Fundamentals

Seventy percent of small to medium-sized businesses fail to see a positive return on their technology investments, a stark figure highlighting a critical disconnect. This isn’t about a lack of technology itself, but rather a misalignment between technology and the very culture that is supposed to utilize it. The question then becomes not just about acquiring the latest gadgets, but about fundamentally rethinking how a business operates and breathes in the digital age. For small and medium businesses (SMBs), the decision to adapt culture for technology is less a question of ‘if’ and more a complex equation of ‘how much’ and ‘in what ways’.

Understanding the Cultural Core of Smbs

Before even considering technology, it’s essential to grasp what constitutes ‘culture’ within an SMB. Culture in this context isn’t some abstract corporate jargon; it’s the living, breathing heart of a small business. It’s the shared values, the unspoken rules, the way people interact, and the collective mindset that dictates how work gets done. In many SMBs, culture is often organically grown, shaped by the founder’s personality, the initial team, and the early challenges faced.

It’s flexible, often familial, and deeply personal. This organic nature, while a strength in many ways, can become a point of friction when technology demands shifts in established routines and mindsets.

Consider Maria’s bakery, a thriving local business known for its handcrafted sourdough and warm, personal customer service. Her culture is built on face-to-face interactions, artisanal skill, and a deep connection to her community. Introducing a complex online ordering system, while seemingly beneficial, could disrupt this culture if not handled thoughtfully. Will her staff, accustomed to direct customer engagement, adapt to managing online orders?

Will her customers, who value the personal touch, embrace a digital interface? These are cultural questions, not just technological ones.

Technology as a Cultural Catalyst

Technology is not a neutral tool; it’s an active agent of change. Introducing new technology into an SMB is akin to introducing a new element into a delicate ecosystem. It has the potential to disrupt existing balances, create new pathways, and even alter the fundamental nature of the environment. Think of automation software designed to streamline customer service.

On the surface, it promises efficiency and reduced workload. However, if the SMB’s culture values highly personalized, human interaction in customer service, implementing such technology without cultural adaptation Meaning ● Cultural adaptation, within the context of SMB growth, concerns the modifications a business makes to its operational strategies, product offerings, or marketing initiatives to align with the cultural norms, values, and preferences of a new or expanding market. could lead to a perceived drop in service quality and customer dissatisfaction. The technology itself may be effective, but culturally, it might be a mismatch.

Adapting culture for technology in SMBs is about ensuring technology enhances, not erodes, the core values and operational strengths of the business.

Conversely, technology can also be a powerful catalyst for positive cultural evolution. Imagine a small construction firm, traditionally reliant on paper-based processes and verbal communication. Adopting project management software can introduce a culture of transparency, data-driven decision-making, and improved collaboration.

This technology isn’t just automating tasks; it’s fostering a shift towards a more structured, accountable, and potentially more innovative work environment. The key lies in understanding technology’s dual nature ● it can disrupt, but it can also develop.

The Spectrum of Adaptation ● From Resistance to Revolution

SMBs approach cultural adaptation to technology across a spectrum, ranging from outright resistance to complete cultural revolution. At one end, some SMBs exhibit strong resistance, clinging to established ways of working and viewing technology as an unnecessary or even threatening intrusion. This resistance often stems from a fear of the unknown, a lack of understanding of technology’s potential benefits, or a genuine concern about losing the ‘human touch’ that defines their business. This stance, while understandable, can lead to stagnation and missed opportunities in an increasingly digital marketplace.

On the other end of the spectrum are SMBs that embrace a revolutionary approach, willing to fundamentally reshape their culture to fully leverage technology. These businesses see technology as an enabler of growth, efficiency, and innovation, and are proactive in adapting their organizational structures, workflows, and employee mindsets to align with technological advancements. This approach, while potentially yielding significant benefits, requires careful planning, strong leadership, and a willingness to manage the inherent disruptions that come with rapid cultural change.

Practical Steps for Cultural Alignment

For most SMBs, the optimal path lies somewhere in the middle of this spectrum ● a balanced approach that acknowledges the need for cultural adaptation while respecting the existing strengths and values of the organization. This involves a series of practical steps, starting with a realistic assessment of the current cultural landscape.

