, and power distance. Based on Hofstede’s (1984) model of national culture, Turkey has been identified as exhibiting a significant level of collectivism and power distance value dimensions. Previous studies have indicated that Turkey has the highest degree of organizational hierarchy (e.g., Trompenaars & Hampden, 1998). According to Oney-Yazıcı et al. (2007), the organizational cultures observed in Turkish enterprises exhibit a combination of hierarchical structures and harmonious relationships, like those commonly observed within familial organizations. Organizations, like nations, possess distinct cultural characteristics that distinguish them from others. The significance of organizational culture emerged in 1979 through Pettigrew’s seminal work titled “On Studying Organizational Cultures.” Various models of organizational culture have been developed since. For instance, Morgan (1998) suggested that organizational culture is the combination of rules, principles, and beliefs that, when integrated with symbols such as portrayed individuals and occurrences, provide an organization with its unique identity and establish the structure for internal and external actions. According to Smircich (1983), organizational culture serves several purposes and can be defined in several ways. The presence of organizational culture enables individuals to develop a sense of attachment to a structure that they perceive as larger in scope than themselves. The organizational culture attempts to explain and influence people’s behavior. Structured as its foundation, organizational culture, according to Schein (1983), is a collection of beliefs established by the organization. According to Schein’s model, culture comprises three layers: observable artifacts, physical manifestations of expressed values, espoused values, and fundamental underlying assumptions, unconscious values, and beliefs. Deal and Kennedy (1982) contend that an organization’s business practices, attitudes, and behaviors toward its employees impact its overall culture. The model proposed by the authors classifies organizational cultures according to the speed of feedback and the amount of risk, resulting in the identification of four distinct culture types: “tough-guy macho, work-hard, play-hard, bet-company, and process.” However, the model may fail to sufficiently represent the

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

intricacy and diversity of organizational cultures by restricting the classification of cultures to four categories based on only two dimensions—risk level and feedback speed. Denison (1990) proposed an organizational culture model that looks at the connections between cultural traits and an organization’s success, focusing on engagement, consistency, flexibility, and a clearly defined goal. The present approach primarily emphasizes the favorable attributes of these cultural characteristics while neglecting to thoroughly examine the potential drawbacks or compromises linked to them. Cameron and Quinn (1999) proposed a well-recognized model, the Competing Values Framework. This framework examines four distinct culture types: “clan culture, adhocracy culture, market culture, and hierarchy culture,” emphasizing internal vs. outward orientation and flexibility against stability. The primary objective of this framework is to enhance organizational effectiveness. On the other hand, O’Reilly et al.’s (1991) Organizational Culture Profile evaluates organizational culture by assessing the extent to which particular attributes are characteristic of the organization, focusing on alignment with organizational values and behaviors. These characteristics are innovation, stability, respect for people, outcome orientation, detail orientation, team orientation, aggressiveness, and decisiveness. Although beneficial for a comprehensive examination, the model’s emphasis on certain traits may oversimplify the intricate dynamics of how these attributes interrelate within an organizational framework. Numerous corporate culture theories encompass values and beliefs, as initially posited by Schein in 1985. Considering the fact that Schein provides a flexible and essential foundation for understanding organizational culture, it could be transferred to digital working environments. Schein’s organizational culture model, which divides culture into three hierarchical levels—artifacts, espoused values, and basic assumptions—is a foundational paradigm in organizational behavior (Schein, 1985). Artifacts, which encompass procedures, organizational structures, and observable behavior, are the most noticeable elements of culture (Schein, 1992). Despite the apparent presence of these material components, comprehending their cultural significance often requires a more thorough analysis (Schein & Schein, 2016). An organization’s external behaviors and traditions, such as ceremonies, rituals, and daily activities, manifest its fundamental cultural elements. These behaviors help members understand and experience the culture (Hatch, 1993; Chapman et al., 2018). According to Schein (1985), individuals within an organization possess shared values and ideas that serve as the fundamental basis of its culture. These essential components serve as a framework for behavior, decision-making, and the analysis of organizational events (Krackhardt & Kilduff, 1990; Marcoulides & Heck, 1993). Values espoused are not merely verbal declarations; they are intended to impact behavior,

