Original title: Interplay of Leadership, Organisational Culture and Learning for Organisational Digital Maturity
Digital maturityHow well an organisation has made digital tools part of its everyday work. means making digital tools a regular part of how an organisation works. The researchers studied responses from people in Romanian public and private organisations. Their analysis found that leadership did not directly influence digitalisation; its influence passed through workplace culture and digital learning. This suggests leaders can help by shaping the work environment and supporting people as they build digital skills.
Imagine a kitchen where new tools have arrived, but everyone still cooks the old way. People may avoid the tools if the kitchen’s routines do not support them or no one learns how to use them. In this paper, the leader’s vision is like setting the kitchen’s direction, while workplace culture and learning shape whether people actually bring the tools into daily use.
Organisations already have digital tools, but simply adding more may not make them part of everyday work. The findings suggest leaders should help shape a supportive culture and build employees’ digital skills, giving organisations a possible path toward more lasting digital integration.
The abstract reports responses from 193 people in Romanian public and private sectors and an analysis using a structural equation model. It does not establish that the findings apply to organisations elsewhere, or show that the proposed approach causes lasting digital maturity.
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Interplay of Leadership, Organisational Culture and Learning for Organisational Digital Maturity — Corina-Elena Mircioiu, Mihaela Gologan, Teodora-Denisa Mojoiu — Systems — doi:10.3390/systems14101258
Abstract licence: CC BY
Explanation generated by Synthesis from the abstract — it is not the original paper.