CULTURAL DIMENSIONS AND ORGANIZATIONAL TRANSFORMATION: EVIDENCE FROM SAUDI ARABIA AND UZBEKISTAN
DOI:
https://doi.org/10.5281/zenodo.19562953Keywords:
cultural dimensions, organizational transformation, Hofstede model, Saudi Arabia, Uzbekistan, leadership, collectivism, power distance, digital transformationAbstract
In the modern economy, the effectiveness of organizational transformation is increasingly determined not only by
economic resources but also by cultural factors. This study examines the impact of cultural dimensions on organizational
transformation processes using evidence from Saudi Arabia and Uzbekistan. The research is based on Hofstede’s cultural
dimensions, including power distance, collectivism, uncertainty avoidance, and long-term orientation. The findings reveal
that high power distance and collectivist values significantly influence transformation processes in both countries. In Saudi
Arabia, transformation is largely driven by centralized governance and strong leadership, enabling rapid implementation
of reforms, whereas Uzbekistan follows a more gradual and adaptive approach. Additionally, the younger generation’s
global mindset and digital competencies play a crucial role in accelerating modernization processes within organizations.
The study emphasizes that successful transformation strategies must be aligned with national cultural characteristics to
ensure sustainable outcomes.
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