Abstract
Purpose The purpose of the present study is to identify the core cultural aspects perceived by the executives of public, private and foreign banks in India. Design/methodology/approach Of the 124 responses, 96 usable responses were assessed from middle and lower level managers. Qualitative content analysis and deconstruction method were used to identify the perceived cultural aspects. Findings Interestingly, managers of Indian banking industry stated that cultural aspects of their banks possess good work and working environment, prefer people, management, experience and promotions in comparison to other factors like policy, bonus, market, commitment, project, etc. It is also noted that cultural aspects of banks prefer learning, training and team working. Practical implications Assessment of the perception of managers toward their culture will foster the banks to develop integral subculture and to achieve the long-term organizational goals. Originality/value The study analyze the cultural aspects in Indian banking industry qualitatively, based on executives characteristics. This qualitative analysis helps to find out more contemporary and prevailing factors of banks.
Highlights
India is one of the largest economic giants reconnoitering with omni-channel touch facts, scientific resources and reach to a major part of the population
A sample of five banks each from the public and private sector has been selected by their market capitalization listed on Bombay Stock Exchange, whereas five foreign banks have been selected on their quality service basis; 150 questionnaires were circulated to the middle- and top-level managers
This paper identifies most contemporary aspects of organizational culture that enriched the functioning of executives in banks
Summary
India is one of the largest economic giants reconnoitering with omni-channel touch facts, scientific resources and reach to a major part of the population. Scams and swindles in banks affect the nation (Gurnani, 2015), and these cons require organizational experts to differentiate synergetic effects within a business organization (Harung et al, 1999). Stability has been observed in financial and economic conditions (RBI, 18), the cultural process of banks needs effective and improved governance (Diwanji, 2018). Growing levels of such trickeries in banks require greater emphasis on researching the role of organization cultural aspects. The human resources of banks need complete renovation (Antony and Sanjai, 2018) as it has a strong influence on business culture, principles and performance standards (Catana and Catana, 2010). The field of organizational culture is currently developing, but the dimensions are
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