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DOI: https://doi.org/10.34069/AI/2023.68.08.11
How to Cite:
Alshammari, K.H., & Alshammari, A.F. (2023). Managing digital transformation in a global environment: The role of national
culture. Amazonia Investiga, 12(68), 112-125. https://doi.org/10.34069/AI/2023.68.08.11
Managing digital transformation in a global environment: The role of
national culture
Received: July 3, 2023 Accepted: August 28, 2023
Written by:
Khalid H. Alshammari1
https://orcid.org/0000-0002-6533-9377
Abdulhamid F. Alshammari2
https://orcid.org/0000-0002-9156-6629
Abstract
In today's fast-changing business environment,
digital transformation has become an essential
strategic imperative for companies seeking to
maintain a competitive edge. However, research on
the effect of national culture on digital
transformation is lacking. This study seeks to
address this gap by investigating the effect of
national culture on digital transformation, with a
focus on the mediating role of digital competencies
and information system management practices, as
well as the moderating effect of leadership. 250
managers and employees with digital
transformation experience across various industries
in Saudi Arabia were surveyed. Structural equation
modeling (SEM) was employed to analyze and test
the research hypotheses. The findings demonstrate
that national culture significantly affects digital
transformation, with digital competencies and
information system management practices acting as
mediators. Furthermore, the study discovered that
leadership plays a moderating role in the
relationship between national culture and digital
transformation. The positive impact of national
culture on digital transformation is amplified when
there is a transformational leadership style in place.
These insights hold significant implications for
organizations embarking on digital transformation
initiatives, emphasizing the importance of fostering
a culture encourages digital innovation and risk-
taking, investing in digital capabilities and effective
information system management, and nurturing
transformational leadership to drive successful
digital transformation efforts.
Keywords: National Culture, Digital
competencies, Information System Management
Practices, Digital Transformation, Leadership.
(SEM)
.
1
Assistant Professor, Department of Management and Information Systems, University of Ha'il, Hail, Saudi Arabia.
2
Assistant Professor, Department of Management and Information Systems, University of Ha'il, Hail, Saudi Arabia.
Alshammari, K.H., Alshammari, A.F. / Volume 12 - Issue 68: 112-125 / August, 2023
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Introduction
In recent years, Saudi Arabia has made significant strides in digital transformation. The country boasts a
high internet penetration rate of 78%, with 27.1 million active internet users, despite a population of 34.8
million (Al-Kahtani et al., 2022). The Vision 2030 strategy of the government aims to reduce the country's
reliance on oil earnings and invest in new areas such as technology, media, and telecommunications. To
support this strategy, the government has developed projects such as the National Digital Transformation
Program (NDTP) and the Saudi Cloud Computing Program (SCCP) to increase the use of digital technology
across diverse sectors and promote cloud adoption in the public sector (Johri & Kumar, 2023). The Saudi
ICT market is expected to reach $39.5 billion by 2023, growing at a 6.8% CAGR between 2018 and 2023.
The relationship between national culture and digital transformation takes on various forms, some
complementary and others contradictory. One-way digital technologies contribute to the preservation of
national culture is through the use of digital media to capture and document traditional practices,
knowledge, and skills (Rowan et al., 2022). Digital transformation also contributes to solving
environmental problems by encouraging sustainable practices such as renewable energy, waste reduction,
and resource efficiency.
Despite the growing body of work investigating the impact of national culture on digital transformation,
there is still a gap in understanding the mediating function of digital competencies and information system
management practices, as well as the moderating role of leadership (Bemmami et al., 2022). Therefore, the
aim of this study is to investigate the impact of national culture on digital transformation and the mediating
role of digital competencies and information system management practices. Additionally, this study aims
to explore the moderating role of leadership in this relationship.
Literature Review
Digital Transformation
D Digital transformation has emerged as a vital strategic imperative for businesses in today's technology-
driven landscape. The integration of digital technologies across all aspects of an organization brings
numerous benefits, including improved operational efficiency, enhanced customer experience, increased
innovation and agility, and cost reduction (Hess et al., 2016). In recent years, the concept of digital
transformation has garnered significant attention due to its profound impact on businesses and their ability
to remain competitive in today's fast-paced and technology-driven world. Digital transformation entails the
integration of digital technologies into all facets of an organization, leading to fundamental changes in its
operations and value delivery to customers (Busulwa et al., 2022; Sebastian et al., 2020). This
transformative process is driven by several key factors that have propelled its widespread adoption
(Alshammari, 2023).
