**1. Introduction**

Culture has been seen to refer to the shared patterns of beliefs, values, customs, behaviors, and artifacts that characterize a group or society [1]. It has been found that employees tend to be attracted to those organizations with a culture that values their work and focuses on organizational wellbeing; and that there is a positive relationship between organizational culture, job satisfaction and the organizational commitment of employees [2]. According to Griswold [1], culture encompasses the concept of social roles, relations, cosmological ideas, and material possessions that a group of people acquire over generations through their individual and collective

efforts. Likewise, Samovar et al. [3] sees culture encompassing the learned behaviors and shared experiences of individuals within a relatively large social group, which are passed down through social learning. As a result, culture represents the way of life of a particular group, including their behaviors, unquestioned beliefs, cherished values, and symbolic expressions that are transmitted through communication and imitation from one generation to the next [3]. While studying Americans best run companies in 2006; Peters and Waterman [4] observed that organizational culture influences a variety of organizational and individual outcomes including productivity, performance, commitment and self-confidence.

According to Samovar et al. [3], culture can be seen as a form of symbolic communication, comprising the collective skills, knowledge, attitudes, values, and motives of a group, as well as the patterns and tangible manifestations in artifacts, traditional concepts, and shared mental programming that distinguish members of one group from others. When positive culture is implemented in an organization, it has been seen to contribute immensely to shaping employees´ perceptions and behavior, as well as the principles that apply to members of an organization in south Asian firms [5]. This study investigated the role of organizational culture in driving employee's actions; how organizations drive cultural change through technological innovation and the symbiotic relationship between technological innovation and organizational competitiveness.

#### **1.1 Statement of the problem**

Despite the many initiatives started by the governments, the united nation organizations, and other world bodies aimed at improving customer satisfaction in their working relationship with their employers, gaps still exist regarding what drives employees' commitment towards their organizations [2], Specifically, bilateral agreements, laws and binding treaties are signed at international forums between governments on the safety, security and wellbeing of employees while at work, yet at national levels employees continue being unlawfully laid off, given low salaries and exposed to dehumanizing working conditions [6]. Technological innovations worldwide is improving enormously creating enhanced organizational production processes and majority of employees desire to adopt to new technologies as opposed to existing technology [7], yet working conditions within their employer premises remain deplorable [6]; and that the relationship between technological innovation and organizational cultural change [6], and that there exists a strong relationship between technology and culture in driving change for employee satisfaction whereas Bagozzi, Davis and Warshaw observes that actual usage of technology may not be a direct or immediate consequence of the desire, attitude or intention to use the technology [8]. This study therefore investigates the symbiotic relationship between technology and culture in driving change for employee satisfaction.

#### **1.2 Study objectives**

The study's general objective was to investigate the symbiotic relationship between technology and culture in driving change for employee satisfaction while its specific objectives were to analyze the role of organizational culture in driving employee's actions; evaluate how organizations drive cultural change through technological

*Interplay between Technology and Culture in Driving Change for Employee Satisfaction DOI: http://dx.doi.org/10.5772/intechopen.112905*

innovation and assess the symbiotic relationship between technological innovation and organizational competitiveness.

The study findings are expected to help organizations and their employees to adopt positive technological innovations for employee satisfaction, assist government of Kenya and other stakeholders to formulate good policies which can result in positive organizational culture change for employee satisfaction as a result of technological innovation; and finally enrich existing theories for use by other researchers and academicians in disseminating knowledge in the field of symbiotic relationship between technology and culture in driving change for employee satisfaction.