decision-making, and the internal and external representation of the organization. Schein’s model (1985) posits that an organization’s culture is primarily shaped by its underlying assumptions: implicit and accepted perspectives and perceptions. These assumptions provide the foundation for tangible entities and stated principles, although they are never challenged or openly deliberated upon due to their inherent significance to the organization’s identity (Schein & Schein, 2016). One further attribute of assumptions is their tendency to operate at an unconscious level. According to Nelson and Campbell (1997), individuals inside an organization may lack awareness of their underlying assumptions and exhibit hesitancy in engaging in conversations or modifying them. Assumptions possess a more profound cognitive integration than values, influencing values through the gradual acquisition of validity. Additionally, according to Schein (1983), the founder of the organization is a significant factor in the formation of organizational culture. Nonetheless, additional organization members play an important role in influencing this culture. It’s also critical to recognize the considerable influence that national culture has on corporate culture. The organizational culture exhibits dynamism and transforms in response to various internal and external influences. The concept of adaptation and change pertains to the organization’s capacity to effectively respond and adjust to changes, demonstrating its flexibility and resilience (Zahra et al., 2004; Büschgens et al., 2013).

2.2. Digitalization and Organizational Culture

In the present era, digital technologies are crucial in enabling companies to gain long-lasting competitive advantages and adjust to the new trading regulations arising from external disruptions (Dubey et al., 2023). A search for the history of digitalization is to be confronted with a simultaneous and synchronous reflection of the history of communication. It is possible to consider the development of communication as a trilogy that starts with oral culture, continues with printed writing, and continues to the present day with electronic cultures (Baldini, 2000; Crowley & Heyer, 2010). The success of digital innovation and business transformation initiatives relies on several aspects, emphasizing an organization’s capacity to cultivate ongoing development, execution, and incorporation of digital innovation endeavors. Research indicates that effectively managing the socio-technical challenges associated with inter-organizational collaboration, knowledge exchanges, diverse consumer groups, and heterogeneous user requirements is a critical organizational challenge (Lund, 2014). The notion of “digital organizational culture” is becoming prevalent in today’s digital age and is commonly used to describe an organization’s culture. Deuze (2006) has characterized digital culture as a developing collection of values, behaviors, and anticipations concerning how individuals are expected to behave and engage with others in a modern, interconnected society. Digital organizational culture has been defined as a collective set of assumptions and

shared knowledge about how things are done in a digital setting and acknowledged as a fundamental component of organizations in the digital era (Müller et al., 2019). Borcan (2021) asserts that having the right organizational culture can be seen as a competitive advantage since it significantly influences the adoption of new technologies and the innovation process. Thus, digital organizational culture is closely linked to digital capabilities and innovation. Digital capabilities facilitate the transformation and incorporation of technology, enabling optimal utilization of organizational resources (Uhl & Gollenia, 2014). Organizations utilize data analysis to improve decision-making, optimize operations, customize consumer interactions, and develop data-driven initiatives. The continuous effort of obtaining, incorporating, converting, and utilizing knowledge within and outside the organization is vital for manufacturing and service companies, serving as a significant intangible resource (Siachou et al., 2021). Although digitalization in companies dates to the 2000s, when personal computers were widely used in numerous sectors, the idea of a digital organizational culture is still poorly defined. One possible explanation is that there are so many factors to consider in digitalized organizations. Research on digital organizational cultures often involves digital transformation, innovation, agility, and entrepreneurship. While some studies adopt Schein’s model (Duerr et al., 2020), others (Goncalves et al., 2020) adopt Cameron and Quinn’s (2011) organizational culture model. Therefore, several definitions of digital organizational culture cover various aspects. Nonetheless, prior research on digital organizational cultures has shown that certain elements are common: leadership, agility, resilience, innovation, collaboration, adaptation, and employee capabilities (Hinnings et al., 2018; Schiuma et al., 2022). Previous research indicates that establishing a digital organizational culture allows businesses to address current difficulties effectively. It also encourages employees to develop a digital mindset, think critically, and take initiative, fostering a solid drive for exploratory innovation within the organization (Schiuma et al., 2022). Digital technologies offer resources for conducting experiments and creating prototypes, enabling companies to assess the viability of novel concepts, products, or procedures (Somohano-Rodríguez et al., 2022). Specific competencies are required to synchronize with technological processes. Digital competencies encompass a fundamental understanding, competence, abilities, and other attributes that empower individuals to fulfill their professional responsibilities effectively and successfully regarding digital media in the workplace (Obelander et al., 2020). Hence, with the integration of digital skills at each level of the organization, organizations not only strengthen their capacity for innovation but also significantly strengthen their ability to respond to rapid market shifts and technological advances. In the digital era, knowledge is considered a critical power source, but it is also subject to becoming outdated