1. Assess Current Culture ● Before introducing any new technology, SMB owners must honestly evaluate their existing culture. What are the core values? How do employees communicate and collaborate? What are the ingrained work habits? This assessment provides a baseline for understanding potential areas of cultural friction and alignment.
2. Identify Technology Needs ● Technology adoption Meaning ● Technology Adoption is the strategic integration of new tools to enhance SMB operations and drive growth. should be driven by clear business needs, not just the allure of the latest trends. What specific challenges can technology solve? What opportunities can it unlock? Focus on technologies that directly address pain points or enhance existing strengths.
3. Communicate the ‘Why’ ● Transparency is paramount. Clearly communicate to employees the reasons behind technology adoption. Explain the benefits, address potential concerns, and emphasize how technology will support, not replace, their roles. Open communication builds trust and reduces resistance.
4. Provide Training and Support ● Technology is only as effective as the people using it. Invest in comprehensive training programs that equip employees with the skills and confidence to utilize new technologies effectively. Ongoing support and readily available resources are equally crucial.
5. Iterative Implementation ● Avoid sweeping, disruptive changes. Implement technology in phases, allowing time for cultural adjustment and feedback. Pilot programs, gather employee input, and make iterative adjustments based on real-world experiences.

Consider a small retail boutique wanting to implement a new inventory management system. Instead of immediately forcing all staff to use the complex system, they could start with a pilot program in one department, providing thorough training and support to a small team. Their feedback and experiences can then inform a broader, more culturally sensitive rollout across the entire store. This iterative approach minimizes disruption and maximizes buy-in.

The Role of Leadership in Cultural Adaptation

Cultural adaptation for technology is not a bottom-up process; it requires strong leadership from the top. SMB owners and managers must champion the change, visibly demonstrating their commitment to both technology and the evolving culture. This involves not only articulating the vision but also actively participating in the adaptation process, learning alongside employees, and fostering a culture of continuous learning and improvement. Leadership’s role is to create a safe space for experimentation, where mistakes are seen as learning opportunities and employees feel empowered to embrace new ways of working.

For example, if the owner of a plumbing business wants to introduce digital scheduling and dispatch software, they shouldn’t just delegate the implementation to a junior staff member. Instead, they should actively learn the system themselves, use it in their own daily tasks, and visibly encourage their team to adopt it. This hands-on leadership demonstrates genuine commitment and sets the tone for cultural change.

Measuring Cultural Adaptation Success

Measuring the success of cultural adaptation is not as straightforward as tracking ROI on technology investments. It’s a more qualitative process, focusing on shifts in employee attitudes, behaviors, and overall organizational effectiveness. Key indicators of successful cultural adaptation include:

• Increased employee engagement Meaning ● Employee Engagement in SMBs is the strategic commitment of employees' energies towards business goals, fostering growth and competitive advantage. with technology.
• Improved communication and collaboration.
• Greater efficiency and productivity.
• Enhanced innovation and problem-solving.
• Positive employee feedback and reduced resistance to change.

Regular employee surveys, feedback sessions, and observation of team dynamics can provide valuable insights into the progress of cultural adaptation. It’s a continuous process, not a one-time event, requiring ongoing monitoring and adjustment.

Culture as a Competitive Advantage in the Digital Age

In the digital age, a culturally adaptable SMB is a competitively advantaged SMB. Businesses that can effectively integrate technology into their operations while preserving their core values and human touch are better positioned to thrive. Culture, when aligned with technology, becomes a powerful differentiator, attracting and retaining both customers and employees.

It’s about creating a work environment where technology empowers people, and people, in turn, leverage technology to achieve business goals. The extent to which SMBs should adapt culture for technology is therefore not a fixed point, but a dynamic journey of continuous evolution and alignment, driven by a deep understanding of both culture and technology’s transformative potential.

The real question isn’t whether to adapt, but how to cultivate a culture that is inherently adaptable, resilient, and ready to embrace the ever-evolving technological landscape. This is the foundation upon which SMBs can build sustainable growth Meaning ● Sustainable SMB growth is balanced expansion, mitigating risks, valuing stakeholders, and leveraging automation for long-term resilience and positive impact. and success in the years to come.

Strategic Cultural Integration For Technological Advancement

Thirty-eight percent of SMB technology implementations fail to meet their intended objectives, a considerable waste stemming from strategic misalignment, often rooted in cultural oversight. This isn’t simply about choosing the wrong software; it’s about a deeper strategic failure to integrate technology within the existing organizational culture, viewing culture as a malleable asset rather than a static barrier. For SMBs seeking sustainable growth and automation, the question of cultural adaptation transcends basic implementation, demanding a strategic, integrated approach that positions culture as a dynamic enabler of technological progress.

