Digital Transformation and Corporate Performance: The Moderating Role of Corporate Culture

Qing Liu; Hao Wan; Hongfang Yu

doi:10.54097/ajmss.v3i1.9564

Authors

Qing Liu
Hao Wan
Hongfang Yu

DOI:

https://doi.org/10.54097/ajmss.v3i1.9564

Keywords:

Digital Transformation, Corporate Performance, Corporate Culture, Moderating Effect, Chinese Listed Companies

Abstract

This study explores how Digital transformation affects corporate performance and the moderating role of corporate culture in this process. By analyzing the data of Chinese listed companies, we find that Digital transformation has a positive impact on corporate performance, and corporate culture can further enhance this impact. Our research findings have important implications for both theory and practice. As for theory, our research has deepened the understanding of the impact of Digital transformation and revealed the moderating role of corporate culture. For practice, our research results suggest that enterprises should actively carry out Digital transformation and cultivate an enterprise culture that supports innovation and change. Policymakers can also draw inspiration from our research results, for example, they can provide financial support and technical training, and formulate favorable policies to encourage enterprises to carry out Digital transformation. However, our research also has some limitations, such as not considering the possible mediating role of corporate culture and the limitations of the sample. Future research can try to address these limitations and further broaden our understanding of the relationship between Digital transformation, corporate culture and corporate performance.

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