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

(Yusuf et al., 1999). To keep up with the increasingly fast pace of business, individuals must adopt a continuous and agile learning mindset. According to Goldman et al. (1995), some strategic variables determine competition in dynamic environments, and they emphasize optimizing customer experience as a critical objective for boosting organizational competitiveness. Developing a motivated and informed workforce capable of navigating change and uncertainty is central to achieving this objective, underpinned by a management approach that fosters an entrepreneurial organizational culture. Such a culture thrives on empowering employees through delegating authority, providing necessary resources, promoting collaborative responsibility, and encouraging innovative problem-solving, thereby optimizing the synergy between individuals and information in organizational operations. Studies showed that hierarchical cultural values such as formal norms, procedures, and control affect innovation negatively (Naranjo-Valencia et al., 2011). This finding suggests that strict conformity to traditional organizational structures and practices might restrict creativity and limit the ability of organizations to adapt to new challenges or explore novel solutions. Therefore, promoting a more adaptable and proactive organizational culture may be crucial to increase innovation and keep an advantage in continually shifting market conditions. Also, by establishing a framework for employee engagement and cultivating an open culture of innovation, the organization strengthens workers’ emotional attachment, enhancing their motivation to stay and contribute meaningfully to the organization (Kim et al., 2015). Since leaders are the principal information sources for their workers, they influence the efficacy of such engagement and innovation strategies and have a crucial role as a primary source of information for employees. According to Sheninger (2014), a digital leader is someone who exerts influence over others, promotes sustainable transformation through information access, and cultivates connections to anticipate developments that lay the foundation for upcoming successes. Hensellek (2020) posits that digital leaders must have three essential components, namely a “digital mindset,” a “digital skill set,” and a “digital vision.” A digital mentality refers to the leader’s disposition towards digital technologies as a whole, with a specific focus on their use inside an organizational setting. Although possessing the appropriate mindset is crucial, a digital leader must also have a digital skillset, which refers to the abilities required to comprehend and effectively utilize digital technology. Leaders’ leadership style influences the activities employees consider acceptable or accepted (Lu et al., 2018). Müller et al. (2009) suggest that leaders must recognize the impact of organizational culture on their leadership style and attitude toward digital innovation. This recognition is critical as it may challenge business transformation initiatives, such as conflicting with predetermined goals and changing demands and work habits. Siakas and Siakas

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

(2007) stated that practices and values within an organization are different aspects of the culture. Organizational practices depend on national, professional, and organizational culture, whereas values are contingent upon basic assumptions, professional ethics, and organizational artifacts. Recently, Leal-Rodriguez et al. (2023) proposed a digital culture model based on the Competing Values Framework (Quinn & Rohrbaugh, 1981). This conceptual model includes people, innovation, goals, and norms as determiners of digital culture. Since many elements could be necessary for organizations in the digital economy, a model that could help organizations go through digital transformation and cultivate a culture that can adapt to unpredictable changes in business environments caused by technological advancements is greatly needed, even though there have been some attempts to establish a framework for organizational culture in digitalized work settings (e.g., Duerr et al., 2018; Müller et al., 2019).

