Organizational culture and adaptation to change in digitalized companies.

Abstract

Digital transformation has shown that the incorporation of technologies does not alone guaranty organizational adaptation, especially when rigid structures, labor resistance, and skill gaps persist. The study aimed to analyze the relationship between organizational culture and adaptation to change in digitalized companies, considering differences by sector, size, and digital maturity. A qualitative and interpretative approach was applied, with a non-experimental and cross-sectional documentary design, thru the review of scientific literature, institutional reports, and business statistics. The results showed that a people-oriented approach, collaboration, learning, experimentation, cultural alignment, and leadership were associated with a greater willingness to change, while cultures centered on rigid norms and goals presented unfavorable relationships with digital culture. The discussion revealed that technological adaptation depends on the interaction between human, strategic, and structural factors, and not solely on technological availability. It was concluded that a flexible, participative, and learning-oriented organizational culture favors the sustainable appropriation of technologies, although the findings should be interpreted within the documentary and not causal scope of the study.