The benefits of digital transformation are multifaceted and hold great promise for organizations. One
notable advantage is the improvement in operational efficiency (Hess et al., 2016; Vial, 2019). By
leveraging digital tools and technologies, companies can streamline their processes, optimize resource
allocation, and eliminate inefficiencies. This, in turn, leads to cost savings and enhanced productivity.
Moreover, digital transformation enables organizations to deliver an elevated customer experience
(Schuchmann & Seufert, 2015).
Additionally, organizations may encounter difficulties in integrating new technologies into their existing
services and systems. Legacy systems and processes may not be compatible with emerging digital solutions,
requiring careful planning and execution to ensure a smooth transition (Libert et al., 2016). Moreover, the
process of upskilling or reskilling employees to effectively leverage digital technologies can present a
significant challenge (Shahatha Al‐Mashhadani et al., 2021).
National Culture in Information System Field
In the realm of Information Systems (IS) and Management research, one theory that has gained considerable
prominence when exploring the influence of national culture is Hofstede's national cultures theory. This
theory, introduced by Geert Hofstede, has been frequently cited and utilized in various studies examining
the impact of national culture dimensions (Leidner & Kayworth, 2006). Researchers often turn to Hofstede's
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theory as a framework for comprehending the role of national culture within organizations (Obeidat et al.,
2012). Due to its comprehensiveness and widespread recognition, Hofstede's national cultures theory has
been widely adopted in IS and Management research. Scholars have utilized this framework to investigate
a broad range of topics, including cross-cultural IT adoption, technology acceptance, organizational
behavior, knowledge sharing, and leadership styles across different national contexts (Leung et al., 2005).
Hypotheses Development
National Culture and Digital Competencies
The relationship between national culture and digital competencies has received growing attention in recent
years. Numerous studies have explored the impact of cultural dimensions on individuals' abilities to
effectively use technology. For instance, Hébert et al., (2022) found that certain cultures' members have a
greater propensity to perform better than others in digital competencies. In another study, Robinson (2020)
investigated the connection between national culture and digital literacy in the context of online learning.
The author revealed that cultural factors such as collectivism and uncertainty avoidance significantly
impacted digital skills in e-learning environments. Considering this, the following hypothesis is proposed:
H1: National culture has a significant and positive impact on digital competencies.
National Culture and information system management practices
Hofstede's cultural dimensions provide a significant framework for analyzing national culture, according
to Xu & Hao (2021). Researchers have used Hofstede's framework to investigate the impact of national
culture on Information Systems (IS) management practices. Therefore, the national culture plays a crucial
role in shaping IS management practices.
Hofstede's cultural dimensions provide a useful framework for analyzing national culture's impact on IS
management practices. Therefore, understanding the cultural values of employees and stakeholders is
essential in managing IS effectively across different cultures. Considering this, the following hypothesis is
proposed:
H2: National culture has a significant and positive impact on information system management practices.
National Culture and Digital Transformation
National culture is a critical factor that influences how organizations approach digital transformation
initiatives. Cultural values, such as individualism and collectivism, have been shown to impact the adoption
of digital transformation initiatives. A study conducted by Noguerón-Liu (2020) found that individualistic
cultures are more receptive to digital transformation initiatives that emphasize innovation and efficiency,
while collectivistic cultures are more receptive to initiatives that focus on collaboration and teamwork. This
suggests that organizations operating in individualistic cultures need to prioritize the technical aspects of
digital transformation, while organizations operating in collectivistic cultures should prioritize the social
and cultural aspects of digital transformation.
Digital Competencies and Digital Transformation
Digital competencies are increasingly becoming crucial for organizations to stay competitive in today's
digital age. These competencies refer to a set of skills and abilities that enable individuals and organizations
to effectively use digital tools and technologies to achieve business objectives.
Gasco-Hernandez et al., (2022) identified four key digital competencies that organizations need to focus
on: digital literacy, digital creativity, digital communication, and digital collaboration. Digital literacy
involves the ability to use digital tools and technologies, while digital creativity involves the ability to
generate innovative ideas and solutions using these tools. Digital communication and collaboration are also
essential competencies that enable individuals and teams to communicate and work together effectively in
a digital environment.
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It’s important to note that digital competencies are not only important for achieving success in the digital
age but also for adapting to the changing technological landscape. Blanka, Krumay, & Rueckel (2022)
found that digital competencies enabled organizations to adapt to changes brought about by digital
transformation, such as changes in business processes and customer behavior. Considering this, the
following hypothesis is proposed:
H3: Digital competencies have a significant and positive impact on digital transformation.
