The influence of organizational culture and shared leadership on digital transformation and firm performance

Abstract

The purpose of the paper is articulated well, targeting an essential aspect of modern business management: the impact of organizational culture (OC) and shared leadership (SL) on digital transformation (DT), and its subsequent effect on firm performance (FP). The use of structural equation modeling (SEM) in data analysis provides a strong basis for determining relationships between the variables involved, as this method can handle complex relationships effectively. The sample size of 245 managers and information technology (IT) staff across 49 commercial enterprises appears suitable, but the selection only from enterprises in the Mekong Delta region of Vietnam may introduce geographical biases into the study. The paper confirms and builds upon established research, indicating a positive correlation between organizational cultural values, shared leadership, digital transformation, and firm performance. Such a connection is crucial in today’s digital age. The paper has rightfully pointed out the limitations of the study, mainly that the generalizability of results may be affected due to the convenience sampling method. Additionally, the geographical limitation (Mekong Delta region) could potentially impact the application of these results to other regions or countries. The authors’ exploration of organizational culture values and shared leadership as drivers of digital transformation in the context of Vietnam offers a fresh perspective, considering that studies in this specific context seem to be limited.