The Impact of Technological Advances on Cultural Conflicts within Organizations

Abstract

Although some beliefs and norms may not change, as few hold the opinion “culture reflects the heritage of society” rapid pace of digitization and pressures of global competitiveness have accelerated the organizational changing processes and employees behavior patterns. When people from various cultures get together, it might lead to misunderstandings and hostilities. Recent decades have seen significant shifts in cultural norms and values as a direct result of technological advancements. These shifts are happening faster than ever before, and they are causing tension between different cultures which is negatively impacting their Performance. This chapter will examine how technological advancements have influenced culture, and the impact of organizational culture on employee performance and behavior. And contain broad introspective musings on Cultural Shifts and historical contemporary roles of digital technologies; defining traits that encode in our minds and support positive behavior. Rest sections focus on flawed human characteristics with the concept of culture and how it is defined to examine the ways in which technology can lead to cultural change in Employees and the potential for conflict that might come from these changes. The last section will discuss the societal consequences of technologically-induced cultural shifts and techniques to cope with them.

1. Introduction

1.1 Organizational culture

In today’s world, technology is so pervasive that at first, people reacted strangely to it and thought something must be wrong. However, by passing of time they began to adapt these technologies, and eventually, technology began to take inspiration from the way individuals, groups, and societies conceived of the world [1]. The importance of an organization’s culture in fostering peak performance cannot be overstated as involvement of modern techniques had changed the human behavior by making things easy and time saving, which is improving their performance at all levels [2]. In the modern world, a thorough understanding of organizational behavior—including its subsets of culture, values, and norms—is essential before attempting to broaden an organization’s cultural standards. According to Stephen P. Robinns’ Perspective on Organizational behavior is the study of how an organization’s structure, culture, and policies influence employee actions and decisions for the benefit of enhancing that organization’s efficiency. Culture gives the vitality essential to optimal functioning, much like a healthy cardiovascular system ensures that all of the organs receive sufficient blood flow [3]. Numerous studies have shown introspective looks into the ways in which digital technology has altered modern western civilizations in boosting human organizational performance. The rules, beliefs, customs, and culture of an organization are the glue that holds its myriad individuals, groups, and structures together [4]. What make a country’s culture trendy are kinds of things that foreigners do there, such as eating, drinking, and socializing. When it comes to cultural shifts, technology has always acted as a barrier. There is a risk of conflict as new technologies arise and pose threats to established norms and values. Culture is a broad and intricate subject with many facets. The views, values, and customs held in common by a community. People’s thoughts, emotions, and actions are molded by the beliefs, values, and norms they were raised with [5]. They also have an impact on interpersonal dynamics. Cultures refers to the deep structure of organization which is rooted in the value, belief, and assumptions held by organizational members. Also Members’ perceptions of themselves, their inner workings, their relationships with the outside world, and their hopes for the future are all manifestations of the organization’s culture. According to The Business Dictionary, culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have evolved over time and are considered valid [6].

There are eight mainstays that support a thriving company culture influencing Performance and behavior of employees. The Openness, Confrontation, Trust, Authenticity, Proactively, Autonomy, Collaboration, and Experimentation (OCTAPACE)” profile was created by U. Park. Research into the OCTAPACE culture of any organization lends credence to the importance of training staff members to keep the workplace healthy and productive. Later, T.V. Rao proposed the OCTAPACE culture as a forward-thinking, beneficial method of constructing businesses.

In this way, an organization’s culture serves as the social glue that binds its members together by outlining acceptable norms for communication and behavior. Finally, organizational culture functions as a control and meaning-making system that influences employee dispositions and actions. There appears to be a growing recognition of the power of company culture in shaping employee actions in the modern workplace. Technology now plays a central role in shaping every aspect of our lives, and the modern workplace is no exception [7]. The unexpected Covid-19 outbreak accelerated the speed of technology-driven businesses as many employees worked from home, changing societal attitudes about the importance of technology in the workplace. Despite the fact that an organization’s culture provides a common language and framework for understanding one another, there is still room for improvement in this area [8]. Culture can have a significant impact on an employee’s performance if it fails to adequately support these roles. So, the members of a culture have a common set of values and other ideas, concepts, or notions. A company’s culture is something that Culture shapes how people behave, how they see the world around them and what are the changes occurred in their behavior with the changing Technological Culture.

1.2 Types of organization culture

A strong company culture is essential to the success of any business [9]. A company’s culture consists of the norms that employees follow when interacting with one another and with those outside the company. There have been many helpful attempts to identify and quantify different types of organizational culture, which can help you learn more about the prevalent corporate culture at your company. Two business professors at the University of Michigan, created the Organizational Culture Assessment Instrument (OCAI) to measure company culture. Based on their analysis of over 12,000 businesses, they identified four distinct corporate cultures: clan, adhocracy, market, and hierarchy. While some cultures are more pervasive than others within an organization, every company has its own distinct blend of the four major cultural dimensions [10]. Below is a breakdown of the Competing Values Framework’s 39 indicators and 2 dimensions:-.

Hierarchy Culture: Characterized by a strict organizational structure; What people do is governed by formal rules, processes, and policies; Bureaucracy implies a value for consistency, predictability, and effectiveness [11]. Procedure and process are valued more in hierarchical societies. Leaders make sure workers stick to the company way — the methods that have been shown to be effective in the past. This society has a strong preference for doing things right [12]. Following the laws and guidelines helps businesses cut money and avoid making many mistakes. The military units I served with often emphasized rank and authority. NASA, Exxon Mobil, and General Electric are three other companies that could have a hierarchical culture.

Market Culture: Goal-oriented and competitive in dealings with the outside world. A market culture is one in which people value efficiency and productivity above all else. Competition is commonplace, even among coworkers [13]. The market culture places a premium on steadiness while maintaining an outward gaze. This culture has a strong preference for getting the job done. The primary focus of these businesses is to maximize profits and expand their market share. Amazon and, historically, Ford Motor Company under Henry Ford are two examples of companies that may have a market culture.