Culture as a Strategic Asset, Not an Obstacle

Traditional business thinking often frames organizational culture Meaning ● Organizational culture is the shared personality of an SMB, shaping behavior and impacting success. as a fixed entity, something to be ‘overcome’ or ‘managed’ when introducing technological change. This perspective is fundamentally flawed. Culture, particularly in agile SMB environments, should be viewed as a strategic asset, a dynamic and adaptable component that can be actively shaped to facilitate technological integration and drive business objectives. A culture that values learning, experimentation, and collaboration is inherently more receptive to technological change Meaning ● Technological change for SMBs is the continuous adoption of new tools and processes to improve efficiency, competitiveness, and drive sustainable growth. than one that prioritizes rigid hierarchies and adherence to tradition.

Consider a small manufacturing company aiming to implement robotic process automation Meaning ● RPA for SMBs: Software robots automating routine tasks, boosting efficiency and enabling growth. (RPA) to streamline its production line. If management views the existing culture ● perhaps one characterized by long-tenured employees resistant to change ● as an obstacle, the implementation is likely to face resistance and potential failure. However, if leadership strategically reframes culture as an asset, focusing on fostering a culture of continuous improvement Meaning ● Ongoing, incremental improvements focused on agility and value for SMB success. and employee empowerment, RPA adoption can become a collaborative effort, driven by employees who see technology as a tool to enhance their roles, not replace them.

Defining the Optimal Cultural Adaptation Threshold

The extent to which an SMB should adapt its culture for technology is not a binary decision, nor is it a one-size-fits-all formula. It’s about identifying the optimal cultural adaptation threshold ● the point at which cultural evolution Meaning ● Cultural Evolution, within the landscape of Small and Medium-sized Businesses (SMBs), denotes the adaptive transformation of a company's shared values, beliefs, and practices to align with evolving strategic goals related to growth, automation adoption, and technological implementation. effectively supports technological implementation without sacrificing the core values and unique strengths of the SMB. This threshold is determined by a complex interplay of factors, including the specific technology being adopted, the existing cultural landscape, the SMB’s strategic goals, and the competitive environment.

Strategic cultural integration for technology is about finding the equilibrium where cultural evolution and technological advancement are mutually reinforcing, driving sustainable SMB growth.

For instance, a tech-startup SMB in the software development sector might require a significantly higher degree of cultural adaptation for emerging technologies like AI and machine learning Meaning ● Machine Learning (ML), in the context of Small and Medium-sized Businesses (SMBs), represents a suite of algorithms that enable computer systems to learn from data without explicit programming, driving automation and enhancing decision-making. compared to a traditional brick-and-mortar retail SMB implementing a basic point-of-sale system. The startup’s culture, likely already more tech-centric and agile, can readily absorb and adapt to advanced technologies. The retail SMB, with a culture rooted in customer service Meaning ● Customer service, within the context of SMB growth, involves providing assistance and support to customers before, during, and after a purchase, a vital function for business survival. and in-person interactions, may need a more measured and culturally sensitive approach to technology integration, focusing on technologies that enhance, rather than replace, human elements.

Methodological Framework for Cultural Adaptation

Achieving optimal cultural adaptation requires a structured, methodological framework that moves beyond ad-hoc approaches. This framework should encompass several key stages:

1. Cultural Due Diligence ● Similar to financial due diligence in mergers and acquisitions, cultural due diligence Meaning ● Cultural Due Diligence, in the context of SMB growth, automation, and implementation, is the systematic process of evaluating the cultural compatibility between organizations involved in mergers, acquisitions, or significant partnerships. involves a deep, data-driven analysis of the existing organizational culture. This includes assessing values, norms, communication patterns, leadership styles, and employee attitudes towards change and technology. Tools like organizational culture assessments, employee surveys, and focus groups can provide valuable insights.
2. Strategic Alignment ● Cultural adaptation must be strategically aligned with the SMB’s overall business objectives and technological roadmap. What specific cultural shifts are necessary to effectively leverage the chosen technologies and achieve strategic goals? This requires a clear articulation of the desired future culture and its role in driving technological success.
3. Change Management Architecture ● Implementing cultural change Meaning ● Cultural change, in the context of SMB growth, automation, and implementation, signifies the transformation of shared values, beliefs, attitudes, and behaviors within the business that supports new operational models and technological integrations. requires a robust change management Meaning ● Change Management in SMBs is strategically guiding organizational evolution for sustained growth and adaptability in a dynamic environment. architecture. This includes identifying change agents within the organization, developing communication strategies, creating training and development programs, and establishing feedback mechanisms to monitor progress and address resistance.
4. Iterative Cultural Transformation ● Cultural change is rarely linear or instantaneous. An iterative approach, characterized by pilot programs, phased implementation, and continuous feedback loops, is crucial. This allows for adjustments based on real-world experiences and ensures that cultural adaptation remains aligned with technological evolution.

