Leong, Chee Yeong (2025) Organisational Culture’s Imperatives in Enhancing Sustainable Digital Transformation: A Case of Manufacturing Companies in Penang, Malaysia. Doctoral thesis, Asia e University.
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Abstract
This thesis addresses the persistent "execution gap" in digital transformation (DT) within the manufacturing sector, particularly in Penang, Malaysia. While technological adoption is widely explored, this study argues that the primary barrier to successful, scalable DT is not technological but organizational. The research aims to explore the intricate relationship between organizational culture, leadership, and the effective execution of DT initiatives. It seeks to understand how companies can transition from isolated pilot projects to sustained, enterprise-wide transformation. Grounded in an interpretivist-constructivist paradigm, this qualitative case study examines three manufacturing companies in Penang, a key hub in Southeast Asia's electronics and manufacturing landscape. A purposive sampling approach was employed, selecting senior executives, middle managers, and technical experts directly involved in DT. Data were collected through semi-structured interviews and scenario based behavioral observations (GEMBA walks) to capture rich, contextual insights. Thematic analysis was used to identify key patterns and emergent themes from the data. The findings reveal that the successful execution of DT is profoundly influenced by two core themes: a trust-based organizational culture and an agile, "walk-the-talk" leadership style. The study demonstrates that these human centric factors are more critical than strategic planning alone in overcoming resistance to change, fostering innovation, and ensuring the sustainability of DT. This research aligns with the socio technical systems theory, which posits that the successful implementation of new technology depends on the effective integration of both human and technical components. Based on these findings, a practical framework is proposed that serves as a roadmap to close the execution gap by cultivating cultural enablers and empowering leaders. This study's implications are significant for both academia and industry, highlighting the need to shift focus from technological readiness to cultural and leadership readiness. For practitioners, it provides actionable insights into building the organizational capacity for resilient and scalable digital change. Future research could quantitatively validate the proposed framework and explore its application in other geographical and industry contexts.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | Digital transformation, organizational culture, sustainable digital transformation, industry 4.0 |
| Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
| Divisions: | School of Management |
| Depositing User: | Nor Aisyah Ghazali |
| Date Deposited: | 23 Apr 2026 01:42 |
| Last Modified: | 23 Apr 2026 01:42 |
| URI: | http://ur.aeu.edu.my/id/eprint/1484 |
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