Clan Culture: Friendly and cooperative, clan cultures are like one big happy family or clan where everyone knows each other and works together. In this way of life, people enjoy doing things together [14]. The clan’s culture encourages adaptability and inward concentration. Members of these groups have common values and are bound together by a sense of loyalty and tradition. Companies such as Ben & Jerry’s, Pixar, and Love’s Travel Stops may have clan cultures. Organizational structure modeled after a family; Characterized by mutual respect, care, and support; Emphasizing the cultivation of a compassionate workplace.

Adhocracy Culture: Fundamental to this way of life is the idea of ad hoc. Leaders in an adhocracy are often viewed as inspirational innovators who are willing to challenge assumptions and take risks, and employees in such an environment are not afraid to take risks themselves [14]. Organizations are in the business of creating novel products and services (* ad hoc: temporarily, specialized), making them the most responsive to the hyper volatile business conditions. In an adhocracy, they value adaptability and keeping an eye on the outside world. These people take pride in being the ones that do it first. Culture places a premium on adaptability and novelty. Companies like Tesla and Door Dash may have an adhocracy culture.

1.3 Cultural components influencing employees performance

Several factors can be identified that influence employee behavior and performance at work place, Cultural components always have unique personal characteristics which periodically put a dramatic influence on both individual behavior and the behavior of those around us [15]. Any leadership position may be attained with the proper skills and abilities to adjust changes with the culture if required. Few components affecting culture are as follows.

1.4 Norms

Norms are the unspoken standards of conduct that serve as informal guidance for social interaction. People are told by norms what they should be wearing, talking, and believing. They are never put into writing because that would be considered a policy or practise. They spread by word of mouth and behavior, and are upheld by the consequences people face when norms are broken [16]. Because of these responses, they are able to exert considerable control over the behaviors of those around them. The adage “work hard, play hard,” “show early, stay late,” that “consistently appear busy or relaxed” are frequently used in the workplace are few excellent examples of norms.

1.5 Artifacts

Organizational artifacts are the things people can see, touch, hear, and read about the business. Artifacts can include anything from the physical layout of an office to the wording of memos and letters to the greetings exchanged during meetings and phone calls to the receptionists’ responses to visitors and outside calls. Artifacts have the potential to disclose a lot of information.

1.6 Leadership

The “first step in improving an organization’s culture is for its leaders to take an honest inventory of how things currently stand [17]. Everyone must ascertain wherever our culture lags low about the employees and normal people have envisioned and whether there are areas that can be enhanced. Leaders who can inspire this kind of introspection must be approachable and sympathetic. By exhibiting these traits, leadership can assess the culture and win the respect of those who work for them.. Trust in leadership, management, and coworkers, as well as trust that the company will deliver on its promises, are essential to fostering a healthy culture inside any organization. They must acquire Qualities to:

• Possess sound communication and listening abilities, and be approachable, genuine, open, and transparent.

• Make two-way communication a priority by paying attention to your staff and allowing for open, frank discussion

• Reinforce the organization’s goals, objectives, and values on a regular basis in both your words and your deeds.

1.7 Purpose and values

Organizational values are the core convictions about what is right and beneficial for the business. An organization is said to be value-driven if its ‘value set’ is known and understood by all its employees, rather than just the management. The more the value, the greater its impact on one’s actions [18]. This is true regardless of whether or not they have been stated. Unlike professed ideals that are idealistic and not expressed in the action of the management, the influence of “couched morals rooted down in organization and are toughened by behavioral attitude that can be substantial. Performance, proficiency, competition, and teamwork are all terms that can be implied or stated directly.

The stated goal and core values of the corporation should match its declared objectives and ways of operation. Any discrepancy between an employer’s words and deeds will be swiftly pointed out by their staff. Employees who adhere to the organization’s goal are more committed to its success, more inclined to work there for a long time, and better equipped to contribute to that success. Organizations need to do the following to foster a purpose-driven culture that strengthens workers’ ties to their work:

• Adopt a framework for introducing their purpose or mission to life through action and conduct (values).

• Clearly communicate the purpose, mission, and values; and

• frequently exhibit concrete examples of employees’ contributions to the success of the organization.

1.8 Employee empowerment

Workers wish making difference and contribute to the team. What they really want from their employers is the freedom to do their jobs when, where, and how they see fit. When companies give their workers more freedom, responsibility, and appreciation, they foster a more positive work environment. Workers who have more autonomy in their work get better results. As a result, the company culture has become more robust. A culture of empowerment can be fostered in a company by:

• “Providing flexible work arrangements, including location flexibility (e.g., remote, hybrid and work from anywhere) and schedule flexibility (e.g., flextime, compressed work week, shifted start-stop times, part-time schedules, job sharing and more)

• Demonstrating appreciation for employee contributions through rewards, recognition, compensation and benefits

• Encouraging managers and peers to provide employees with frequent and meaningful feedback”

1.9 Holistic and inclusive well-being

Employers have a significant role to play in reviving their exhausted staff members. In particular, employers should prioritize the health and happiness of underrepresented employee groups, who are disproportionately affected by discrimination and stress in the workplace. The following are some ways in which businesses can make holistic and inclusive well-being central to their mission and values:

• “Investing in resources and tools that support employees’ physical, emotional and mental health

• Reinforcing business norms that promote healthy culture, including regular business hours, meeting-free days, recommended daily breaks, PTO usage and ideas for connecting informally with colleagues

• Evaluating diversity, equity and inclusion programs to assess whether all employees feel supported to be their authentic selves at work regardless of whether they work on-site, remotely or a combination of the two

• Ensuring equity and inclusion is not just touted in hiring practices, but is also ingrained throughout all business practices and reflected in the culture

1.10 Professional development and growth opportunities”

When workers do not see room for advancement in their careers, they generally look elsewhere for employment. Employees are more inclined to stay with a company if they can see a clear route for professional growth and promotion. Employees in a company with a growth culture are more likely to innovate because they are more open to trying new things, taking calculated risks, and looking beyond the status quo for answers.