Information System Management Practices and Digital Transformation
Information system management practices are critical to the success of digital transformation as they help
organizations to develop and manage the digital infrastructure needed to support new business models and
operations. According to Bemmami et al., (2022), information system management practices are the
collective set of policies, procedures, and practices used by an organization to manage its information
systems. These practices provide a framework for managing the entire life cycle of an organization's
information systems, from design and development to maintenance and retirement.
The impact of information system management on digital transformation can be seen in the way they enable
organizations to transform their business models, processes, and operations. Information system
management helps organizations to identify new digital business opportunities and align their information
systems with these opportunities (Zeng et al., 2021). Considering this, the following hypothesis is proposed:
H4: Information system management practices have a significant and positive impact digital
transformation.
Digital Competencies as Mediator
National culture has a significant impact on organizations' ability to undergo digital transformation.
Research has shown that digital competencies play a mediating role in the relationship between national
culture and digital transformation. Digital competencies refer to the ability to use digital tools and
technologies effectively to achieve business goals (Gasco-Hernandez et al., 2022). In a study by Alos-Simo
et al., (2017), digital competencies were found to mediate the relationship between national culture and
digital transformation in South Korean organizations.
Thus, national culture is an essential factor that influences organizations' ability to undergo digital
transformation. Considering this, the following hypothesis is proposed:
H5: Digital competencies significantly mediate the relationship between national culture and digital
transformation.
Information System Management Practices as Mediator
Digital transformation is a complex process that involves the integration of digital technologies into all
aspects of an organization's operations, including its products, services, processes, and culture. Information
system management practices play a critical role in the success of digital transformation initiatives.
Effective information system management practices enable organizations to develop and manage the digital
infrastructure needed to support new business models and operations. The practices involve activities such
as strategic planning, system design and development, IT infrastructure management, and IT service
management. Toring et al., (2022) suggest that information system management practices are crucial in
ensuring the success of digital transformation initiatives. Considering this, the following hypothesis is
proposed:
H6: Information system management practices significantly mediate the relationship between national
culture and digital transformation.
Leadership as Moderator
While having digital competencies is essential for successful digital transformation, how those
competencies affect that transformation depends on the leadership position. Leaders play a critical role in
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determining the success of digital transformation initiatives. According to Caldwell (2020), the relationship
between digital competencies and digital transformation can be moderated by leadership. Leaders must
possess leadership digital competencies, which refer to the capabilities needed to lead a digital
transformation effectively. Anufrieva (2022) identifies several critical leadership digital abilities, including
the capacity to comprehend and utilize digital technology, the capacity to effectively communicate through
digital media, and the capacity to build a digital strategy. Considering this, the following hypothesis is
proposed:
H7: Leadership significantly moderates the relationship between digital competencies and digital
transformation.
While information systems (IS) management practices are critical enablers of digital transformation, their
impact on digital transformation may be contingent upon the leadership of an organization. The relationship
between IS management practices and digital transformation can be moderated by leadership. For instance,
leadership can provide the necessary support, resources, and guidance to drive digital transformation
initiatives, thereby moderating the relationship between IS management practices and digital
transformation (Alkinani, 2021). Considering this, the following hypothesis is proposed:
H8: Leadership significantly moderates the relationship between information system management
practices and digital transformation.
Methodology
Research Model
Figure 1 displays the conceptual framework that was developed to guide the study. The dependent variable
of digital transformation is at the center of the framework, surrounded by the five national cultural
dimensions. It is hypothesized that these dimensions impact digital transformation in different ways. The
framework also considers the potential mediating role digital competencies and information system
management practices, and the moderating role of leadership. It is hypothesized that digital competencies
and information system management practices will have a significant mediating impact on digital
transformation. Also, it is hypothesized that leadership will have a significant mediating impact on digital
transformation.
Figure 1. The study Model.
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Research design
The research design selected for that study was a quantitative research approach, and the study aimed to
explore the impact of national culture on digital transformation, while examining the mediating role of
digital competencies and information system management practices, and the moderating role of leadership.
To address the research questions of this study, a rigorous and systematic research design was employed,
utilizing a quantitative research approach and survey method. The survey questions were carefully
developed based on previously validated instruments to ensure the reliability and validity of the data
collected. By employing both structural equation modelling (SEM) and the SPSS statistical tool, the study
was able to analyze the collected data and test the proposed conceptual framework.