4.1. Practical Recommendations

The proposed model might impact several areas of organizational life and employee performance by considering the distinctive features of digital work environments. Also, our newly developed digital organizational culture model could guide organizations seeking to accelerate their digital transformation efforts. Organizations may enhance technology integration, improve employee literacy, and promote innovation by using our digital culture model as a guide. By adopting the current digital organizational model, organizations may enhance their environmental awareness by investigating novel concepts and technology, resulting in innovative products, services, and business models. The proposed model could be used by specific organizations such as start-ups, traditional companies undergoing digital transformation, e-commerce organizations, and software and media organizations. Startups often lack informal

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

Figure 1. Conceptual Model Proposal for Digital Organizational Culture. Source: Figure by the authors.

mechanisms, such as a common language, shared culture, and regular gatherings (McEvily et al., 2014). In the IT industry, the digital culture approach may be adopted by integrating digital tools and platforms into all operational areas within the organization. According to Chatman et al. (2003), establishing an organizational culture within a startup is accomplished through the recruitment, selection, socialization, training, and reward of employees who align with the values and culture of the organization. Human resources management could focus on digital strategies to attract, develop, and retain the digital talents required for organizations to compete in the digital era (Karaboga et al., 2021). Hence, based on the proposed model, those organizations could seek out members with fundamental values such as innovation, openness to change, tolerance towards failure, risk affinity, and flexibility. Traditional organizations undergoing digital transformation could start by completing a digital readiness assessment to determine the areas where digital culture aspects

have weaknesses or require improvement (Rowles & Brown, 2017). Since cultural variety exists within and within organizations, including diverse ideas and manifestations of cultural phenomena, organizations face challenges in transforming their current culture into a digitalized one. Traditional organizations undergo digital transformation by altering their ways of doing business, organizational structures, and obstacles (Vial, 2019). In addition, digital transformation exerts tremendous pressure on traditional organizations by necessitating the implementation of distinct structures and performance metrics (Verhoef et al., 2021). Thus, the proposed model could function as a fundamental guide for traditional organizations striving to keep pace with the demands of the digital era. By utilizing this framework as a foundation, organizations can reassess their basic assumptions and values to identify digital transformation-related inadequacies or opportunities for improvement. A digital organizational culture cannot be achieved merely by having a cutting-edge technological

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

infrastructure. For the most efficient operation of existing technologies, an organization’s basic assumptions and values must also be aligned with the prevailing understanding and requirements of the current work environment. The initiation of the model implementation may start with a comprehensive evaluation of the prevailing organizational culture and level of digital maturity (Gökalp & Martinez, 2021). According to the assessment, the model should be customized to meet the organization’s particular requirements, difficulties, and objectives. For instance, a technology startup could emphasize the development of creativity and adaptability. Still, a conventional manufacturing business may place greater emphasis on digital literacy and incorporating digital technologies into operational procedures. Establishing training programs to increase digital literacy throughout the organization is fundamental (Trennery et al., 2021). Employee motivation and engagement are essential aspects of digital organizational culture implementation. Active engagement of employees in the change process is crucial, involving ongoing communication and active involvement in adopting a digital organization culture. It is recommended to monitor metrics such as employee motivation, satisfaction, and well-being, along with the adoption rate of digital tools (Shivaraj, 2021). Consequently, feedback systems that enable employees to provide reports on the efficacy of the digital culture could propose potential improvements. On the other hand, leaders have a pivotal role in culture transformation (Sheninger, 2014). Their participation can facilitate acceptance and foster an environment where digital behaviors are valued and recognized. Studies show that in Turkish organizations, paternalism, collectivism, and power distance are prevalent in small and medium-sized enterprises (Yetim & Yetim, 2006). Additionally, considering Turkey’s predominant reputation as a “conservative nation” (Yahyagil & Ötken, 2011), it is possible that some employees would be resistant to technological advancements. Research in Turkey states that digitalization is gaining momentum, especially in sectors such as logistics (Aylak et al., 2020), automotive (Boz & Serinkan, 2022), finance (Demirhan, 2021), and tourism (Çubukçu et al., 2023). In Turkish organizations characterized by paternalism and collectivism, leadership could promote digital tools, emphasize their efficiency, and mitigate the possible effects of resistance to change. Introducing digital changes incrementally and providing training aligned with employees’ technological skills can facilitate a more effortless adjustment to digital culture. Adapting digital strategies to an organization’s unique requirements and recognizing accomplishments in the digital transformation process has the potential to increase employee morale. Fostering an environment that openly acknowledges and confronts obstacles advances a culture of continuous improvement. This strategy assists in overcoming digital adoption barriers, making the digital culture adoption process more accessible and more compelling in Turkish organizational