Organizations can foster a culture of growth by:

• Activating professional development frameworks that include financial support and time allocations

• Offering coaching and internal advancement programs

• Intentionally developing young talent by encouraging mentorship connections and strong on boarding programs

• Rethinking how they create growth and connection opportunities in today’s hybrid and remote work environments, especially for young talent who may need more hands-on mentorship.”

1.11 Communication

A healthy company culture is built on solid communication. The other five factors of organizational culture outlined in this article are only as effective as the level of employee engagement, awareness of the employee experience, and implementation of new programmes and products that are communicated to the workforce. Employers can gain employees’ trust by open communication. When companies are able to effectively convey information to their staff, it helps them feel more included and invested in their work. Organizations can build a trusting and healthy culture with communication by:

• Having an internal communication strategy aligned to the organization’s purpose and values

• Investing in communication training for leaders and managers and identifying employee influencers capable of championing the culture and values

• Listening to employees by asking them questions, providing space for employee input, and taking time to reflect on what they have to say

• Adopting the tools and channels necessary to frequently reach out, listen to and engage all employees, regardless of when, where and how they work.

Today’s” businesses encounter intricate problems. Despite the ever-shifting landscape, one constant remains: a company’s success or failure hinges on its ability to attract and retain the best individuals available. These six aspects of company culture they directly or indirectly effects employees are essential to the success of every business. In the normal context of constant development and competition, the alternative cannot survive for very long in lack of any of these components.

2. Cultural change

The HRD environment and culture of an organization originates in the values of its leadership and is further shaped by the HRD system and its associated practices [19]. Cultural transitions were previously seen as highly idiosyncratic or only tenuously linked to other social movements, making their research the purview of historians and political scientists [20]. “Changes in the ideas, norms, and behaviors of a group of people (or shifts in the contents or themes of their products reflecting such shifts) over time, typically on the scale of decades or centuries, are difficult to study and understand, but recent theoretical and methodological advances have led to the emergence of more systematic and rigorous approaches in psychology”. In Strong organization culture, employee feels appreciated and hence have gained great decision making ability which ultimately leads to better performance [21]. They do not feel helpless at work; they at least have some influence over it whether via working from home or selecting their own endeavors, or even in new job orientation. An organization’s culture consists of the unspoken norms, customs, and underlying values that shape employee behavior and ultimately, productivity [22]. As the nature of global competition shifts and the demand on businesses increases, companies are increasingly prioritizing and putting more emphasis on their cultures. This is due to the paradoxical fact that strong organizational cultures foster both continuity and change. Consensus on a common set of values acts as a stabilizing force inside an organization. The psychological insights gained from studying cultural shifts in relation to the reliability of different tests of mental operations can be quite novel [23]. Many studies of cultural shift have assumed that persistent cultural ideas like individualism/collectivism, social capital, and gender disparity have constant characteristics throughout history. It’s an empirical question, though, whether the psychological import of such ideas holds steady or shifts over time [24]. The term culture change or transformation refers to a transition that can affect an entire company or just one division. To achieve the desired culture, it is necessary to alter the attitudes, beliefs, and abilities of the workforce. It all starts with a person’s conviction (heart) to alter their ways. Then, individuals need the knowledge (thought) and ability (skills) to implement the changes in behavior that are necessary.

However, organizational culture is a major stumbling block to change; the requirement for cultural change is often overlooked in transformation initiatives, which is known to contribute to the high rates of transformation project failures [25]. The culture of an organization and its strategic direction tend to converge over time and reinforce one another. The challenge arises when top management makes a strategic shift that calls for a sea change in employee mindset and behavior [26]. While in theory a new strategy can be adopted instantly, in practice it often takes much longer and requires much more effort to do so, especially if the status quo of old attitudes and behavior patterns persists. Our world is characterized by two main types of cultural shift:

2.1 Employee level cultural change

People have a natural inclination to resist change; a comprehensive strategy that takes into account both personnel and the organizational processes that shape their actions and behaviors on the job is necessary to overcome this resistance and achieve lasting improvements in the company’s culture. There must be two steps involved at the employee level. First, all employees should be updated on the company’s new business plan or other changes in a way that takes into account their individual learning styles and interests. Second, employees should be actively engaged through team meetings, staff workshops, or other venues in adapting the new strategy or goals to their specific areas of responsibility. Taking a two-pronged approach like this can assist foster new norms that will drive the behaviors needed to get there.

2.2 Organizational level culture change

However, attempts at the individual level are insufficient to foster long-term cultural change since culture eventually becomes institutionalized and engrained in the very fabric of the organization, creating its structure and systems and reinforcing these in turn. In specifically, seven change shaping levers that support organizational culture can be identified; these levers need to be realigned with a new strategy to encourage good cultural changes.

3. Developing organizational climate

The term organizational climate refers to the degree to which a company encourages its workers to express their unique personalities and ideas on the job. An organization’s mood, or organizational climate, as some call it, can evolve slowly over time and fluctuate often depending on how much attention is paid to it [27]. The climate of an organization can be gauged with the help of questionnaires and other instruments. The health of an organization’s culture can be gauged by measuring employee satisfaction on a variety of factors. A company may, for instance, find out through its staff that, while its constraint system is robust, its decision-making procedures are in effect [1]. Several variables impact the atmosphere in an organization. The culture of an organization can be improved with the help of incentives like annual bonuses, parties, and presents. When employees are trusted, valued, heard, and given opportunities to contribute, it’s a sign of a positive work environment. When companies invest in their employees’ personal and professional development, they boost morale and productivity [28]. The morale and output of workers can be affected by the atmosphere of the workplace. However, in order to achieve these desirable outcomes, a company must make substantial investments in a number of critical areas. The following are domains where the influence of organizational climate can be seen.