Instrument Design and Measures
The study used validated scales to measure the constructs, and the measures for the constructs were as
follows: 24 item scale adopted from (Hofstede, 2011) was used to measure national culture, while 5item
scale was used to measure digital competencies adopted from (Sarango-Lapo et al., 2021). Additionally, 5
item scale adopted from (Kim, Yagi, & Kiminami, 2023) was used to measure information system
management practices, and leadership was measured by using 5 item scale adopted from (Jedwab et al.,
2023). Finally, Digital Transformation Assessment (DTA) was used to measure digital transformation
adopted from (Nikmehr et al., 2021).
Findings
Demographic Profile
Table 1.
Demographic profile of the respondents
Demographic item
Frequency
Percentage
Gender
Male
162
65%
Female
88
35%
Age
25-34 years old
36
14%
35-44 years old
73
29%
45-54 years old
82
33%
55-64 years old
47
19%
65+ years old
12
5%
Education
Bachelor's degree
93
37%
Master's degree
125
50%
Doctorate degree
32
13%
Digital Competencies
Low
27
11%
Medium
134
53%
High
89
36%
Testing measurement model (Stage 1)
The most recent and dependable PLS-SEM technique for second-order structures used in this study is
reflective-formative modeling. Using recurrent indications, the method makes it easier to estimate
hierarchical second-order constructs (Hair et al., 2019). The factor-based PLS method yielded outer
loadings values that mirrored the measuring model of a multidimensional educational strategy for process-
based instruction, direct instruction, hybrid instruction, and all other variables. Each item's outer loading
value is greater than 0.4. Table 2 shows the outside loading of each item.
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Table 2.
Outer Loading of Items
A high Cronbach's alpha value indicates a strong internal consistency and suggests that the items within the
scale are measuring the same underlying construct (Hair et al., 2019).
Table 3.
Construct Reliability
Variables
Cronbach Alpha
CR
AVE
Collectivism
0.827
0.886
0.660
Digital Competencies
0.845
0.890
0.623
Digital Transformation
0.825
0.884
0.614
ISM Practices
0.898
0.925
0.712
Leadership
0.833
0.863
0.571
Items
Outer Loading
Direct Instruction
C1
0.808
C2
0.721
C3
0.846
Hybrid Instruction
C4
0.868
DC1
0.756
DC2
0.569
Process Based Instruction
DC3
0.854
DC4
0.905
DC5
0.818
Syntactic Complexity in Argumentative Essays
DT1
0.452
DT2
0.883
DT3
0.761
TESOL’s Attitude Towards Writing
DT4
0.873
DT5
0.863
ISMP1
0.777
Writing Task Complexity
ISMP2
0.804
ISMP3
0.817
ISMP4
0.906
ISMP5
0.907
L1
0.558
L2
0.914
L3
0.488
L4
0.795
L5
0.916
LTO1
0.476
LTO2
0.809
LTO3
0.714
LTO4
0.831
M1
0.810
M2
0.502
M3
0.769
M4
0.849
PD1
0.806
PD2
0.715
PD3
0.804
PD4
0.807
UA1
0.813
UA2
0.818
UA3
0.907
UA4
0.832
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Long-term Orientation
0.700
0.807
0.520
Masculinity
0.719
0.828
0.555
Power Distance
0.792
0.864
0.615
Uncertainty Avoidance
0.875
0.908
0.711
By assessing discriminant validity, the study aimed to ensure that the correlations between reflective
constructs and their indicators were higher than the correlations with other constructs and indicators (Hair
et al., 2019). As a result, discriminant validity testing aids in the empirical differentiation of various notions.
Table 4 displays the correlation coefficients between the model constructs.
Table 4.
