ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS

The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the...

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Autores principales:	S. A. Titov, N. V. Titova
Formato:	article
Lenguaje:	RU
Publicado:	Real Economics Publishing House 2021
Materias:	organizational subcultures subcultural dynamics participatory action research network model of culture project management digital transformation Risk in industry. Risk management HD61
Acceso en línea:	https://doaj.org/article/42c19ce2255945f8a62e87ef6d215d53
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spelling	oai:doaj.org-article:42c19ce2255945f8a62e87ef6d215d532021-11-19T10:42:01ZORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS2618-947X2618-998410.17747/2618-947X-2020-3-294-303https://doaj.org/article/42c19ce2255945f8a62e87ef6d215d532021-01-01T00:00:00Zhttps://www.jsdrm.ru/jour/article/view/910https://doaj.org/toc/2618-947Xhttps://doaj.org/toc/2618-9984The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitions’ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity.S. A. TitovN. V. TitovaReal Economics Publishing House articleorganizational subculturessubcultural dynamicsparticipatory action researchnetwork model of cultureproject managementdigital transformationRisk in industry. Risk managementHD61RU Strategičeskie Rešeniâ i Risk-Menedžment, Vol 11, Iss 3, Pp 294-303 (2021)
institution	DOAJ
collection	DOAJ
language	RU
topic	organizational subcultures subcultural dynamics participatory action research network model of culture project management digital transformation Risk in industry. Risk management HD61
spellingShingle	organizational subcultures subcultural dynamics participatory action research network model of culture project management digital transformation Risk in industry. Risk management HD61 S. A. Titov N. V. Titova ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
description	The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitions’ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity.
format	article
author	S. A. Titov N. V. Titova
author_facet	S. A. Titov N. V. Titova
author_sort	S. A. Titov
title	ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
title_short	ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
title_full	ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
title_fullStr	ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
title_full_unstemmed	ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
title_sort	organizational subcultural dynamics in digital transoformation projects
publisher	Real Economics Publishing House
publishDate	2021
url	https://doaj.org/article/42c19ce2255945f8a62e87ef6d215d53
work_keys_str_mv	AT satitov organizationalsubculturaldynamicsindigitaltransoformationprojects AT nvtitova organizationalsubculturaldynamicsindigitaltransoformationprojects
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ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS

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