3.1 Constraints

The importance of setting limits and limits in the workplace cannot be overstated. When workers have clear goals and responsibilities but are also encouraged to think beyond the box, they tend to excel. However, it is important for businesses to avoid placing too many restrictions on their employees, as this can have a negative impact on morale and output.

3.2 Communication

Organizational climate is enhanced when employees feel they receive constructive, fair, and regular feedback from their leaders [29]. They also appreciate the opportunity to be heard on issues that matter to them and their daily work. In other words, communication works best when all parties have a fairly equal amount of time to share their thoughts.

3.3 Decision-making

Buy-in is a powerful motivator. That is why it is good for an organization to seek their employees’ input on important decisions, especially when it comes to individual and departmental goals. If employees feel involved with business efforts from beginning to end, they are more likely to feel a stronger sense of ownership and accountability.

3.4 Policies and procedures

Employees can be a valuable resource in developing better policies and procedures for their work units and even companywide. By being on the front lines and experiencing processes firsthand, they can help root out inefficiencies, errors, and discriminatory practices. As a result, organizational climate improves.

3.5 Infrastructure

Organizational climate is also affected by infrastructure, which includes facilities, equipment, technologies, and other tools that help employees do their work. Though some innovations in infrastructure may be more challenging to a workforce at first (e.g., getting new computers), a forward-thinking, responsive organizational climate usually appeals to employees. Organizational climate is important for many reasons. It establishes constraint systems so employees know appropriate boundaries. It also drives how organizations communicate, make decisions, establish policies and procedures, and contribute innovatively to their fields.

3.6 Classification of organizational climate

All organizations are unique, which means each one differs in organizational climate from one another sharing peoples of different mindset and behavior. As cultural climate are the recurring patterns of behavior, attitudes and feelings that characterize life in the organization, while an organization culture tends to be deep and stable [30]. However, they can often be categorized under some common organizational climate types, four of which are explained.

1. People-Oriented Climate The organizational culture that includes a core set of values and puts its onus on care and concern for the employees’ results in people-oriented climate.

2. Rule-Oriented Climate The organizational culture that provides for featured benefits and puts its burden on attention to details by all the members’ result in rule-oriented climate.

3. Innovation-Oriented Climate The organizational culture that introduces new ways and processes to develop new and innovative things results in innovation-oriented climate.

4. Result-Oriented Climate The organizational culture that gives preference to values and puts its onus on refining every detail of the processes to refine and achieve results is known as result-oriented climate.

3.7 Technological impact on cultural norms

In recent years, technology has had a profound effect on culture, causing shifts in norms and priorities. These shifts will become more obvious as technology advances, increasing the potential for cultural friction. In this paper, we’ll look at how technological advancements have influenced culture, how those shifts have affected values and conventions, and how that might lead to friction between groups with different worldviews. “Technology is available in the market for a price. But what is not available in the market for a price are Values, which translates to – Culture, Empathy, Ethics, Transparency, and Trust.” (Arundhati Ashoka, 23). In recent decades, technological advancements have fueled a wide range of cultural shifts. The emergence of social media has been one of the most transformative factors since it has radically affected people’s habits of sharing information and interacting with one another. The advent of social media has made it easier for people to communicate with one another across geographic and cultural boundaries. Because of this, individuals are more open to discussing their beliefs and ideals with one another, which has altered their perspectives on life [31]. The expansion of online shopping is another example of how technology has influenced cultural shifts. The advent of online marketplaces has revolutionized the way commodities are bought and sold, making it simpler than ever to gain access to a global market. As a result, people’s perspectives on consumption and the worth of material goods have shifted. The proliferation of mobile devices has also contributed significantly to the shift in values. Thanks to smart phones and other mobile devices, we can now get our hands on news, music, and movies whenever and wherever we choose. The result is a shift in how we value social interaction and how we spend our free time [32]. The idea of technology is similarly intricate and varied. It’s the methods employed to resolve issues or accomplish objectives. Technology has the potential to better people’s lives, but it also has the potential to cause them harm [33]. There are numerous ways in which technological advancements may alter cultural norms. It has the potential to alter people’s modes of expression, education, employment, and socialization. People’s perspectives on themselves and the world can also be altered by technological advancements [34]. Technology-driven cultural transformation has the potential to spark serious conflicts [35]. Emergence of new technology might pose a threat to established norms and values. People with contrasting norms and beliefs may find themselves at odds as a result. Technology can influence cultures in a number of different ways. Introducing novel concepts and ideals is one approach. For instance, the proliferation of online communication has facilitated the exchange of ideas and ideals among people from different parts of the world. Traditional patterns of living can also be altered as a result of technological advancements. People’s ways of working and living have shifted as a result of the advent of automation and the resulting displacement of some workers. Altering social structures is another way in which technology contributes to cultural shifts.

For instance, [36] the proliferation of social media has given rise to brand new online communities, which have the potential to profoundly affect individuals’ attitudes and actions.

• Technology-driven cultural transformation has the potential to spark serious conflicts. Emergence of new technology might pose a threat to established norms and values. People with contrasting norms and beliefs may find themselves at odds as a result.

• For instance, the proliferation of social media has contributed to wider societal divisions. This is because social media users can choose to exclusively interact with other users who share their views, creating a kind of echo chamber. Because of this, there is a higher potential for confusion and strife. The rise of automation is another example of the potential for conflict that might arise as a result of technology-driven cultural change. Displacement of workers due to automation is a potential source of friction between employees and their employers.