Consider an accounting firm SMB transitioning to cloud-based accounting software. Cultural due diligence might reveal a culture of individual work styles and a reliance on traditional, paper-based processes. Strategic alignment would involve defining a future culture that embraces collaboration, data sharing, and digital workflows.

The change management architecture would include training on cloud software, communication campaigns highlighting benefits, and support systems to address employee concerns. Iterative transformation would involve phased rollout, starting with a pilot team, gathering feedback, and refining the approach before full firm-wide implementation.

Automation and Cultural Evolution ● A Symbiotic Relationship

Automation, a key driver of SMB growth and efficiency, is intrinsically linked to cultural evolution. Successful automation initiatives require a culture that not only accepts but actively embraces technological augmentation of human tasks. This involves shifting mindsets from viewing automation as a threat to jobs to seeing it as an opportunity to enhance human capabilities and focus on higher-value activities. A culture that values continuous learning and skill development is essential for navigating the evolving landscape of automation.

For example, a small logistics company implementing automated warehouse systems needs to cultivate a culture that supports reskilling and upskilling of its workforce. Employees previously focused on manual tasks might need to be trained in system monitoring, data analysis, or robotics maintenance. A culture that invests in employee development and fosters a growth mindset will not only facilitate automation adoption but also enhance employee engagement and retention.

Table ● Cultural Adaptation Strategies for Different Technology Implementations

Measuring the Return on Cultural Adaptation Investment

While quantifying the direct ROI of cultural adaptation can be challenging, its impact on technology implementation Meaning ● Strategic integration of tech to optimize SMB operations and growth. success and overall business performance is undeniable. Metrics to assess the effectiveness of cultural adaptation initiatives include:

• Technology adoption rates and user engagement levels.
• Project completion times and efficiency gains post-technology implementation.
• Employee satisfaction and retention rates, particularly during periods of technological change.
• Innovation metrics, such as the number of technology-driven process improvements or new product/service ideas.
• Customer satisfaction scores and feedback related to technology-enhanced services.

These metrics, combined with qualitative feedback from employees and stakeholders, provide a holistic view of the return on investment in cultural adaptation. It’s about recognizing that culture is not just a soft skill but a tangible driver of business outcomes in the technology-driven era.

Culture as a Sustainable Competitive Advantage

In an increasingly commoditized marketplace, organizational culture emerges as a potent and sustainable competitive advantage. SMBs that strategically cultivate adaptable, technology-embracing cultures are not only better equipped to implement current technologies but also more resilient and agile in the face of future technological disruptions. Culture, when intentionally shaped and nurtured, becomes a dynamic capability, enabling SMBs to continuously innovate, adapt, and thrive in the ever-evolving business landscape. The strategic imperative for SMBs is therefore not simply to adapt culture for technology, but to build a culture that is inherently adaptive, innovation-driven, and strategically aligned with technological advancement, ensuring long-term competitiveness and sustainable growth.

The true measure of an SMB’s success in the digital age will be its ability to cultivate a culture that not only embraces technology but also leverages it as a catalyst for continuous improvement, innovation, and enduring competitive advantage. This cultural dexterity, more than any single technology, will define the leaders of tomorrow.

Organizational Culture Recalibration Imperatives For Algorithmic Business Models

Sixty-two percent of corporate digital transformation initiatives fail to achieve their anticipated value, a significant deficit attributable not to technological inadequacy, but to a profound underestimation of the requisite organizational culture recalibration. This is not merely about incremental cultural adjustments; it’s about a fundamental shift in organizational DNA to accommodate the pervasive influence of algorithmic business models Meaning ● SMBs leveraging algorithms for enhanced operations and strategic growth. and the data-driven paradigms they engender. For SMBs aspiring to scale through automation and sophisticated technology implementation, the question of cultural adaptation morphs into a critical imperative for organizational survival and competitive dominance in an increasingly algorithmic economy.

