Organizational Culture Assessment Research Articles

Linking School Culture to Successful Curriculum Reform

This study focused on the connection between organisational school culture and the success of curriculum reform. Utilizing a sample of 348 teachers in 25 Swiss schools, we investigated how different school culture types correlate with teachers’ perceived success of the current process of implementing the “Media and Information Literacy” curriculum. We found that the school culture type Clan is the most dominant across the schools and found a negative connection between the school culture type Hierarchy and teachers’ perceived reform success. An exploratory cluster analysis was used to identify further profiles of school culture that were not based on the dominant culture but were determined based on the distribution of mean values. Two other profiles were identified in a further procedure: Collegial Associates and Competitive Organisations. These results thus fill a gap in the previous research on school culture that had particularly set out to identify the dominant school culture. Based on the results, we cannot only confirm the validity of the Organisational Culture Assessment Instrument for Swiss schools but also give indications as to which characteristics of school culture types are hindering the perceived success of curriculum reforms from the teachers’ points of view.

A new mechanism for crisis management success

AbstractThe goal of this study is to present a thorough analysis of the ways that organisational culture (OC) and risk assessment competencies of leaders affect the creation of strategic frameworks, especially about high‐quality crisis decision‐making. A self‐administered questionnaire was distributed to 436 organisational personnel; 304 valid responses were received, and these were analysed using variance‐based structural equation modelling. The findings show that OC, leadership risk assessment and a strategic management plan (SMP) are favourable predictors of high‐quality crisis decision‐making. According to this research, every variable strengthens the link between SMP quality and crisis decisions. The study is supported by an integrated method for understanding complex organisational facts. Practical ramifications for leadership development include strengthening leaders' capacity to appraise risk, considering OC and employing an SMP to guarantee that, when making sound crisis judgements, they are both innovative and compliant with organisational ethics.

Organizational culture of Colegio ng Lungsod ng Batangas: npiut to institutional policies

This study aimed to identify current organizational culture in Colegio ng Lungsod ng Batangas so that congruent institutional policies may be developed. Using Cameron and Quinn (2011) Organizational Culture Assessment Instrument (OCAI), the dominant culture was determined. The study adopted descriptive design with a statistical sample of 55 employees on the College. It was found out that the dominant culture of the institution is the Clan Culture which is characterized by values flexibility and internal control. It is an employee-focused culture driven by collaboration, support, and trust. The Adhocracy culture is the least manifested culture, which is characterized by innovation, adaptive and flexible. The study found no significant difference on profile variables with Hierarchy and Market Culture. Conversely, Clan Culture and Adhocracy Culture was found significantly different in terms of gender and age, respectively. The findings and recommendations of this study may be used as a basis when revisiting the college’s institutional policies.

Analysis of Organizational Culture Based on The Organizational Culture Assessment Instrument (OCAI)

The research aims to determine the current and expected culture at the Tasikmalaya City Institute. The research method used is descriptive quantitative, examining organizational culture variables. The instrument used is the OCAI (Organizational Culture Assessment Instrument) measuring instrument, which has been translated. Participants were 31 lecturers and staff. The findings of this research are that the culture currently occurring is a close clan culture characterized by high levels of kinship, collaboration, and prioritizing flexibility, commitment, and cooperation. Meanwhile, the culture expected to occur in the future is a hierarchical culture characterized by a more structured culture, having a formalized system, prioritizing strict, stable, consistent, and efficient control. The Institute can consider taking cultural change intervention steps to address these gaps.

Effectiveness factors of small and medium-sized enterprises from the perspective of corporate culture: A case study in Slovakia

To reach business success, a company can use and manage a lot of seemingly inconspicuous and useful tools. One of them is corporate culture. The purpose of the paper is to define the factors that affect business efficiency from the perspective of corporate culture. The Organizational Culture Assessment Instrument (OCAI) was used. For data analysis, the Beta regression method, inductive statistics, and Tukey’s test were used. Based on the research results, it can be stated that there are significant differences in factors that affect the business efficiency of small and medium-sized enterprises in Slovakia from the perspective of corporate culture. The results show that effectiveness factors typical for clan corporate culture, such as teamwork, communication, loyalty, and human resource development, are applied in small enterprises. However, medium-sized enterprises are dominated by a hierarchical corporate culture with an emphasis on regulations, procedures, stability, control, and accuracy of management. It can be concluded that clan corporate culture is the best type of corporate culture for small and medium-sized enterprises in Slovakia. It is recommended to see the success of the enterprise in relation to caring for the people because employees represent a strategic tool in management that can influence the effectiveness of all business processes.

