**4.6 Types of organization culture**

According to Cameron and Quinn, organizational cultures may be categorized into four types as follows:


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


It is critical to understand the type of culture change we are attempting to effect with the appropriate technology tools, as well as how this tool will enable the desired culture. Information Technology will drive significant change not only in technology but also in processes, team reorganization, and so on during a digital transformation or organizational culture change. The company is expected to assess its own processes to see what can be streamlined or automated to improve efficiency and the employee experience. As the rate of technological innovation accelerates and competition for faster delivery in the shortest time becomes more important in determining winners and losers in the software industry, it is essential that organizations adopt approaches that are research-driven.

DORA's 2018 Accelerate: State of DevOps report adds to the tech community's current understanding of what drives performance by introducing many new findings, but the following are a few highlights:

SDO performance unlocks benefits such as increased profitability, productivity, market share, customer satisfaction, and the ability to achieve organizational goals. High performance is driven by mastering key technical practices such as monitoring and observability, continuous testing, database change management, incident response and management, and integrating security earlier in the software development process. Forbes Daily features our best stories, exclusive reporting, and Forbes perspectives on the day's top news, as well as insider information on the world's most influential entrepreneurs [29]. When aiming to attain exceptional performance as a technology-focused organization, industry makes no difference.

#### **4.7 Implications for non-technologists**

The ability of technology companies to create, test, and deploy software updates is becoming increasingly important for all of us. Just imagine if every time you tried to log into your preferred online shopping platform, your purchases were consistently unable to process. This would not only jeopardize the provider's revenue potential, but it would also greatly degrade the customer experience which is not acceptable in an age when consumer purchasing habits are becoming increasingly reliant on technology and convenience. Based on the latest research from DORA, organizations that fall under the category of elite performers (referring to the highest performing organizations) can deploy code updates 46 times faster than others. They are also 7 times less likely to experience change failures, but are 2604 times faster at recovering from incidents than their peers. There is no doubt that such levels of performance can have tangible and measurable impacts on the market.

While many conversations about improving deployment velocity acknowledge the influence of organizational culture, it is often treated as a secondary consideration. This tendency is not unexpected, as technology-focused discussions tend to prioritize topics such as continuous delivery, cloud infrastructure, availability, continuous testing, and deployment automation. People are still struggling to wrap their heads around the topic of culture [30]. Unfortunately, this does not diminish its significance in terms of long-term success. The DORA study explored the impact of culture on performance within the technology sector, confirming the importance of this topic as

discussed in recent years. The study utilized Ron Westrum's model of organizational culture as a measure of culture.

This study has identified several key cultural realities that aid in the elicitation of best practice behaviors among technology teams that should be highlighted. The findings indicate that team dynamics are far more important to performance than individual skills of team members. Researchers at Google conducted a comprehensive study on more than 180 engineering teams, revealing that psychological safety emerged as the primary predictor of high performance. The study also highlighted the significance of other factors such as dependability, structure, clarity of work, and the sense of meaning and impact. Psychological safety fosters a culture where team members feel secure in taking actions that contribute to performance, such as cooperation, openly addressing issues without fear of reprisal, breaking down barriers between departments, conducting thorough reviews of past projects, and continually experimenting to drive progress.

The insights from DORA's study are highly significant as they shed light on the transformative impact of reevaluating notions of responsibility, accountability, and the traditional blame game within prestigious software development and operations companies. According to J. Paul Reed, a consultant in the field of DevOps and a human factors researcher, this paradigm shift holds profound implications for these organizations' ability to execute effectively in the market. In this year's DORA study, there was a novel focus on the role of leaders in influencing culture. The research findings indicate that leaders who empower their teams by granting them autonomy in performing their jobs foster a sense of trust and provide a platform for employees to express their opinions. These factors, trust and voice, play a crucial role in shaping the organization's culture. As for leaders, what specific behaviors can they adopt to facilitate the exercise of autonomy by their teams?

Several intriguing research findings from DORA stand out: Clearly establish and communicate goals, while granting employees the autonomy to determine the best approach to achieve them.


DORA's research findings also validated the significance of conducting postmortems or retrospectives in influencing performance and fostering a culture that appreciates the value of such activities for overall success. Retrospectives create a secure environment where teams can thoroughly analyze their work, identify effective practices, and make necessary adjustments to improve future outcomes. Their objective is to enhance their understanding of intricate systems and foster a culture of continuous learning throughout the organization, involving individuals at all levels, from code developers to top executives. This shift to continuous learning in a psychologically safe environment aids in shifting the organizational culture to support future efforts, resulting in a generative cycle aimed at improving performance.

