A Model of the Nexus Between the Use of Digital Technologies, Organizational Culture, and Performance for Project-Driven Engineering Organizations

Abstract

The predominant technology adoption models inadequately consider organizational culture (OC) and organizational performance (OP), resulting in high failure rates of digital transformation initiatives. This study aimed to test and validate the use of digital technologies (DTs), OC, and OP nexus model that can be used in project-driven engineering organizations. A mixed-methods design was used. Quantitative data was collected to finalize the model, and the qualitative data validated it. The findings revealed a nexus between the use of DTs, OC, and OP. OC was a chief predictor of the effective use of DTs and OP. The quantitative results suggested a trivial effect of the use of DTs on OP, while the qualitative results depicted a material impact. The quantitative results suggested a small moderation effect of OC on the relationship between the use of DTs and OP, while qualitative results suggested moderation. The use of DTs mediated the relationship between OC and OP. The control variables, qualification, role, experience, and industry type, had trivial effects on OP. The research presents a unique nexus model, which underlines the importance of the use of DTs, OC, and OP for project-driven engineering organizations in South Africa to realize the benefits of digital transformation initiatives.