Digital transformation (DT) has significantly reshaped many organizations’ business models, processes, and strategies, focusing on creating value propositions for stakeholders. Despite its potential, DT often encounters challenges rooted in organizational culture. However, research on these cultural barriers remains fragmented, leaving a knowledge gap in understanding how they hinder transformation. This study systematically reviews existing research literature to identify and analyze the organizational culture barriers that impede DT. The systematic review reveals 10 key and 44 specific organizational cultural barriers to successful DT. To address them, the study proposes targeted solutions framed within elements of adaptive culture, recognizing that these cultural barriers can hinder the development of adaptive culture that supports successful DT. This proposed approach contributes a structured framework that synthesizes existing findings and offers insights to guide organizational practice, academic research, and policymaking related to DT.

Digital transformation (DT) is a fundamental change process enabled by digital technologies and strategic resource alignment that aims to improve organizational performance and stakeholder value radically. Although often viewed through a technological lens, DT also requires cultural readiness to ensure sustainable outcomes. There is a need to identify and validate the organizational culture values critical for DT success. This study addresses the gap by examining these values in a developing-country context. Drawing on 22 organizational cultural values synthesized from previous studies, a two-round Fuzzy Delphi Method was conducted with an expert panel of academic researchers, digital strategy consultants, and practitioners in Indonesia. The results identified nine critical organizational cultural values for DT success: Commitment, Innovation, Continuous Improvement, Cooperation and Collaboration, Customer Centricity, Empowerment, Adaptability, Forward-Thinking, and Technology Acceptance. The study provides insights into how these values manifest across contexts and offers theoretical understanding and practical guidance for policymakers and leaders.

Adapting to the digital age is essential for organizational competitiveness, with artificial intelligence (AI) emerging as a key enabler in driving digital transformation (DT). However, there is a knowledge gap in the research that narrowly evaluates AI’s technical applications while insufficiently addressing its integration with organizational structures and processes. The study investigates the changes in organizational structures and processes enabled by artificial intelligence for driving digital transformation. A systematic literature review was conducted using the PRISMA framework on relevant databases with publications that focus on AI and digital transformation, like Scopus, Web of Science, IEEE Xplore, and AIS eLibrary. Content analysis was used as a data analysis method, and in the 48 identified studies, 15 specific changes were identified that are enabled by artificial intelligence for driving digital transformation. The most common structural changes include organizational redesign, human-AI collaboration, and team restructuring, while the most common process changes focus on data-driven decision-making, operational efficiency, and automation. The findings of this study provide an integrated theoretical perspective that could help both scholars and practitioners understand AI-enabled changes in organizational structures and processes for driving DT.

Urbanization and technological advancement have driven local governments to adopt Smart City masterplan as strategic responses to complex urban challenges. This study investigates the evaluation of feasibility of Smart City masterplan investments initiated by local governments in Indonesia through the application of the Information Economics (IE) method, while concurrently examining their alignment with SDG 11: Sustainable Cities and Communities. Using a mix methods case study methodology, the research integrates document analysis, interviews, and focus group discussions with local government X. The result of the evaluation using the Information Economics method with a score 76, indicating that the Smart City masterplan is feasible for implementation. This demonstrates that the project’s strategic and operational values significantly outweigh the identified risks. The project aligns with local government policies, driving competitive advantage, and supports data-driven decision-making with adequate technological infrastructure. The mapping of IE dimensions to SDG 11 shows direct relevance, especially to targets 11.3, 11.6, and 11.b, affirming the role of digital infrastructure in fostering inclusive, resilient, and sustainable urban development. Overall, the study concludes that the Smart City masterplan is both economically feasible and strategically aligned with sustainability goals, providing a robust framework for digital investment evaluation.

Digital transformation (DT) is a fundamental change process that integrates digital technologies into an organization, altering its operations and value proposition. Organizational culture can significantly impact digital transformation. This paper explores the influence of organizational culture on digital transformation by identifying the cultural values that influence digital transformation and how they support a successful digital transformation. This research conducts a systematic literature review (SLR) to critically evaluate previous studies on the influence of organizational culture values on digital transformation. Using a comprehensive search strategy and rigorous selection process, the SLR identified twelve relevant studies. The findings are twenty-three organizational culture values influencing digital transformation. Moreover, the study provides how these cultural values can support a successful digital transformation if aligned with adaptive culture elements. Furthermore, the identified organizational culture values are categorized into the four organizational culture types of the Competing Value Framework, providing a high-level overview of how these values might map to different organizational culture types. The study suggests that these organizational culture values can foster resilience and agility and drive a successful digital transformation. Despite limitations, the research underscores the critical role of organizational culture values for a successful digital transformation and proposes future research directions.