Culture, being a complex and profound concept, exerts a multifaceted influence on the performance of technology organizations, a depth that we are only just beginning to grasp. Despite the challenges associated with measuring and comprehending *Interplay between Technology and Culture in Driving Change for Employee Satisfaction DOI: http://dx.doi.org/10.5772/intechopen.112905*

culture, it is crucial not to undermine its significance in driving velocity within the technology sector. Rather than merely acknowledging its importance and swiftly moving on to more tangible aspects of technology, it is imperative to prioritize the understanding and evolution of tech firms' cultures to foster the necessary behaviors for driving velocity. Neglecting culture poses a clear and imminent threat to organizations seeking to undergo technological transformation [31].

#### **4.8 Organization culture as a driver of employee satisfaction**

Employee satisfaction refers to whether or not employees are happy and content, and whether or not their desires and needs are met at work. When employees are willing to adapt to the organizational culture, they are highly satisfied. They are less or completely dissatisfied when they are unwilling to adapt to the organizational culture [32]. Organizational culture is manifested in how an organization conducts business, treats its employees, customers, and the larger community. It is the degree to which decision-making autonomy and freedom are allowed, as well as the development of new ideas and personal expression. Finally, organizational culture determines how power and information flow throughout the organization hierarchy and the level of employee commitment to collective goals. A strong organizational culture can help drive business results, but determining which elements of the culture can lead to superior performance requires a cultural audit (**Figure 1**).

When employees embrace a strong organizational culture, it can lead to high employee performance. For example, if the organizational culture is innovative and employees enjoy improving and trying new things, this can lead to high performance. However, if the organization's culture is opaque and unaccepted by its employees, it can lead to poor performance. For example, if the organizational culture is teamoriented and the employee is individualistic, low performance may result. Strong organization cultures lead to social control, social glue, and frequently aid in decision making. Strong organization culture content, on the other hand, may be incompatible with the organization's environment, may focus attention on one mental model, and frequently suppress dissenting values from subcultures.

#### **Figure 1.**

*Dimensions of organizational culture profile (OCP). Source: Adapted from information in O'Reilly et al. [33].*

### **4.9 Technology: emerging technology or appropriate technology**

Technology can be described as the practical utilization of scientific knowledge to meet human needs and goals. It involves the manipulation and alteration of the human environment for various purposes. There are a number of terms used in relation to technology as follows:

#### **4.10 Emerging technology**

The term "emerging technology" typically refers to a new technology that is in its early stages of development. However, it can also encompass the continuous advancement and evolution of an existing technology. The specific interpretation of this term may vary depending on the field in which it is used, such as media, business, science, or education [34]. The term is commonly used to describe technologies that are in the process of being developed or are anticipated to become available in the next 5–10 years. These technologies are often characterized by their potential to have substantial social or economic impacts.

Emerging digital technologies have created new opportunities while also posing new legal challenges, particularly in the areas of intellectual property, trademarks, patents, royalties, and licensing. The emergence of new digital communication technologies and media has presented new challenges related to the reproduction and distribution of copyrighted works [35]. In response, various stakeholders, including the government, affected industries, and public interest groups, have been actively addressing these issues. Their actions aim to establish appropriate measures and legal frameworks that protect the rights of copyright holders, provide clarity to digital technology companies, and serve the interests of the public and other involved parties.

#### **4.11 Appropriate technology**

Appropriate technology refers to a movement that promotes the use of small-scale and locally accessible technological solutions. These solutions are characterized by decentralization, reliance on labor rather than capital, energy efficiency, environmental sustainability, and local autonomy. The concept was initially described by economist Ernst Friedrich "Fritz" Schumacher as "intermediate technology" in his book "Small Is Beautiful" [36]. Both Schumacher and present-day advocates of appropriate technology emphasize the significance of technology being centered around people's needs and well-being.

Appropriate technology has been applied across various domains to address different challenges. Examples of such applications include water pumps and other equipment powered by bicycles or hand-operated mechanisms, the invention of bicycles themselves, the universal nut sheller, self-contained solar lamps and streetlights, and the design of passive solar buildings [37]. These well-known instances demonstrate the practical implementation of appropriate technology in solving specific problems. Today, appropriate technology is frequently developed using open source principles, which has resulted in open-source appropriate technology (OSAT). The open-source appropriate technology (OSAT) movement has made numerous technology plans readily accessible through the Internet, allowing for widespread availability and adoption [38]. This approach to technology has been suggested as a viable model to foster innovation in sustainable development.