There is no denying the profound effect that technological advancements have had on our culture [37]. Rapid technological progress has facilitated widespread cultural corruption through materialism, edging us ever closer to an unhealthy lifestyle’s nonexistence. One positive effect of technology is that it has allowed society to increase production, provide services to a wider population, and enjoy more prosperity. It has also had a significant cultural impact and impacted daily life. Language, art, movement, education, and faith are just few of the cultural spheres that have been profoundly influenced by technological advancements [38]. The global dissemination of knowledge made possible by digital technology has altered the ways in which different societies perceive and engage with one another. Cultures are influenced by and can mingle with one another thanks to technological advances. It has had an impact on every facet of society, including medicine, transportation, and even power. However, there are many who worry that technology is replacing humans’ intellectual success with mindless conveniences. The good and the bad effects of technology on culture are equally significant. While it has improved areas like education, healthcare, and research, it has also altered cultural norms and practices in profound ways. The overemphasis on technology is to blame for unemployment and cultural backwardness [39], as well as the resulting lack of trust among the general public.

• There have been both beneficial and negative impacts of technology on culture.

• Causes of addiction include reliance on others, mass-produced culture.

4. Organizational culture transformation

Industry’s repeated failures at Change Management gave rise to Cultural Transformation, a pumped-up procedural and behavioral paradigm [40]. In the early 21st century, as we re-engineered businesses and procedures, we learned that people were not like machines or processes and therefore could not be re-engineered [41]. As a result, Endeavor employs an array of methods for bringing about the cultural and individual shifts that are necessary for every business to function at its highest potential [42]. To make any kind of lasting change at a firm in the modern day, we must first acknowledge that individuals must condition their attitudes, values, beliefs, and priorities in order to alter their behavior and, by extension, the company’s culture. Intentional leadership behavior, leadership actions, and employee inputs are required to successfully design an organization-wide transformation beyond.

4.1 Three M’s of cultural transformation

Organizational culture always a hot topic within human resources departments as it effects impact all aspects of a company’s operations and Functioning. Recent [36]. Psychological Researches has uncovered three leading elements of Cultural Transformation [43].

4.2 Measure

This is the first essential step in any cultural change initiative – finding out where you are starting from by taking the time to learn the core values of your valued employees. By determining what is important to people at levels within your organization, you can align your culture effectively. And Baumgartner says not to be surprised that values can differ by level, function and, if your company has multiple offices, by location as well.

4.3 Manage

Once you have a list of your employees’ core values, simplify them as best you can and narrow them down to 1–3 values so that you can methodically adjust your organization’s recruitment, engagement and retention around a manageable list. Focusing on these main values, apply them to your organization’s:

• Communication: values to reinforce those ideals in every written and spoken communication. In the end, this will result in the development of a language exclusive to your company’s culture. Integrate your company’s beliefs into the way you evaluate applicants for employment and the recruiting process. Standardize the criteria through which you assess applicants’ values. Establish culture gatekeepers and refrain from recruiting candidates who do not strongly fit the culture.

• Employee Engagement / Development: Establish a road map for success beneath your organization by letting your fundamental values dictate how you engage and develop your staff. For instance, if your staff members desire to Encourage everyone to be challenged by your company’s principles by assigning them to tasks that will push and broaden their horizons. Give them benefits that will help them achieve a better work-life balance if they want one. Play to your staff’s strengths and honor your company’s basic beliefs.

4.4 Monitor

It is essential to establish metrics by which your progress may be monitored. According to Baumgartner, in order to effect lasting cultural shifts, you must provide concrete evidence that people’s lives are improving as a result of your efforts. Think about and evaluate: Are individuals more involved and content than before? Is there an increase in output? What kind of progress have we made in terms of memory retention? Is there greater nuance in the hiring process? How well do new hires mesh with the existing team dynamic?

Supporting your organization in achieving its goals is no easy task, but by keeping these three Ms. in mind and addressing them, you can help it succeed. Once it happens, good things will start happening across the board for your business.

4.5 Cultural values and its dimensions

The IBM Values Survey was conducted from 1967 to 1973. (Geert [44]) Factor analysis on the findings of a global survey provided Geert Hofstede with the foundation for his first model. It’s been improved upon since then. Using a framework borrowed from factor analysis, he explains how a culture shapes individuals’ values and how those values influence their actions. Cultural values were intended to be analyzed along four dimensions in the original theory: The cultural dimensions theory given by Hofstede are as under;

1. “Power Distance Index (PDI),

2. Individualism vs. Collectivism (IDV),

3. Uncertainty Avoidance Index (UAI),

4. Masculinity vs. Femininity (MAS)

5. Long-term Orientation vs. Short-term Orientation (LTO)

6. Indulgence vs. Restraint (IND)”.

The Power Distance Index (PDI) measures how much less powerful members of institutions and organizations (such as families) acknowledge and anticipate that power is not allocated fairly. In this dimension, followers at the lower level sense inequity and authority. A higher Index degree means that hierarchy is undeniably created and followed in society, without hesitation or justification. A lower Index score indicates that individuals challenge authority and want to share power.

Collectivism vs. Individualism (IDV): This indicator investigates the degree of social integration of individuals. Individualistic cultures tend to have weak relationships that frequently only connect a person to his or her immediate family. “I versus the We” is emphasized. Collectivism, which is its antithesis, Imagine a world where extended families and other in-groups are connected through tightly-integrated ties. These in-groups have an undeniable bond of loyalty and stand by one another when there is an issue with another in-group.

Index of Uncertainty Avoidance (UAI): The Uncertainty Avoidance Index measures a society’s propensity to welcome or avoid an occurrence that is unexpected, uncharted, or inconsistent with the status quo. An index with a lower value indicates that more people accept different viewpoints. The environment is more free-flowing, ambiguity is more common, and society tends to put less restrictions.

