International Journal of Economy, Education, and Entrepreneurship p-ISSN: 2798-0138 | e-ISSN: 2798-012X Vol. 3, No. 2, August 2023 https://doi.org/10.53067/ije3.v3i2 553 DIGITALIZATION BEYOND TECHNOLOGY: ORGANISATIONAL CULTURE SUSTAINABILITY AND THEIR CHANGE DUE TO THE PANDEMIC (LITERATUR REVIEW) Roosganda Elizabeth 1* , Martinus Tukiran 2 , Ratu Erlina Gentari Erlinagentari 3 , Wahyu Wiguna 4 , Santoso 5 , Ika Pratiwi 6 1 Badan Riset dan Inovasi Nasional (BRIN), Indonesia 2,5, Universitas Pakuan, Indonesia 4,6 Universitas Bina Bangsa, Indonesia 3 Universitas Serang Raya, Indonesia Email: roosimanru@yahoo.com 1 Abstract Technological advances and continuous digitalization are transforming an organization's resources and capabilities. Aligning with digitally oriented cultural archetypes is critical to successful digital transformation. This study aims to determine whether the Covid-19 pandemic impacts organizational culture change, as well as to find cutting-edge knowledge about productive-sustainable organizational culture and predict digital culture in organizations based on traditional cultural archetypes. The result is that the people-oriented cultural archetype is the most important for digital culture, while the values inherent in the cultural archetype of Norms or Goals inhibit it. The paper contributed to developing Functionalist and Structuralist cultural theories, showing the interaction of microcultures and cultural archetypes within an organization. Two frameworks on sustainable culture transformation and sustainability of organizational culture are derived from cutting-edge knowledge. Clean production requires managing the physical aspects of production and transforming organizational culture. What the author can criticize from these articles is the assumption that all organizations experience a decline in hierarchical culture and an increase in adhocracy culture and market culture. In fact, organizational culture shifts can vary depending on the industry, the size of the organization, and other factors. Keywords: Organisational culture, Digital culture, Sustainable business INTRODUCTION Organizational culture is a phenomenon composed of individual elements (Schein, 1992). According to Schein's model, organizational culture's most frequently cited elements are artifacts, norms, attitudes, values, and basic assumptions (Schein, 1992). In other words, the basic values, attitudes, and beliefs that exist in an organization, the patterns of behavior that result from these shared meanings, and symbols that express the relationship between the beliefs, values, and behaviors of the organization's members (Denison, 1990). Organizational culture is the result of the learning process. It is the result of accumulated experiences conveyed to the individual through the process of socialization; it provides continuity, reduces employee uncertainty, and affects their job satisfaction and emotional well-being; it is a source of motivation and can be a competitive advantage (Luk ́aˇsov ́ a, 2010). Organizational culture can be viewed from different perspectives and relationships (e.g., Handy, 1993; Deal &; Kennedy,