Discriminant Validity (Fornell-Lacker)
C
DC
DT
ISMP
L
LTO
M
PD
UA
Collectivism
0.813
Digital
Competencies
0.262
0.789
Digital
Transformation
0.023
0.351
0.783
ISM Practices
0.353
0.700
0.279
0.844
Leadership
0.476
0.320
0.276
0.407
0.756
Long-term
Orientation
0.425
0.235
0.092
0.100
0.153
0.721
Masculinity
0.375
0.196
0.031
0.282
0.283
0.549
0.745
Power Distance
0.401
0.098
0.132
0.282
0.422
0.497
0.745
0.784
Uncertainty
Avoidance
0.659
0.053
0.181
0.214
0.322
0.268
0.377
0.389
0.843
Figure 2. Measurement Model
Testing measurement model (Stage 2)
Reporting of the outer weights and p-values of the first-order (reflective) dimensions is necessary, as
stipulated by the standards for evaluating formatively modeled HOC (Hair et al., 2019). Outer weights and
p-values are used in Table 5 to determine the significance of national culture (second order reflective) and
its dimensions (first order formative). In addition, the absence of multi-collinearity problems was
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demonstrated by the collinearity statistics of the reflective construct indicators. This was accomplished by
ensuring that all of the variance inflation factor values were less than 0.5, which is the suggested threshold
(Hair et al., 2019).
Table 5.
Assessment of reflective dimensions of instructional approach
First order construct
(Reflective)
Second order construct
(Reflective)
Path
Coefficient
t-value
VIF
p value
National Culture
Collectivism
0.296
21.399
2.017
0.000
Long-term Orientation
0.210
11.010
1.602
0.000
Masculinity
0.267
18.155
2.527
0.000
Power Distance
0.286
18.925
2.384
0.000
Uncertainty Avoidance
0.254
7.775
1.872
0.000
Significance of Structural Model
The structural model in this study examined the statistical significance of all path coefficients between the
exogenous (independent) and endogenous (dependent) variables (Hair et al., 2019). To analyze the
significance level of the structural correlations, the study employed the Partial Least Squares Structural
Equation Modeling (PLS-SEM) approach and utilized bootstrapping, a resampling procedure (Hair et al.,
2019).
The PLS-SEM approach and bootstrapping were utilized to assess the significance of the path coefficients
and determine the significance level of the study constructs. Path coefficients represent standardized
regression coefficients, indicating the strength and direction of the relationships between variables (Hair et
al., 2019). On the other hand, t-values were used to determine the significance level of the study constructs.
In this analysis, the t-values were required to be greater than 1.64 to indicate statistical significance (Hair
et al., 2019).
Table 6 presents the path coefficients, t-values, and significance levels for the research variables. This table
provides a comprehensive overview of the relationships between the variables, indicating the strength and
significance of each path coefficient (Hair et al., 2019).
Table 6.
Direct Path Analysis
Constructs
Path
Coefficient
T value
P value
2
Q
2
R
SRMR
NC → DC
0.197
2.591
0.005
0.212
0.373
0.062
NC →ISM Practices
0.338
5.099
0.000
DC →DT
0.332
2.474
0.007
ISM Practices →DT
0.196
1.853
0.032
Testing of hypotheses
For the statistical determination of the structural model path coefficients representing the hypothesized
relationships, a PLS-SEM bootstrapping technique was utilized. The PLS-SEM assessment for national
culture empirically confirmed that it is a significant predictor of digital competencies and ISM practices, as
shown in Table 6, which depicts the path relationships (via beta and t-values) and hypothesis testing
decisions. The first and second hypotheses were confirmed, namely that there is a significant positive
relationship between national culture and digital competencies (t = 2.591, p = 0.005) and national culture
and ISM practices (t = 5.099, p= 0.000). Similarly, digital competencies and ISM practices also have
significant and positive impact on digital transformation (t = 2.474, p= 0.007) and (t= 1.853, p= 0.032)
respectively.
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Mediation Analysis
The mediation effect of digital competencies was investigated between the relationship of national culture
and digital transformation. Digital competencies significantly mediate the relationship between national
culture and digital transformation (t=1.731; p = 0.042). H6 is therefore accepted. The mediation effect of
ISM practices was investigated between the relationship of national culture and digital transformation. ISM
practices significantly mediate the relationship between national culture and digital transformation
(t=1.659; p = 0.049). H7 is therefore accepted as shown in Table 7.
Table 7.
Mediation Analysis
Constructs
Path Coefficient
T value
P value
NC → DC → DT
0.065
1.731
0.042
NC→ ISMP → DT
0.066
1.659
0.049
Moderation Analysis
The moderating influence of leadership was explored on the relationship between digital competencies and
digital transformation. The results of this investigation are shown below. Leadership (t=1.839; p = 0.033)
establishes significantly positive moderations on the relationship between digital competencies and digital
transformation. The moderating influence of leadership was explored on the relationship between ISM
practices and digital transformation, as graphically displayed in Figures 3 and Table 8. The results of this
investigation are shown below. Leadership (t=1.907; p = 0.028) establish significantly positive moderations
on the relationship between ISM practices and digital transformation.