Masculinity vs. Femininity (MAS): Masculinity refers to the inclination in society for success, bravery, aggressiveness, and monetary benefits. Its opposite stands for a preference for harmony, modesty, helping the weak, and high quality of life. Women tend to exhibit distinct ideals in their respective communities. Equally with males, feminine civilizations value modesty and compassion. Women are more competitive and emphatic in civilizations where men are more dominant, although they are noticeably less emphatic than men. They nevertheless acknowledge the discrepancy in values between men and women. In communities that are predominately masculine, this component is typically seen as forbidden.

IND: Indulgence vs. Restraint Whether or not the basic delights are realized, this dimension ultimately serves as a gauge of happiness. A civilization that permits the relatively unrestricted satisfaction of fundamental and natural needs is considered indulgent to human needs.

4.6 Changes in values and norms

There have been substantial shifts in values and conventions as a result of technological advancements. Popularity of social media is only one factor that has pushed individuals to put more effort into marketing themselves. The ideals, customs, and practices of a society are all manifestations of its culture [45]. A culture can learn about itself through its members by examining how they think, act, and share knowledge and technology. Language, art, movement, education, and religion are just few of the essential facets of human civilization that have been profoundly influenced by technological advancements. A community’s culture provides a benchmark against which technological innovations are evaluated, and assessed. Technology has an impact on every facet of culture; it ultimately dictates the course of Cultural Revolution [46]. If technology is not in tune then will be conflict between the advancement of technology and the preservation of cultural norms depending on the social and cultural circumstances of the community. When reason and emotion are in balance, freedom of speech in the technical world transcends boundaries of race, age, and educational attainment. The lack of limits, regulations, and repercussions could lead to a cultural decline if people exploit it to live out their wildest ambitions [47]. Culture can be seen in the ways in which people think and act. Culture is observed by people as a mirror reflecting their own ideas, behaviors, values, and acquired knowledge. Technology has had profound effects on fundamental facets of human culture, including language, education, mobility, art, and religion [48]. The cultural norms of a society are used as a yardstick by which technological innovations evaluate. The development of culture is ultimately shaped by technology since it has an influence on all facets of culture. Technology must be in sync with community social and cultural contexts if it is to occupy the larger cultural dimension. If it is not, there will be tension between technological progress and the maintenance of cultural norms”.

It increasingly common for people to construct identities based on how they appear online. Because of this, people’s views on privacy and authenticity have shifted [49]. Values and customs have shifted as a result of the expansion of online shopping. Nowadays, ease of use and availability are prioritized by consumers over product perfection. Our standardized way of life has erased traces of our heritage. Inevitably, technology has had a profound effect on our customs and values, and this influence may be broken down into subcategories based on how they manifest in modern society. The language was developed so that younger generations may communicate with their elders and gain wisdom from their experiences. They created tools for farming, structures for living in, and weapons for both offense and defense [50]. Technology advances in tandem with the expanding human population. Because of scientific and technological progress, the average human lifespan has risen. The advent of the printing press paved way for more people to gain access to education, literature, and information. When the technical world kept in check, people of various ages, backgrounds, and levels of expertise are able to openly express their ideas and opinions. We rely on current techniques to fulfill our dreams letting true, and if no restrictions are there on rules, regulations, or consequences, humanity could suffer [28]. Every facet of human life is being affected by the rapid development of technology. Benefits of cutting-edge digital methods are having far-reaching effects on our societies. However, the process of cultural change management is one of the most important business problems, not the devices, software, or solutions themselves.

5. Cultural conflicts and conflict resolution

Because wars are fought between people, cultures are always present. The naming, framing, blaming, and taming of conflicts are all influenced by cultural norms. The existence or nonexistence of a conflict is a matter of perspective [51]. Culture is always a factor in conflict, regardless it has a significant impact or a minor one [27, 52]. Any argument that has an impact on us where it counts—where we create meaning and uphold our identities—always has a cultural component.. Disputes that refuse to be resolved, such as the Israeli-Palestinian conflict or the dispute between India and Pakistan over Kashmir, involve more than just questions of territory, boundaries, and sovereignty; they also involve the recognition, expression, and legitimization of distinctive identities and methods of existence and meaning-making [53].

Generational culture shapes teen-parent problems, while gender culture shapes marital or partnership disagreements [54]. Conflicts between different disciplinary cultures in the workplace can lead to misunderstandings and miscommunication among coworkers. Culture is always present in war, whether it surges ahead with overwhelming force or creeps along undetected until it is almost tripped over by the unaware. A Brief Discussion. The following are the levels at which conflicts can be found:

5.1 Level 1 – Individual level conflict

All people have internal conflict, which management should be aware of. When a person’s desires and motivations are suppressed or when he is presented with opposing roles and objectives and is forced to make choices, conflict develops inside them. Unacceptability, Incomparability, and Uncertainty are other causes of interpersonal conflict.

Types of conflict at individual level are:

1. Frustration: An individual feels irritated when they fail to achieve their goals. The highest level of discontent is frustration, which leads to conflict in the individual. The four major categories for the protective mechanism, result, or response to frustration are as follows: [55]

(i) Aggression (ii) Withdrawal (iii) Fixation and (iv) Compromise

1. Goal Conflict: When two or more issues compete with one another, goal conflict arises. Conflict arises when an individual cannot decide which objective should be pursued because it has both good and bad aspects or because there are two or more goals that are in competition with one another. The following aim conflicts have been discovered in this context.

2. On the Basis of Individual Cultural identity Conflict are then sub categories as:-

5.2 Approach-approach conflict

In this sort of conflict, one person will have two intense, positively valenced desires. Consider the following scenario: A person is faced with two tempting employment offers and must select one of them. Tension results. Such conflicts are less destructive after choosing a side. The other one instantly becomes less significant to him or diminishes. But in some circumstances, choosing will be exceedingly challenging. For instance, a lady must decide between choosing her parents or a lover for an intercaste marriage. These situations are similar to “you can’t have your cake and eat it, too.”