settings. Based on the theoretical and practical evidence provided, the following practices could be proposed to adopt the digital organization model: • Increasing digital self-efficacy and literacy: Implementing comprehensive training programs to enhance digital skills across all levels of the organization leads to an understanding of digital culture artifacts such as digital tools, data analytics, and cybersecurity systems (Hensellek, 2020). • Developing organizational resilience capacity: Resilience entails equipping the organization to promptly address and bounce back from obstacles (Gerçek & Yılmaz Börekçi, 2021) by prioritizing flexibility in processes and fostering a resilient mindset. This mindset allows organizations to navigate uncertainties and disruptions effectively, guaranteeing sustainability and continuity in the digital era. • Adopting agile methodologies: Use agile working techniques to foster a culture of adaptability to opportunities and changes by promoting flexibility, quick iteration, and continuous improvement in project management and product development (Tolfo et al., 2011). • Embracing data-driven decision-making: Increasing the methodical utilization of data to inform and verify judgments, consequently diminishing dependence on intuition or assumption using data-analytic tools (Korrherr et al., 2022). • Enhancing employee experience: Developing innovative and highly reliable human resource practices for a superior employee experience by integrating digital methods will increase engagement, contentment, and productivity. (Panneerselvam & Balaraman, 2022). • Digital leadership development: Providing leaders with the required skills to effectively lead in the digital era, which includes comprehending digital trends, leading remote and diverse teams, recognizing digitalization efforts, and advocating for a digital transformation within organizations (Shin et al., 2023). • Raising awareness of digital ethics and responsibility: Integrating digital ethics into the organizational culture and informing employees about concerns regarding data protection, cybersecurity, and the ethical utilization of artificial intelligence is necessary to guarantee that digital organizations are aligned with societal values (Heyder et al., 2023). The endeavors suggested above may assist organizations in developing a digital organizational culture. However, creating or maintaining a digital organizational culture is not solely confined to these efforts, and it is anticipated that it will not be limited to them in the future, either.

4.2. Measurement Recommendations

Organizational culture is generally evaluated by asking employees’ perspectives regarding shared understandings and subjecting the results to hierarchical cluster analysis (e.g., Hofstede, 1998) or by assessing the culture on

several characteristics such as involvement, consistency, adaptability, and mission (e.g., Denison & Mishra, 1995). Organizational culture can be evaluated using various instruments, each with different characteristics and limitations, depending on the research team, investigation purpose, and resource availability (Scott et al., 2003). It is recommended that the proposed model be tested by assembling an all-encompassing assortment of elements (artifacts, values, and fundamental underlying assumptions) for each dimension. This should be done following the operational definition of each dimension, which corresponds to the digital culture context and is derived from Schein’s model’s theoretical framework. The utilization of mixed methodologies is recommended for effectively addressing the practical implications of the digital organizational culture model. In order to examine the manifestation of digital culture within organizations, the initial approach could involve conducting qualitative studies. This phase involves conducting semi-structured interviews with individuals or focus groups with organizational people at different levels, as Schein (1992) described, to reveal digital cultural artifacts, values, and underlying assumptions. The second measuring stage could entail evaluating digital artifacts and physical representations of culture. The utilization of digital tools and platforms and the observable behavior of employees engaging with these technologies are encompassed in this category. Observational studies in digital interactions could offer valuable insights into integrating digital technologies within everyday routines and their consequential effects on productivity and communication patterns. Also, qualitative methodologies such as observations and document analysis are frequently employed to comprehensively explore the complex and multifaceted aspects of values, beliefs, and presumptions within a given culture. Focus groups, in-depth interviews, and case studies can provide information about the contextual and experiential elements of digital culture in businesses. These studies play a vital role in comprehending the impact of digital culture on employee experiences, management practices, and the promotion of innovation through computerized textual analysis (Pandey & Pandey, 2017). Additionally, qualitative research could identify cultural change’s complexities that quantitative approaches would overlook, such as employee attitudes and resistance to change. A quantitative investigation could generate a pool of statements to develop scales for organizations and researchers interested in performing broader examinations. This enables the organization to efficiently and immediately evaluate the culture, facilitating the identification of areas needing improvement (Patterson et al., 2005). Additionally, mixed-methods research can validate findings across multiple research designs and offer a more comprehensive understanding of the dynamics associated with adopting digital culture. Integrating quantitative and qualitative data in this approach facilitates a thorough examination (Creswell &

