Organizational culture, digital transformation, and product innovation

Guangming Cao; Yanqing Duan; John S. Edwards

doi:10.1016/j.im.2025.104135

Organizational culture, digital transformation, and product innovation

Guangming Cao, Yanqing Duan^*, John S. Edwards

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

Abstract

This research fills a knowledge gap by introducing a new conceptualization of digital transformation through a multidimensional digital transforming capability. It further examines the influence of four cultural types on this capability and its subsequent impact on product innovation. Empirical findings reveal that adhocracy, followed in descending order of influence by clan, market, and hierarchy cultures, is positively related to digital transforming capability, which in turn is positively related to product innovation in terms of new product newness, meaningfulness, and performance. Additionally, new product newness and meaningfulness each positively mediate the effect of digital transforming capability on new product performance.

Original language	English
Article number	104135
Number of pages	14
Journal	Information and Management
Volume	62
Issue number	4
DOIs	https://doi.org/10.1016/j.im.2025.104135
Publication status	Published - 14 Mar 2025

Bibliographical note

Keywords

Digital transforming capability
Digital strategy
Digital skill
Digital technology
Organizational culture
Product innovation

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10.1016/j.im.2025.104135Licence: CC BY 4.0

Organizational culture, digital transformation, and product innovation
Crown Copyright © 2025 Published by Elsevier B.V. This is an open access article under the CC BY license (https://creativecommons.org/licenses/by/4.0/).
Final published version, 1.47 MBLicence: CC BY 4.0

Cite this

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N2 - This research fills a knowledge gap by introducing a new conceptualization of digital transformation through a multidimensional digital transforming capability. It further examines the influence of four cultural types on this capability and its subsequent impact on product innovation. Empirical findings reveal that adhocracy, followed in descending order of influence by clan, market, and hierarchy cultures, is positively related to digital transforming capability, which in turn is positively related to product innovation in terms of new product newness, meaningfulness, and performance. Additionally, new product newness and meaningfulness each positively mediate the effect of digital transforming capability on new product performance.

AB - This research fills a knowledge gap by introducing a new conceptualization of digital transformation through a multidimensional digital transforming capability. It further examines the influence of four cultural types on this capability and its subsequent impact on product innovation. Empirical findings reveal that adhocracy, followed in descending order of influence by clan, market, and hierarchy cultures, is positively related to digital transforming capability, which in turn is positively related to product innovation in terms of new product newness, meaningfulness, and performance. Additionally, new product newness and meaningfulness each positively mediate the effect of digital transforming capability on new product performance.

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KW - Digital skill

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KW - Organizational culture

KW - Product innovation

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ER -

Organizational culture, digital transformation, and product innovation

Abstract

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Keywords

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