ANALYSIS OF METHODS OF LEADERSHIP INFLUENCE ON CONFLICT RESOLUTION IN ORGANIZATIONS

The article analyzes the methodological tools used by organizational leaders to resolve conflict situations.The relevance of the study is due to the problem of the inevitability of conflict situations between employees in any organization. It has been noted that dysfunctional conflicts lead to time and financial losses, reduce productivity and cause stress among staff. Attention is focused on the leader's task: to be able to predict emerging, prevent emerging and resolve conflicts that have occurred. Six methods of resolving conflict situations are analyzed, described and collected in a table: mediation or mediation tools;general (ideal) model of conflict management; institutionalization and conflict reduction; authoritarian method;partner method;assessment of organizational culture. It is concluded that in order to resolve conflicts between employees, the leader must have the skills and knowledge of conflict management and be able to use different methodological tools depending on the specific situation. In the process of working on the material, the significance of the leader’s influence on resolving conflict situations and possible methods of its influence were revealed.The materials may be useful to future and current managers, as well as anyone interested in knowledge about conflict management.

Management of cooperative banks in Poland in the context of organizational culture - research report

Objectives The main aim of the article was to determine the impact of organizational culture on the effectiveness of managing cooperative banks. The research conducted by the authors focused mainly on the internal mechanisms functioning in these organizations, such as; leadership style, employee management style, analysis of factors ensuring organizational coherence, defining success criteria and factors motivating employees (often shareholders). Material and methods The methods used in the study included literature analysis and criticism, participant observation, comparisons, case studies, induction and deduction, synthesis. The main research tool was the OCAI (Organizational Culture Assessment Instrument) questionnaire by K.S. Cameron and E. Quinn, based on a competitive value model. The authors also defined the type of organizational culture according to T. E. Deal and A. Kennedy, based on the criteria of the degree of risk and the speed of feedback. 150 entities located in various regions of Poland were deliberately selected for the study. The research sample accounted for 28%. . The research was carried out in 2020 and 2021. Results The obtained results showed that cooperative banks are characterized by an autocratic management style. The autocratic management style does not correspond to the cooperative form. The type of culture indicated by the respondents requires modification consisting in the partial elimination of bureaucracy and autocratic personnel management, downgrading the features of the culture of gamblers and routines. Conclusions From a practical point of view, resolving the dilemma of whether profit is essential the purpose of a cooperative bank's operation has a key influence on the choice of a microeconomic model bank.

ANALISIS BUDAYA ORGANISASI MENGGUNAKAN HOFSTEDE DAN ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI)(Studi Kasus pada Fakultas Ekonomi Dan Bisnis Universitas Muhammadiyah Bengkulu)

Organizational culture affects a person's role in carrying out his role. The success of organizational culture is marked by changes in individual behavior that can be emulated by other individuals. This study aims to determine the organizational culture created in the Faculty of Economics and Business, University of Muhammadiyah Bengkulu. The method used in analyzing organizational culture is Hofstede's method and OCAI (Organizational Culture Assessment Instrument) analysis. The results of the analysis using Hofstede's cultural dimensions state that the Faculty of Economics and Business, Muhammadiyah University of Bengkulu is in an organizational culture that has an even distribution of power, is collectivistic, masculinity has a strong influence within the institution, the institution focuses on things that have certainty value, the institution concentrate more on matters that have a long-term, future-oriented nature, and implement pragmatic values and institutions that control the fulfillment of needs and regulations with strict social norms. Meanwhile, based on the OCAI analysis, the current organizational culture and the expected organizational culture in the future is the Clan organizational culture. This means that there is a match between the desires of the leadership and employees because they are in the same organizational cultural orientation, namely a friendly workplace where people share with each other like a big family.