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

Creswell, 2018). The mixed-method approach uses a combination of techniques and triangulation concepts to assess organizational culture, ensuring its generalizability, credibility, and authenticity within a specific setting, making it suitable for measuring the digital organizational culture model (Turner et al., 2017). Given the different work environments in which organizations operate, digital culture is anticipated to exhibit distinct characteristics. Therefore, it is suggested that ethnographic investigations or thorough case studies within the organization be carried out to uncover the fundamental concepts that impact the efficacy and acceptance of the digital culture (Yin, 2018). Using longitudinal studies to monitor temporal changes can facilitate comprehension of the ongoing impacts of digital culture on business outcomes. These studies are precious for evaluating the progression of the early effects of digital culture and determining if the advantages continue over time, which is essential for the model’s longterm validity (Valencia et al., 2010). Also, quantitative and qualitative studies examining the effects of digital culture on organizational performance, innovation, and employee satisfaction could enhance the validity and reliability of the model. Through rigorous statistical techniques, these data could provide strong justification for the efficacy of the digital culture paradigm. Additionally, digital organizational culture will be sensitive to the organization’s size. For instance, a large organization’s technological infrastructure and resources will generally be more substantial compared to smaller organizations, which could lead to differences in cultural elements (Isensee et al., 2020). These differences also include factors such as the dynamism of the operational environment and the legal framework. In the context of these variables, collecting data from organizations of different sectors, sizes, and other criteria and conducting comparisons can provide enlightening information on how the digital organizational culture model manifests in various contexts.

4.3. Challenges for the Proposed Model

This model offers advantages for those organizations that have already implemented digitalization processes. Developed to promote the expansion and sustainability of digital organizational culture, the current model could benefit organizations. For instance, it is known that organizational culture also influences human resource practices (Aycan et al., 1999). Hence, the proposed model could lead to the development of digital human resource practices within organizations because organizational culture influences human resource philosophies (Gürol et al., 2024). Since human resource practices have the potential to contribute to operational and relational resilience capacity (Gerçek & Yılmaz Börekçi, 2021), the configuration of highly innovative and reliable practices could lead to a more agile workforce. Nevertheless, it is critical to recognize that this model has certain limitations. According to Hatch (1993), while assumptions, values, and artifacts

Yıldız Social Science Review, Vol. 10, No. 1, pp. 54−71, 2024

are the main emphasis of Schein’s organizational culture model, symbols and procedures aren’t addressed in as much detail. The model provides a universal framework applicable across many industries, sizes, geographical locations, and organizational structures. Various sectors and organizations encounter specific obstacles and possess individual values that can significantly impact how remote work affects them. Organizational culture is multifaceted, with technology, behaviors, beliefs, and assumptions all interconnected. Both internal and external factors influence an organization’s culture, which is dynamic and constantly changing. A culture model can depict an organization at a specific moment but may not explain the reasons and mechanisms behind cultural shifts. Additionally, values and underlying assumptions are subjective and subject to different interpretations by individuals working for the same organization. On the other hand, while technology tools could improve workplace efficiency, productivity, and flexibility, they can also have adverse effects on individuals’ cognitive, psychological, and physical health (Atanasoff et al., 2017; Hoeven et al., 2016). For instance, the constant connectivity facilitated by digital tools can lead to information overload, heightened stress levels, and challenges in separating work from personal life, contributing to burnout and decreased overall well-being. However, such circumstances are preventable through the integration of ethical considerations and an emphasis on employee well-being into the basic assumptions and values. To sum up, this model serves as a guide for organizations either undergoing digitalization or those that have completed the digitalization process but wish to take their operations a step further.