Table 8.
Moderation Analysis
Constructs
Path Coefficient
T value
P value
Leadership x Digital Competencies → Digital Transformation
0.117
1.839
0.033
Leadership x ISM Practices → Digital Transformation
0.163
1.907
0.028
Figure 3. Structural Model
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Discussion
The first hypothesis is to investigate national culture on digital competencies. National culture influences
digital competencies. Cultural traits dictate individuals' perception and usage of digital technologies. Some
cultures prioritize digital communication, resulting in higher digital literacy. Emphasis on education in
certain cultures leads to increased digital competency (Hidalgo et al., 2020; Tatarinova et al., 2022).
The second hypothesis is to investigate national culture on information system management practices.
National culture affects attitudes and practices towards information system adoption (Alghamdi, 2021).
Trusting cultures favors systems promoting collaboration, also, individualistic cultures prioritize individual
work support. Culture also influences system design: high uncertainty avoidance cultures desire robust
systems, while low avoidance ones opt for flexibility (Alhosani, 2022).
The third hypothesis is to investigate digital competencies culture on digital transformation. Strong digital
competencies culture positively impacts digital transformation, aiding organizations' success in this realm
(Hämäläinen et al., 2021). Such a culture equips employees with necessary digital skills, fosters a
continuous learning environment, and promotes a digital mindset of innovation and adaptability (Busulwa
et al., 2022). This ensures effective adoption of digital technologies and smoother transitions during
transformative changes. Emphasizing innovation, digital competencies culture prevents stagnation in fast-
evolving tech landscapes (Gasco-Hernandez et al., 2022).
The fourth hypothesis is to investigate the information system management practices on digital
transformation. In the digital age, information system management practices are pivotal for organizations
adapting to technological shifts. Beyond technology, digital transformation involves organizational and
cultural changes. Adopting these practices positively impacts transformation by aiding effective data
management, decision-making, process streamlining, and cost reduction (Alkinani, 2021). These practices
enhance collaboration, reduce silos, and promote innovation by leveraging digital tools (López-Sosa &
García, 2022). They also enable organizations to stay updated with emerging technologies, ensuring
adaptability and a competitive edge (Toring et al., 2022).
The fifth hypothesis examines the mediating effect of digital competencies between national culture and
digital transformation. Digital competencies mediate national culture and digital transformation. In tech-
trusting cultures, even low-competency organizations may adopt digital transformation. Conversely, in
skeptical cultures, organizations with low digital competencies may be less likely to embrace digital
transformation (Blanka et al., 2022).
The sixth hypothesis is to investigate mediating effect of information system management practices
between national culture and digital transformation implies that a nation's ability to implement digital
transformation initiatives are greatly influenced by the way its information systems are managed Cultural
values influence a nation's digital tech acceptance, with efficient information system practices mitigating
cultural barriers. While national culture affects digital transformation, company culture, leadership, and
resources also play significant roles (Cao & AlKubaisy, 2022; Tummers et al., 2019).
The seventh hypothesis is to investigate the moderating effect of leadership between digital competencies
and digital transformation. Leadership is vital in driving successful digital transformation. Its quality
significantly influences the relationship between digital competencies and transformation. Committed
leaders foster an innovative culture, provide essential resources, and navigate the digital landscape
effectively (Liang & Law, 2023; AlNuaimi et al., 2022). However, leaders lacking digital competencies
can hinder progress (Weber et al., 2022). The eighth hypothesis asserts leadership's moderating role
between information system practices and digital transformation, emphasizing leadership's role in
bolstering innovation and ensuring successful transformation (Savolainen, 2023; Pratsri et al., 2021).
Conclusions
National culture's influence on digital transformation is a complicated phenomenon that is influenced by
many different things. For businesses looking to launch digital transformation efforts, especially those
operating in a global setting, it has become clear that the analysis of this impact is essential. According to
research findings, information system management practices and digital competencies play a crucial
mediating role in the interaction between national culture and digital transformation. To lessen the
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detrimental effects of national culture on digital transformation, firms should prioritize establishing digital
competences and implementing efficient information system management procedures. Additionally, it has
been shown that leadership has a moderating function in this relationship. By encouraging a digitally
friendly culture within the organization, providing the necessary resources and support for digital
transformation initiatives, and ensuring that the digital competencies and information system management
practices are effectively implemented, effective leadership can assist in overcoming the detrimental effects
of national culture on digital transformation.
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