Strategies Used by Information Technology Business Managers for Improved Competitive Drive in Organizational Culture

Poorly managed organizational culture changes can weaken competitive drive in information technology business organizations, limiting their ability to respond effectively to rapid technological advancements. This problem affects information technology business leaders, employees, and organizations operating in competitive markets, as a misaligned culture reduces innovation, employee engagement, and long-term sustainability. Grounded in organizational culture theory, the purpose of this qualitative pragmatic inquiry project was to explore effective strategies that information technology business managers use to improve competitive drive in organizational culture in the Southwestern region of Nigeria. The participants were seven information technology business leaders who devised and implemented strategies to enhance competitive drive through organizational culture across industries, including technology (fintechs), education, finance, and manufacturing. Data were collected through semistructured interviews and a review of relevant public documents. Through thematic analysis, seven themes were identified: (a) leadership and role modeling, (b) organizational culture and values, (c) employee engagement and empowerment, (d) dynamic capabilities and sustainability, (e) customer centricity and innovation, (f) continuous training and development, and (g) adaptability and resilience. A key recommendation is for information technology business leaders to intentionally integrate these strategies into organizational culture initiatives to strengthen competitive drive. The implications for positive social change include the potential to enhance employee retention and support the development of a resilient and competitive local workforce.