Digital Transformation of Organizational Culture of Higher Educational Institutions and Types of Organizational Culture that Academicians and Administrative Personnel Perceive at Their Institutions (Case of Georgia)

Tatia Gherkenashvili ()
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Tatia Gherkenashvili: East European University

A chapter in Chances and Challenges of Digital Management, 2023, pp 221-230 from Springer

Abstract: Abstract This study aims revealing culture types that the academicians as well as administrative personnel of Georgian private and public higher educational institutions (HEIs) perceive at their organizations on the basis of the four types of cultures (Clan, Adhocracy, Hierarchy, and Market) given in the Competing Values Framework-CVF by Kim Cameron and Robert Quinn and to identify current problems, barriers, features, trends, and directions of digital transformation of organizational culture of HEIs. The study encompasses totally185 academicians of different faculties and positions (Professor, Associate Professor, Assistant Professor, Assistant) and administrative personnel (from Rectors to technical staff) as participants. The data was obtained through the Quantitative research, mainly—Self-Assessment Questionnaire of organizational culture. Data results was calculated in the Ms. Excel file based on the calculation method. According to the findings obtained by research, dominant type of organizational culture in Georgian Private HEIs is Market culture and as for public universities’ preferable culture is Adhocracy culture.

Keywords: Digital transformation; Organizational culture; Competing Values Framework (CVF); Digital transformation; HEIs (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-031-45601-5_20

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DOI: 10.1007/978-3-031-45601-5_20

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