5.3 Avoidance-avoidance conflict

There are two negative ends at stake here. There are times when a person must pick between two undesirable outcomes. Both outcomes are undesirable in a dispute of this nature, but he cannot remain neutral. A woman, for instance, is forced to choose between working a job she despises and staying unemployed. The person is hemmed in by two antagonistic dangers, anxieties, or circumstances. If she is stuck between the two options, she can always leave the field. However, the escape could have negative repercussions. A person who is unable to persuade his or her mother or spouse could, for instance, turn to harmful behaviors like excessive alcohol usage or suicide.

When trapped in such situations with no way out, some people may resort to ‘amnesia’ or other defense mechanisms like regression or fantasy to alleviate their stress.

5.4 Approach-Avoidance conflict

This is also a very tough and complex conflict to resolve. For the simple reason that in this kind of struggle, the target of one’s desires serves as both an attraction and a repulsion. In this case, the target item will be emotionally charged in two ways. The pleasant valence first draws the guy in, but the negative valence pushes him away. Frustration and stress result from being drawn to the target but unable to approach it. An individual may be torn between accepting a job offer because the pay is good and turning it down because it’s too dangerous. Aman wants to get married and start a family, but he has little interest in taking on parental obligations.

5.5 Multiple-Approach-Avoidance conflict

Multiple positive and negative valences will be at play in some of life’s events. Let us say a woman has accepted a marriage proposal [54]. For her, marriage represents a number of good things—namely, the chance to spend the rest of her life with someone she adores. However, if she feels she will lose out in the marriage because she will no longer be able to maintain her current level of financial and social status, she may become resentful of the union. The cumulative value of both valences will determine the outcome of this conflict. If positive valence wins out, she’ll leave her career and pursue marriage; if negative valence wins out, she might turn down marriage and keep working.

5.6 Level-2 Interpersonal conflict

Interpersonal conflict is the most common and readily apparent sort of “conflict, and it happens when two or more people disagree. All conflicts may be boiled down to interpersonal tensions since the majority of disputes result from tensions between members of the same organization or group and members of other companies or groups (2001).

According to Researcher Wherten and Cameron, there are four sources of interpersonal conflict.

1. Personal Disparities: Personal disparities can be a key cause of interpersonal conflict. The upbringing, cultural and familial customs, family background, educational experiences, and values of each person vary.

2. Information Deficiency: Information deficiencies can sometimes lead to disputes between people. This kind of dispute frequently comes from a breakdown in organizational communication.

3. Role incompatibility is yet another potential cause of interpersonal conflict. Many managers work in cross-functional organizations nowadays, where their particular positions may not be compatible due to interrelated duties and functions.

4. Environmental Stress: Environmental stress may also be the cause of the interpersonal conflict. Environment-related stress is brought on by dwindling or scarce resources, downsizing, pressure from the marketplace, and a high level of uncertainty.

5.7 Level3- Group level conflict

Most of the group is made up of two or more people who interact with one another, possess distinct roles and status relationships, and adhere to certain principles and standards of conduct to ensure efficient operation. Groups have an influence on other organizations as a whole in addition to the conduct of its individual members. Two different sorts of conflict arise during this contact process:

1. Intra Group Conflict: Intra group conflict is visual when group conflict may arise in three ways [56].

Intra group conflict is like the interpersonal conflict with the difference that the persons involved in the conflict episode belong to a common group. The causes are similar to those of interpersonal conflicts.

1. An all new issue arises.

2. When new values are imported from the social environment into the group and

3. When a person’s extra group role comes into conflict with his intra group role.

1. Inter Group Conflict: Conflicts between different groups in the organization are known as inter-group conflicts [57]. Organizational conflict is another way to describe inter-group conflict. Intergroup conflict factors can be categorized under the following four headings:

1. No joint decision-making.

2. Disparate objectives.

3. Differences in objectives and perceptions and.

Organizational conflict may be categorized structurally into four categories:

1. Hierarchical Conflict: This is the conflict that arises between several organizational levels. For instance, the top or lower level management may disagree with the intermediate level management.

2. Functional Conflict: Conflict that arises inside an organization’s multiple functional divisions is referred to as functional conflict. Because the marketing department and the manufacturing department could clash

3. Line-Staff Discord: One may say that line staff conflict is the conflict between members of the queue and staff: Conflict between members of the queue and staff may also be referred to as line-staff conflict. Conflict arises when staff personnel have little control over those in queue because of this. d) Formal-Informal Conflict: This type of conflict occurs when formal and informal organizations are involved.

5.8 Level 4-Organizational level conflict

De Dreu and Weingart [58] the term stress brought on by the surroundings. Resources are becoming increasingly scarce, which causes environmental stress. Conflict at the organizational scale might arise between the buyer and seller organizations, between a union and the organizations that employ its members, or between the organizations that are regulated by the government and those that are impacted by it.

5.9 Process of conflict

Conflict is a dynamic process consisting of a chain of events which tend to unfold in a particular sequence There are 5 stages of a conflict episode as described below.

1. Latent Conflict: Conflict episode begins with latent conflict. Important sources of organizational conflict include competition for scarce resources, drive for autonomy, divergence of sub-unit goals, competition for organizational positions and even role conflict.

2. Perceived Conflict: In few situations Conflict perceive even if, no conditions latent conflict exists and latent conflict circumstances present might be in a relationship with out of the participant perceiving conflict. Perceived Conflict results due to the misunderstanding of each other’s true position.

3. Felt Conflict: It is at the felt level that college of employees becomes sensitively mixed up in a conflict and face anxiety, tension, frustration, or hostility. There is an important distinction conflict. Between perceiving conflict and already Perceived conflict results due to feeling conflict, Because a conflict is perceived does not mean that it is — personalized. The Cognition and personalization are two distinct stages.

