Cultural Aspects of Digital Transformation Management: a Review of Organizational and National Culture

Digital transformation (DT) is widely framed as a strategic, enterprise-wide shift enabled by digital technologies, requiring organizations to rethink how they operate and deliver value .Yet DT is not "purely about the technology"; it also depends on how technologies are integrated into organizations and adopted in day-to-day work practices.This immediately places culture and leadership at the center of DT: leaders are expected to articulate a digital vision and guide change while building new capabilities across the organization.Studies of the Firican D. [4], Goncalves D. et al. [2], and Jakab B., Kaszás N., Ernszt I. [5] examine culture as a central enabling (or constraining) condition for digital transformation, showing that it shapes both innovation capability and organizational responses to DT-related opportunities and threats.Across recent studies, culture repeatedly appears as a dual-purpose mechanism: it can enable DT or function as a barrier, and DT in turn reshapes culture over time [4].At the organizational level, empirical work suggests that specific cultural configurations are associated with different innovation outcomes.At the national level, DT unfolds inside cross-cultural environments where assumptions about hierarchy, time, uncertainty, and individual-collective orientations vary.In global enterprise technology rollouts, cultural dimensions (e.g., Hofstede's Individualism/Collectivism and Long-Term Orientation, and Hall's Monochronic/Polychronic time orientation) have been used to explain differences in post-implementation usage activity, based on large-scale communication-log data across subsidiaries [9].In a separate empirical study, national culture is reported to