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Part 3  Implementation

Organisational culture

Bocij et al. (2005) suggest that social relationships in an organisation that are part of its 

 

culture

 are important. They say ‘the efficiency of any organisation is dependent on the com‑

plex formal and informal relationships that exist within it’. Formal relationships include the 

hierarchical work relationships within and between functional business areas. Informal rela‑

tionships are created through people working and socialising with each other on a regular 

basis and will cut across functional boundaries. Digital  business‑  led change has the capacity 

to alter both types of relationships as it brings about change within and between functional 

business areas.

Boddy et al. (2001) summarise four different types of cultural orientation that may be 

identified in different companies:

Culture

This concept includes 

shared values, unwritten 

rules and assumptions 

within the organisation as 

well as the practices that 

all groups share.