International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

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 Volume 13, Issue 6 (June 2026), Pages: 170-191

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 Original Research Paper

The influence of national culture on the success of digital transformation in organizations

 Author(s): 

Khalid H. Alshammari *

 Affiliation(s):

Department of Management and Information Systems, University of Hail, Hail, Saudi Arabia

 Full text

    Full Text - PDF

 * Corresponding Author. 

   Corresponding author's ORCID profile:  https://orcid.org/0000-0002-6533-9377

 Digital Object Identifier (DOI)

 
https://doi.org/10.21833/ijaas.2026.06.017

 Abstract

This study examines the relationship between Hofstede’s cultural dimensions, namely power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation, and digital transformation success in Saudi Arabian organizations. The study aims to assess how culturally embedded values are associated with digital transformation outcomes in this context. Data were collected through a questionnaire administered to 238 employees in Saudi organizations, and Structural Equation Modeling (SEM) using AMOS was employed to test the proposed conceptual framework. The findings indicate that power distance, masculinity, uncertainty avoidance, and long-term orientation are positively associated with digital transformation success, whereas individualism does not exhibit a significant relationship. These results suggest that digital transformation strategies may be more effective when aligned with context-specific cultural conditions. The study contributes to the literature by providing empirical evidence on the role of national cultural dimensions in digital transformation within the underexamined Saudi context and by proposing a conceptual model linking cultural values to transformation outcomes. The findings offer both theoretical and practical implications for organizations seeking to align digital initiatives with prevailing cultural conditions. However, these implications should be interpreted in light of the study’s specific sample and single-country context.

 © 2026 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

National culture, Digital transformation, Organizational change, Hofstede's dimensions, Organizational culture

 Article history

Received 29 January 2026, Received in revised form 7 June 2026, Accepted 20 June 2026

 Acknowledgment

This is to acknowledge that this article is part of a research project number BA-2213 funded by the University of Hail, Saudi Arabia. The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. 

 Compliance with ethical standards

 Ethical considerations

This study adhered to established ethical standards for research involving human participants. Participation was voluntary, and informed consent was obtained from all respondents prior to data collection. Participants were informed about the purpose of the study, the nature of their participation, and their right to withdraw at any time without negative consequences. No personally identifying information was collected, and anonymity and confidentiality were maintained throughout the study. The data were used exclusively for research purposes, stored securely, and made accessible only to authorized researchers. Findings were reported in aggregate form to avoid identification of individual participants or organizations. The study was reviewed and approved by the Research Ethics Committee (No. H-2025-600). Ethical procedures were designed to ensure that participants were not exposed to unnecessary risk, discomfort, or coercion, and the research was conducted in accordance with institutional ethical requirements and broader standards for responsible research practice. 

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

Alshammari KH (2026). The influence of national culture on the success of digital transformation in organizations. International Journal of Advanced and Applied Sciences, 13(6): 170-191

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