RELATING THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT TO ADHERENCE IN A PRAGMATIC TRIAL OF A MUSIC INTERVENTION

Abstract Embedded pragmatic trials encourage the translation of evidence-based interventions to “real-world” settings. Most pragmatic trials of behavioral interventions for people with dementia suffer from low adherence. Understanding how organizational values and structure may increase adherence is important. We report findings from an embedded, pragmatic trial (ePCT) of a personalized music intervention for managing behaviors in residents with dementia, conducted in 54 nursing homes (NHs) from four corporations between June 2019 and February 2020. Before the trial began, the administrator and a nursing staff member from each NH completed the Organizational Culture Assessment Instrument (OCAI). Using the OCAI, respondents rated their organizational culture by allocating a total of 100 points across four competing domains: Clan, Adhocracy, Hierarchy, and Market. Results were aggregated to understand how differences in culture impacted corporate-level adoption of the intervention. All four corporations allocated the majority of their points to Clan culture, which is focused on collaboration and staff engagement. However, corporations differed in their scoring of the secondary culture type. The two corporations that rated Hierarchical culture, which prioritizes consistency and efficiency, highly were more likely to adhere to the intervention protocols. The corporation with Market highly rated had the lowest adherence to the protocols. After controlling for other corporate characteristics, including for-profit status, size, and overall quality, hierarchical culture was associated with greater numbers of exposed residents and a higher dose of the music, compared to other culture types. Understanding the role of organizational culture on pragmatic implementation is an understudied area for research.

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI.

The goal of this work was to use the Organizational Culture Assessment Instrument (OCAI) diagnostic method to find out the existing and preferred organizational culture in companies in the Czech Republic and then to evaluate their dependence on the size of the organizations. Data were collected in 2019-2021 and evaluated using Microsoft Excel and IBM SPSS 24 statistical program, e.g., descriptive statistics tools, one-sample z-test, analysis of variance and post hoc test (Tukey's honest significant difference - HSD). The research was conducted on a sample of 962 companies across the entire republic and fields. The results of the study show that clan culture prevails in the Czech Republic, which was dominant in all six dimensions. Enterprises in the Czech Republic have a mix of organizational cultures in the following order: (1) clan culture (31.72%), (2) hierarchical culture (25.46%), (3) market culture (21.5%), and (4) adhocratic culture (21.28%). However, with regard to the desired cultural mix, this order changes as follows: (1) clan (35.3%), (2) hierarchical (22.91%), (3) adhocratic (22.63%), and (4) market culture (19.17%). Furthermore, it was found that a statistically significant difference was observed in the assessment of organizational culture depending on the size of the organization in the Czech Republic. A limitation of the research could be the unequal number of respondents in 2020 and 2021, which does not allow comparing differences in the time period. This work can serve as a comparative basis of organizational culture with another national culture.

Analyzing the Influence of Organizational Culture in Projects using Last Planner System

The use of lean tools and techniques to reduce waste from the workflow has been prominently gaining popularity in the construction industry worldwide. Last Planner System (LPS) is one of such distinguished tools used by construction majors. Many research suggests that LPS plays a significant role in improving the collaboration among the project team members and the firm's organizational culture. This paper reports the intermediating effect of organizational culture on construction projects that implement the Last Planner System and also identifies the effect of LPS on the project's operational performance. Various survey items pertaining to each variable was identified and was validated through Content Validation. All the established items were then compiled into a questionnaire, and multiple data were collected from a variety of projects. The data were analyzed using bivariate correlation and multiple regression analysis. Additionally, the "organizational culture assessment instrument" was utilized to compare the organizational cultures of various construction sites. It was discovered that the Last Planner System had a positive but negligible relationship with the operational performance of the project, and the organizational culture. It was observed that all the projects implementing LPS had a balance culture. The contribution of this work is the knowledge that the implementation of the Last Planner System is not necessarily enhanced by culture to a great extent. However, it has a positive impact on both the operational performance of the project and the organizational culture.