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

Appropriate technology is most commonly discussed in relation to economic development and as an alternative to more capital-intensive technology transfer from developed to developing countries. However, both developing and developed countries have appropriate technology movements. The appropriate technology movement in developed countries arose from the energy crisis of the 1970s and is primarily concerned with environmental and sustainability issues. Today, the concept is multifaceted; in some contexts, appropriate technology can be defined as the most basic level of technology capable of achieving the intended goal, whereas in some contexts, appropriate technology refers to engineering practices that consider the social and environmental implications in a comprehensive manner. The facets are linked by toughness and sustainable living.

Appropriate Technology is a concept that pertains to sustainable community advancements and initiatives characterized by long-term considerations regarding components, maintenance, investment, and operation. This concept emerged as a response to the failures observed in large-scale, high-cost development approaches that proved unworkable due to issues such as inadequate infrastructure, lack of parts, or insufficient technical expertise following their initial implementation. These failures often occurred when solutions successful in one region were indiscriminately applied to different areas without considering the specific contextual differences.

The concept of Appropriate Technology emerged as a response to the inappropriate introduction of High Technology solutions into communities and economies that were unable to sustain them in the long term. Dr. Eric Schumacher established the 'Intermediate Technology Development Group' (ITDG) in 1966 with a focus on addressing the needs of some of the world's poorest communities. Schumacher recognized that large, costly, and advanced technological solutions that might be successful in wealthier regions often proved ineffective when implemented in areas with inadequate infrastructure or significant environmental differences. According to the ITDG, the essence of this alternative development approach lies in adopting a local and small-scale perspective rather than a national and large-scale one. It emphasizes the creation of numerous low-cost workspaces where people reside, particularly in rural areas, and utilizes appropriate technologies suited to their specific needs that can be created and controlled by the people who use them, allowing them to be more productive and earn money."

## **4.12 Technology and innovation**

Technology is a key driver of innovation, and innovation plays a vital role in the success of small and medium-sized enterprises (SMEs). The effective utilization of technology and the ability to innovate act as significant facilitators for SMEs, offering them opportunities for growth and development at the individual enterprise level and the broader level of the industry. These factors contribute to understanding the variations in growth rates observed at the firm, regional, and national levels. Therefore, technological innovation holds a central position in driving economic change, serving as the ultimate source of productivity and longterm growth. According to Stiglitz [39], it is through technological innovation that economies consistently achieve superior performance. The adoption of technology among small and medium-size enterprises is a subject of increasing importance, particularly in developing countries. While there are established theories on technology adoption that have been extensively studied in Western contexts,

their application to the specific context of developing countries has been limited. Technology adoption is also critical for private-sector business growth.

#### **4.13 Technology as a change agent**

Companies of all sizes are using technology to support their cultures. However, it is not only the technology itself that is important, but also the opportunities that technology provides. A new ERP implementation or change, for example, may necessitate a complete reengineering of business processes, how people interact internally and externally (Customers), and how the business is perceived in the market. All of these outcomes will undoubtedly have an impact on profit. Another example is how technology is influencing new modes of communication. Solutions such as Microsoft Teams, Slack, and others have brought new ways of meeting and sharing in the organization, and this is undoubtedly the new normal.

Having said that, it is critical to understand that every technology decision cannot be made solely based on the acquisition of technology, but must also take into account the impact of people adoption and engagement, such as training approach, how friendly the adoption curve will be, and so on. Wrong technological decisions made without these considerations will slow the cultural change and cause it to lose momentum. Employee engagement is required for a positive employee experience, but measuring the health of a company's culture is difficult. The percentage of employees who participate in the programs and the feedback they provide, as well as other statistics such as changes in turnover and absenteeism, or in the achievement of business objectives, indicate whether a company is making progress. According to Rhonda Gardner's article "Leading a Successful Cultural Transformation at Your Organization," cultural transformation will occur on multiple fronts, including how people behave and work. When done correctly, this has a positive impact on business outcomes (**Figure 2**).

**Figure 2.** *Cultural transformation. Adopted from Rhonda Gardner [40].*

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