Culture Profile-Structure-Strategy Fit for Digital Transformation in Lagos, Nigeria

Abstract

Numerous shreds of evidence show the advantage of digital transformation at individual, firm, and industry levels across all business sectors. However, the construction industry remains challenged in adopting an optimal model for digital transformation. This study assesses the organisational culture, structure, and strategy of selected construction firms in Lagos, from the perspective of the nature of the change required for digitalisation. With a hypothesis on the relationship between organisational culture and organisational design in the firms, the objectives of this study are to evaluate the organisational culture and designs that are suitable for construction firms in the digital age. An empirical study was conducted among selected construction firms in Lagos State. Construction firms with a minimum of five years of operations were purposively selected. Adopting the Organisational Culture Assessment Instrument (OCAI) and the Miles and Snows' Strategy Typology, 49 structured questionnaires were administered to managers within the firms. The statistical tools used for the analysis include mean score and Spearman's Rho correlation. The results show that the firms adopt a prevalent clan culture, a highly formalised structure and defender strategy in their present transformation bid. The study concludes that the firms' culture is people-rather than process-oriented. An open culture (curious and innovative); a flexible structure (experimentation-friendly) and a strategy that supports gradual but incremental digitalisation are recommended for the firms' leadership as these will make the workplace mobile, and digitally interactive.