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Information System Assignment: How the Culture of Reliance Industries Uptakes digital disruption?


Task: Write a information system assignment report examining the organizational culture of Reliance Industries that impacts the information system and uptakes the digital disruption.


The Reliance industries, selected in thisinformation system assignment,was founded in 1973 and has it’s headquartering in Mumbai, Maharashtra, India. The industry is the true conglomerate with the interest in petrochemicals, energy, retail, natural resources, textiles and telecommunication. The firm has the diversified holding of business in India and it employs more than 187,729 employees and incurs revenue of $62,304 million per year. Hence, the study focuses upon the cultural context that affects the usage of Information systems and the uptake in the digital disruption. Moreover, the issues regarding cultural values and norms, connectivity, infrastructure and the financial implications are also mentioned within the study.

Reliance Industries Limited in Reliance Industries Limited 2020

Figure 1: Reliance Industries Limited
Source: (Reliance Industries Limited, 2020)

Critical analysis and evidence based discussion
As stated by Crane (2017), the Reliance Company follows a transformational and energizing organizational culture which defines their employees and the customers to be the significant part of the company. The culture of the company provides the opportunities for the employees to learn, innovate and excel within the firm. The company takes the lead of being collaborative and works as the team for being responsible for the work they do and the incorporation of ethical values. Nevertheless, the heart of the company is the quality of their services and the product to which they are much committed.

However, as observed by Gao(2017), the cultural context of the organization is considered to be crucial for the usage of the Information System (IS) within the Reliance industries, that helps in the management of change along with the incorporation of the IS. The culture norms and beliefs of the individuals who are employed within the company have a major impact upon the rejection as well as the acceptance of the innovative proposal. Thus, by agreeing to the fact that Reliance Industries incorporated a diversified workforce hence, the rate of acceptance and rejection if the digital disruptions and the technological innovation varies as per the distinguished culture. Considering theHofstede’s Cultural Dimension, the Indians do not prefer the uncertainties that are introduced through the digital innovations and disruptions and thus, the organizational cultural context has the crucial impact upon the distinguished dimensions of the IS. As evidenced by Roscoe, Subramanian, Jabbour& Chong (2019), the intensity and scope of the IS are much higher in the culture that is market-driven and is followed by the adhocracy, clanned hierarchy.

Nevertheless, contrarily the Digital Disruption refers to the transformation that is caused due to the emergence of any digital technology along with the business models. This innovation and its models majorly impact on the values of existing products and services which are provided by the company. On the other hand, as argued by the Bai, Koveos& Liu (2018), the organizational culture, which is followed by Reliance industries is specifically employee obsessed and the adoption of digital disruption can be distracting as the employees can find it a bit dissatisfying and uncomfortable to accept those changes. The prime challenge of the technological innovation was its assimilation in different levels of human organization like Reliance Industries wherein the staff and employees belong from distinguished cultural environments and find it difficult to afford such disruptions (Willmott, LaBerge and Schwartz, 2017).

Understanding the knowledge of the key concepts
Cultural norms and values are the guiding tenets for the organizations like Reliance Industries that are timeless, enduring along with being intrinsically significant. These values assist the shaping of culture within the organization through supporting its density along with the vision. In context to this, Reliance Industries acquires the customer obsessed cultural values long with the engagement of employees along with being collaborative (Heinrich, Merkle, Henss&Paech, 2017). The prime commitment for the company is its service and product quality that is delivered to the customers along with being dutiful for following the ethical norms and values. Nevertheless, the cultural connectivity of the Reliance Industries focuses on the creation of a powerful relationship with the employees coming from diverse cultures. The organization also focuses on the developing and growing of the cooperative, supportive and collaborative relationship with each other that helps within the development of their reputation and productivity in the market competition that also helps in creating and promoting positive relationship with customers.

The technological infrastructure of the Reliance Industries has got highly developed through adopting the US along with decommissioning the in-house infrastructure. As reviewed by Aydiner, Tatoglu, Bayraktar&Zaim, (2019), the company has shifted the systems into the Microsoft Azure Cloud along with depending on the SAP system regarding the core merchandise activities. Hence, Reliance industry’s IT team spends high time into the application layers along with the performance of the system along with the experience of the user. The organization has also adopted apps like Azure SQL, AppInsights, Blob and the traffic management and ensured the security for the platforms by regularly testing it by Transparent Data Encryption (TDE).

The Financial Implication of Reliance Industries consists of the economic contribution in Indian economy that involves the overall sales that counts for more than $71 billion. The strength of the employees in Reliance Industries are 187,729 and this industrial giant of India incurs the profit $92,656 crore. The company utilizes its profit to pay its shareholders that is around 50% of the final dividend that marches up to first half of its distribution. As stated by Nielsen, Lund and Thomsen (2017), the turnaround loss was $11,345 crores with the wreckage of experiment master hardware. However, the annual direct contribution of Reliance to the Indian economy is more than $76 billion with 650,123 full time opportunities regarding jobs for the Indian citizen.

Therefore, all the aspect described above regarding the cultural norms and values, cultural connectivity, technological infrastructure and the financial implication are also incorporated with the other big giants of the Indian business such as TATA motors, Bharat Petroleum, ONGC and Indian Oil Corporation which helps these companies to gain productivity, profit and brand reputation that is within the national and across the international borders (Willmott, LaBerge, and Schwartz, 2017).

The present study focuses upon the organizational culture of Reliance Industries that impacts upon the Information system and uptakes the digital disruption. The study also determines the key issues like the Cultural values and norms, the cultural connectivity, technological infrastructure and the financial implication that has helped the company to gain productivity, profitability and high brand reputation in the worldwide business market.

Aydiner, A. S., Tatoglu, E., Bayraktar, E., &Zaim, S. (2019). Information system capabilities and firm performance: Opening the black box through decision-making performance and business-process performance. International Journal of Information Management, 47, 168-182.

Bai, L., Koveos, P., & Liu, M. (2018).Applying an ontology-augmenting XBRL model to accounting information system for business integration. Asia-Pacific Journal of Accounting & Economics, 25(1-2), 75-97.

Crane, A. (2017). Rhetoric and reality in the greening of organisational culture.In Greening the Boardroom (pp. 129-144).Routledge.

Fielt, E., Westerveld, P., Desouza, K.C. and Gable, G.G., 2018. Business model innovation and strategic transformation when confronting digital disruption: The case of data-driven business models for professional services. In Proceedings of the 29th Australasian Conference on Information Systems (ACIS 2018).

Gao, Y., 2017. Business leaders’ personal values, organisational culture and market orientation. Information system assignmentJournal of Strategic Marketing, 25(1), pp.49-64.

Heinrich, R., Merkle, P., Henss, J., &Paech, B. (2017).Integrating business process simulation and information system simulation for performance prediction. Software & Systems Modeling, 16(1), 257-277.

Nielsen, C., Lund, M. and Thomsen, P., 2017.From digital disruption to business model scalability.In ISPIM Innovations Conferenceni Wien 2017.ISPIM Conference.

Reliance Industries Limited – Retail Markets | Telecom | Petroleum Refining & Marketing | Petrochemicals | Hydrocarbon Exploration & Production | Jio 4G | Reliance Shares. (2020). Retrieved 11 April 2020, from

Roscoe, S., Subramanian, N., Jabbour, C.J. and Chong, T., 2019. Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development. Business Strategy and the Environment, 28(5), pp.737-749.

Willmott, P., LaBerge, L. and Schwartz, D., 2017. Facing up to digital disruption: reinventing the core with bold business strategy. The McKinsey Quarterly.


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