THE ROLE OF ORGANIZATIONAL CULTURE FOR INFORMATION TECHNOLOGY MANAGEMENT IN DIGITALIZATION

Purpose: The following paper discusses the challenges and benefits of the Fourth Industrial Revolution for information technology management and the corresponding impact on organizations. Exploring the relationship between organizational culture and information technology management in the era of digitalization, it aims to find a model and hypotheses for further study. Design/methodology/approach: The paper presents a literature review in the research field of information technology management with a focus on the Fourth Industrial Revolution, digitalization, and organizational culture. It structures the findings and develops a conceptional model about the effect of corporate culture on information technology management. Findings: Although the cited literature hardly examines organizational culture, the review shows several notes of culture-related topics. The paper structures these perceptions along the dimensions "behaviors," "artifacts," "norms," and "values." It proposes the dimensions' direct relationships with success in digitalization as well as mediated effects between them. Research/practical implications: The study closes a gap in the research of the industry and the field of information technology management. It contributes to the discussion and awareness of the impact of organizational culture in information technology. Further research needs more exploration of the topic, the models, and theory as well as empirical tests of hypotheses. Originality/value: The paper reflects the role of organizational culture in the information technology research where a shortcoming is observable. It reshapes a layered architecture of corporate culture and proposes an adapted model for the effects of organizational culture on information technology management in the era of digitalization.