Decoding organizational DNA: an integrative fingerprint framework for strategy, adaptability, and renewal

Abstract

Purpose: to develop an integrative organizational DNA fingerprint framework by synthesizing existing literature on organizational DNA.

Method: this study employed an integrative literature review of relevant studies from Scopus, Web of Science, and Google Scholar, using thematic analysis and conceptual synthesis to develop the organizational DNA fingerprint framework.

Findings: reveal that organizational DNA is a configurational and adaptive system comprising three interrelated domains: core identity, organizational architecture, and dynamic capabilities. Its strategic value depends on internal coherence and external fit, influencing strategy execution, agility, innovation, resilience, performance, sustainability, and organizational renewal.

Implications: an integrative organizational DNA fingerprint framework that clarifies the construct’s dimensions, conceptual boundaries, and alignment mechanisms, providing a foundation for diagnosing organizational configurations and guiding strategic adaptation and renewal.

Originality: this study introduces the organizational DNA fingerprint framework, integrating core identity, organizational architecture, and dynamic capabilities into a configurational model based on internal coherence and external fit.