The Algorithmic Imperative ● Culture as the Decisive Variable

The rise of algorithmic business Meaning ● An Algorithmic Business, particularly concerning SMB growth, automation, and implementation, represents an operational model where decision-making and processes are significantly driven and augmented by algorithms. models, characterized by data-intensive operations, AI-driven decision-making, and automated workflows, presents a paradigm shift for SMBs. In this new paradigm, organizational culture is no longer a secondary consideration; it becomes the decisive variable determining the success or failure of algorithmic integration. A culture resistant to data transparency, algorithmic accountability, and decentralized decision-making Meaning ● Decentralized Decision-Making for SMBs: Distributing authority to enhance agility, empower teams, and drive growth. will inherently impede the effective deployment and value extraction from advanced technologies. Conversely, a culture that proactively embraces data-centricity, algorithmic literacy, and adaptive organizational structures will unlock the transformative potential of these technologies, forging a significant competitive edge.

Consider a financial services SMB transitioning to an AI-powered loan approval system. If the organizational culture remains rooted in traditional, intuition-based lending practices and lacks trust in algorithmic decision-making, the AI system’s potential will be severely constrained. Underwriters may override algorithmic recommendations, data quality may be compromised due to lack of cultural emphasis on data integrity, and the overall system adoption will be tepid. However, if the SMB cultivates a culture of data-driven decision-making, algorithmic transparency, and continuous model improvement, the AI system can revolutionize loan processing, enhance risk assessment, and drive significant business value.

Deconstructing Cultural Inertia ● Identifying Resistance Vectors

Cultural inertia, the inherent resistance to organizational change, is a formidable barrier to algorithmic adaptation in SMBs. Identifying and deconstructing the vectors of this resistance is paramount for effective cultural recalibration. These vectors often manifest in several forms:

1. Epistemic Conservatism ● A preference for established knowledge and traditional expertise over data-driven insights and algorithmic predictions. This can lead to skepticism towards AI recommendations and a reluctance to embrace data as a primary source of business intelligence.
2. Hierarchical Rigidity ● Organizational structures that centralize decision-making and limit employee autonomy. Algorithmic business models often necessitate decentralized decision-making and empowered employees capable of interpreting and acting upon data insights at the operational level.
3. Risk Aversion to Experimentation ● A culture that penalizes failure and discourages experimentation. Algorithmic implementation is inherently iterative and requires a willingness to experiment, learn from failures, and continuously refine models and processes.
4. Data Siloing and Opacity ● Lack of data transparency and data sharing across organizational functions. Algorithmic systems thrive on comprehensive, integrated data ecosystems. Cultural barriers to data sharing hinder the development and effectiveness of these systems.

Addressing these resistance vectors requires a multi-pronged approach, encompassing leadership commitment, targeted communication, incentive structures, and cultural transformation programs designed to foster a data-centric, algorithmically literate, and change-agile organizational environment.

Strategic Cultural Recalibration Framework for Algorithmic Adoption

Navigating the complexities of cultural recalibration for algorithmic business models necessitates a strategic and comprehensive framework, moving beyond incremental adjustments to systemic organizational transformation. This framework comprises several interconnected pillars:

1. Data-Centricity Implantation ● Shifting the organizational ethos to prioritize data as a foundational asset and primary driver of decision-making. This involves investing in data literacy Meaning ● Data Literacy, within the SMB landscape, embodies the ability to interpret, work with, and critically evaluate data to inform business decisions and drive strategic initiatives. training across all organizational levels, establishing robust data governance frameworks, and fostering a culture of data-informed experimentation and continuous improvement.
2. Algorithmic Literacy Cultivation ● Empowering employees with the knowledge and understanding to effectively interact with and interpret algorithmic systems. This includes demystifying AI and machine learning, providing training on algorithmic bias and ethical considerations, and fostering a culture of critical algorithmic evaluation and feedback.
3. Decentralized Decision Architecture ● Re-engineering organizational structures to enable decentralized decision-making, empowering employees at all levels to leverage data insights and algorithmic recommendations in their daily operations. This requires fostering a culture of trust, accountability, and distributed leadership.
4. Agile and Adaptive Organizational Design ● Building organizational agility and adaptability into the cultural DNA. This involves promoting a growth mindset, encouraging experimentation and iterative learning, and fostering a culture of resilience in the face of technological disruptions and algorithmic evolution.