4. Manifest conflict: Conflict behavior that is really manifested can take many different forms, including open anger, physical and verbal violence, sabotage, indifference, retreat, and so on Parties act in ways that cause reactions from one another.

5. Aftermath Conflict: Depending on how the dispute is resolved, the consequences of conflict-related behaviors can either be beneficial or harmful for the parties involved.

5.10 Models of conflict resolution management

Conflict Management by M P Follet M P Follett highlighted prime issues rise by conflicting environment. She makes the case in her essay “Constructive Conflict” that conflict should be seen as a typical organizational process [59]. She believed it to be no wasteful outbreak of incompatibilities, in spite regular methods through which socially valuable differences register themselves for the enrichment of all concerned [60]. For the constructively working on conflict. Follett says there are 4 ways of resolving conflict:

1. Dominance is the triumph of one side over the other: This is the quickest approach to resolve a dispute, but it rarely works in the long run.

2. Making a compromise is the second technique to resolve a dispute. In this, each party makes a small concession in order to achieve peace, or, to put it another way, in order to resume the activity that the war has halted. The cornerstone of trade union strategies is compromise.

3. Situational manipulation by one party is what manipulation is all about.

4. Integration seeks an outcome in which neither party is required to make any concessions and where the goals of both parties are satisfied. Only integration, she said, actually stabilizes.

Conflict Mode of Thomas-Kilmann [61] on the Instrument Behavioral scientists Kenneth Thomas and Ralph Kilmann devised the Thomas-Kilmann Conflict Mode responding to right or wrong, although one or more styles might be avoidance, and accommodation. This is another form of conflict resolution. Conflict resolution methods that are improper for the circumstances at hand, such as competitiveness, cooperation, and compromise, have the affect of making the situation quickly get out of hand.

• Competing (Goal: I win, you lose)

A competitive personality comes off as forceful, dictatorial, confrontational, and threatening in others. A competitive style is an effort to exert pressure and achieve authority at the expense of the opposing party. When you need to execute an unpopular choice, make a speedy decision, the decision is crucial in a crisis, or it’s critical to let people know how important an issue is to you standing up for your rights, using a competitive style of conflict management may be acceptable. The major drawback of utilizing this approach is that relationships may be irreparably damaged, which may inspire other parties to utilize subversive tactics to further their interests.

People have become nothing more than if you are not with me, you.

• Accommodating (Goal: I lose, you win)

In accommodating, we put other people’s wants ahead of your own because you want to maintain harmony. Maintaining the connection is of utmost importance. Smoothing or harmonizing can produce emotions in a person that vary from rage to joy and can lead to a false solution to a problem: The role of the martyr or complainer may be played by accommodating people because they lack confidence and are cooperative. However, because it maintains relationships, accommodation may be advantageous when one is mistaken or when one wants to minimize losses when they are going to lose anyhow. It may become competitive — I’m nicer than you are — if you use it all the time, which may lead to a lack of originality in dispute resolution and worsened power disparities.

• Avoiding (Goal: I lose, you lose)

Avoidance is the purposeful avoidance or withdrawal from a disagreement rather than its confrontation. This approach could come off as indifference to one’s own problems or those of others. Those who ignore a situation do so in the hopes that it will go away, solve itself without their assistance, or that someone else will step up to the plate. There are times when it is wise to avoid conflict, such as when you need more time to consider your options, pressing deadlines require a delay, conflict would damage a working relationship, or your requirements are unlikely to be met. Avoidance, meanwhile, can backfire if the other person thinks you do not care enough to interact. This approach permits the avoidance of conflict by ignoring it.

• Compromising (Goal: I win some, you win some)

The compromise approach shows that you are prepared to put up some of your aims in exchange for other people’s agreement to give up some of theirs. Resolutions may entail dividing the disagreement or looking for a middle ground, but compromising keeps the partnership intact and can go more quickly than collaborating. Compromise has the drawback of sometimes being a quick fix and limiting fresh creative possibilities. It can lead to game-playing and less-than-ideal results if you consistently straddle the line or split the difference.

• Collaborating (Coal: I win, you win)

Conflicts are seen as issues to be solved in the collaborative approach, and innovative solutions that address the needs of all parties are sought for. You examine the situation in order to discover the underlying issues, challenge your own beliefs, and comprehend other people’s points of view without sacrificing your own self-interest. Collaboration takes time, consequently it might not be worthwhile constructing a win-win solution if the relationship between the parties is not significant. However, cooperation promotes connections, respect, and trust. Address the dispute immediately and in a way that shows willingness for all parties to obtain what they need in order to foster a more collaborative atmosphere.

6. Conclusion

Potential for conflict that can arise from technology-driven cultural change is significant. Undoubtfully technology is changing every aspect of our lives. And the benefits provided by new digital approaches are showing a huge improved impact on our societies. However, one of the greatest business challenges is not about the devices, software or solutions – it is about how we positively manage the process of cultural change. It’s important to remember that technology is not inherently bad as Technology and culture directly influence each other. As cultures change, so does the technology it innovates Structure. Much of this is for the greater good. It can be used to improve the quality of life and living Standards, but it can also be used to harm people. So it’s important to be aware of the potential for conflict that can arise from technology-driven cultural change, so that we can take steps to mitigate this conflict.

One way to mitigate the conflict that can arise from technology-driven cultural change is through education and sharing knowledge about not only our customs, traditions and norms but also to respect each and every culture in the same way as we do ours. It is important to educate people about the potential impact of new technologies; so that they can make informed decisions about how to use these technologies. Another way to mitigate the conflict that can arise from technology-driven cultural change is through dialog. It is important to create spaces where people can come together to discuss the impact of new technologies, and to find ways to bridge the gaps between people who hold different values and norms. Through taking these corrective measures we can help to create a more all-encompassing and harmonious societal face of technology-driven cultural change.