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Prof. Dr. Paola Magnano
Kore University of Enna
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Prof. Dr. Gabriela Topa
Social and organizational Psychology, Universidad Nacional de Educacion a Distancia
Spain

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Home > Archives > Vol. 10 No. 11 (2025): published > Research Articles
ESP-3971

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2025-11-25

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Vol. 10 No. 11 (2025): published

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Research Articles

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Copyright (c) 2025 Nabaa Latif, Marwan Salah Noaman, Nahla Qasim Mohammed Ismail, Hameed Salim Alkabi, Thamer Kadum Yousif Al Hilfi, Anastasiia Khlaponina

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How to Cite

Nabaa Latif, Marwan Salah Noaman, Nahla Qasim Mohammed Ismail, Hameed Salim Alkabi, Thamer Kadum Yousif Al Hilfi, & Anastasiia Khlaponina. (2025). The role of organizational culture in driving environmental digital transformation. Environment and Social Psychology, 10(11), ESP-3971. https://doi.org/10.59429/esp.v10i11.3971
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The role of organizational culture in driving environmental digital transformation

Nabaa Latif

Al-Turath University, Baghdad 10013, Iraq

Marwan Salah Noaman

Al-Mansour University College, Baghdad 10067, Iraq

Nahla Qasim Mohammed Ismail

Al-Mamoon University College, Baghdad 10012, Iraq

Hameed Salim Alkabi

Al-Rafidain University College, Baghdad 10064, Iraq

Thamer Kadum Yousif Al Hilfi

Madenat Alelem University College, Baghdad 10006, Iraq

Anastasiia Khlaponina

Kyiv National University of Construction and Architecture, Kyiv 03037, Ukraine


DOI: https://doi.org/10.59429/esp.v10i11.3971


Keywords: Organizational culture; environmental digital transformation; innovation orientation; collaboration; sustainability


Abstract

The increasing integration of Environmental Digital Transformation (EDT) within organizations requires a deeper understanding of how organizational culture influences digital adoption, resource efficiency, and sustainability outcomes. This study examines the role of innovation orientation, collaboration, adaptability, and continuous learning in shaping EDT success. Using a mixed-methods approach, the research combines quantitative survey data from 25 organizations across multiple industries with qualitative insights from managerial interviews. Statistical analyses reveal that organizations with high innovation and collaboration scores achieve faster digital integration and improved resource efficiency, while continuous learning strongly correlates with higher digital adoption rates. Conversely, risk tolerance does not significantly predict EDT success, suggesting that organizations benefit more from structured learning and strategic planning rather than risk-heavy digital adoption. These findings align with existing literature on digital sustainability and corporate digital readiness, reinforcing the importance of employee training, cross-functional collaboration, and innovation-driven leadership. Practical implications include the need for corporate decision-makers to invest in digital upskilling programs and foster interdepartmental cooperation, while policymakers should develop supportive frameworks that encourage digital transformation in sustainability-driven industries. Future research should explore industry-specific cultural influences, leadership dynamics, and longitudinal analyses of digital transformation impacts. By emphasizing the human and cultural dimensions of EDT, this study contributes to a broader understanding of how organizations can successfully navigate digital sustainability transition.


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