Organizational culture recalibration for algorithmic business models is about forging a symbiotic relationship between human ingenuity and algorithmic intelligence, driving unprecedented SMB scalability and competitive advantage.

Consider a marketing agency SMB adopting AI-powered marketing Meaning ● AI-Powered Marketing: SMBs leverage intelligent automation for enhanced customer experiences and growth. automation platforms. Data-centricity implantation would involve establishing data-driven campaign performance metrics and investing in data analytics training for marketing staff. Algorithmic literacy Meaning ● Algorithmic Literacy for SMBs: Understanding & strategically using algorithms for growth, automation, and ethical business practices. cultivation would include training on AI-driven campaign optimization and ethical considerations in AI-powered marketing.

Decentralized decision architecture would empower marketing teams to autonomously adjust campaign parameters based on real-time algorithmic insights. Agile organizational design would foster a culture of continuous experimentation with new AI-powered marketing techniques and rapid adaptation to evolving algorithmic capabilities.

Table ● Cultural Recalibration Tactics for Algorithmic Business Models

Quantifying Cultural Recalibration ROI in Algorithmic Environments

Measuring the ROI of cultural recalibration in algorithmic environments requires a shift from traditional financial metrics to a more holistic assessment encompassing both quantitative and qualitative indicators. Key performance indicators (KPIs) to evaluate cultural recalibration effectiveness include:

• Algorithmic system adoption and utilization rates across organizational functions.
• Data-driven decision-making frequency and impact on key business outcomes.
• Innovation pipeline velocity and success rate of algorithmically-driven innovations.
• Employee engagement and satisfaction with algorithmic tools and data-centric workflows.
• Organizational agility metrics, such as time-to-market for new algorithmically-enhanced products or services.

These KPIs, combined with qualitative assessments of cultural shifts through employee surveys, focus groups, and organizational network analysis, provide a comprehensive view of the value generated by cultural recalibration initiatives. It’s about recognizing that in the algorithmic economy, culture is not merely a supporting function; it’s a core driver of value creation and competitive differentiation.

Culture as Algorithmic Differentiation ● The Future of SMB Competition

In the future of SMB competition, organizational culture will emerge as the ultimate differentiator in the algorithmic landscape. As algorithmic technologies become increasingly accessible and commoditized, the ability to effectively integrate and leverage these technologies will hinge on the unique cultural DNA of each SMB. SMBs that proactively cultivate data-centric, algorithmically literate, and change-agile cultures will not only outperform competitors in algorithmic implementation but also build sustainable competitive advantages that are difficult to replicate.

Culture, in this context, transcends its traditional role as an internal organizational attribute; it becomes a strategic asset, a source of innovation, and the foundation for enduring success in the algorithmic economy. The strategic imperative for SMBs is therefore not just to adapt culture for technology, but to architect a culture that is inherently algorithmic, innovation-centric, and strategically positioned to thrive in a world increasingly defined by algorithms and data.

The ultimate competitive advantage Meaning ● SMB Competitive Advantage: Ecosystem-embedded, hyper-personalized value, sustained by strategic automation, ensuring resilience & impact. in the algorithmic age will not reside in algorithms themselves, but in the cultures that master their deployment, harness their potential, and continuously evolve alongside their ever-accelerating advancement. This cultural mastery, more than any single technological innovation, will define the algorithmic leaders of the future.

References

• Brynjolfsson, Erik, and Andrew McAfee. 2014. The Second Machine Age ● Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
• Davenport, Thomas H., and Julia Kirby. 2016. Only Humans Need Apply ● Winners and Losers in the Age of Smart Machines. Harper Business.
• Manyika, James, Michael Chui, Jacques Bughin, Richard Dobbs, Peter Bisson, and Alexey Marchenko. 2013. Disruptive technologies ● Advances that will transform life, business, and the global economy. McKinsey Global Institute.
• Schein, Edgar H. 2010. Organizational Culture and Leadership. 4th ed. Jossey-Bass.
• Teece, David J. 2007. “Explicating dynamic capabilities ● the nature and microfoundations of (sustainable) enterprise performance.” Strategic Management Journal 28 (13) ● 1319-1350.