The Influence Of Organizational Culture Using The Ocai Approach On The Performance Of Health Personnel At Intan Medika Lamongan Hospital

The performance of health workers is a very important issue in order to maintain and improve health services in hospitals. Based on the results of the performance assessment for 2 years 2021 - 2022, it shows a 5% decrease in health workers at the Intan Medika Lamongan hospital. This study aims to analyze the effect of organizational culture on the performance of health workers at Intan Medika Lamongan Hospital through the Organizational Culture Assessment Instrument (OCAI) approach. The research method is descriptive quantitative and cross sectional approach and data collection techniques through questionnaires. The study population was all health workers using proportionate random sampling method. The number of respondents was 71 health workers with details of 87.3% or 62 women and 12.7%. While based on the profession, the most respondents were nurses with 56.3% and the smallest respondent was the nutrition profession, namely 1.4%. The results showed that the effect of Organizational Culture (variable X) on Performance Appraisal of Health Workers (variable Y) is positive with a significance value of 0.021.

Do Organizational Cultural Factors Still Affect Employee Engagement? A Study of Two Apparel Companies in Sri Lanka Amidst Economic Instability

Purpose: The objective of this study is to identify the impact of six main components of organizational culture namely; main characteristics, institutional leadership, management of employees, the glue that holds the organization, emphasis on strategy, and measures of success impact on employee engagement in the apparel industry in Sri Lanka. Theoretical framework: Recent literature suggests a positive correlation between the organizational culture that values employee empowerment and employee engagement (Jain et al., 2023). However, further research is needed to explore the impact of organizational cultural factors on employee engagement, particularly during economic crises. Design/Methodology/Approach: The study design is descriptive, focusing on all employees in X and Y apparel companies in Sri Lanka. The sample comprised 150 middle-level employees, chosen through simple random sampling from the target population. Primary data was collected using a structured questionnaire. Findings: The findings highlight the significant influence of organizational culture on employee engagement, with ‘management of employees’ and ‘main characteristics’ being positively related to employee engagement. Research, Practical & Social implications: Apparel companies should enhance their organizational culture by providing sufficient facilities and opportunities for employees to achieve their goals and objectives, thereby contributing to increased engagement levels. Originality/Value: This study is the first to incorporate the Organizational Culture Assessment Instrument (OCAI) in analyzing employee engagement during an economic crisis.

Organisational culture as a prerequisite for human resource management in public administration and its change in the time of COVID-19

Organisational culture stands as a fundamental prerequisite for the efficacious operation of any given organisation. The primary aim of this study is to discern potential alterations within the dimensions of organisational culture across the pre-COVID-19, contemporary, and favoured paradigms within the realm of public administration. The data set was obtained from a cohort of 1189 officials in the Czech Republic. The Organisational Culture Assessment Instrument (OCAI) was deployed for the purposes of conducting an online survey. The dominance of the clan archetype across all examined time frames has been corroborated. In addition, a statistically significant manifestation of these dimensions has been determined. In relation to pertinent variables, specifically gender, age, tenure, manager gender, and the dimensions typifying organisational culture, no statistically significant correlations have emerged. Respondents have not reported a sense of work-life imbalance in the aftermath of the pandemic. In summary, it is deduced that the pandemic has not exerted a drastic influence on the metamorphosis of organisational culture within the ambit of public administration. This study provides invaluable information on the repercussions of the pandemic within a sphere that, as an intangible constituent, often goes under-recognised. Mastery of the positioning of dimensions across diverse archetypes is of paramount significance for managers, as it can provide guidance in the cultivation of an apt organisational culture.

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

Background: Organizations allocate substantial resources to Information Technology (IT) to ensure its long-term success. Hence, effective IT Governance (ITG) is crucial for business/IT alignment. However, factors like employee behavior and Organizational Culture (OC) play vital roles in applying ITG but remain underexplored. Objectives: This study aims to bridge this gap by examining the relationship between ITG and Organizational Citizenship Behavior (OCB). Additionally, it investigates the moderating effect of different cultures in the Organizational Culture Assessment Instrument (OCAI) on the ITG-OCB relationship. Methods/Analysis: A survey was conducted involving 513 employees from over 150 companies worldwide. The data were analyzed using partial least-squares structural equation modeling (PLS-SEM). Findings: This study confirms that institutionalizing ITG enhances OCB. Furthermore, a moderating effect was observed in most relationships, highlighting the influence of different OC types. Market and hierarchy cultures exhibited the most significant moderating effect. Novelty: This research contributes to the understanding of ITG's impact on employee behavior, extending the investigation to new dimensions of OCB and confirming the moderating role of OC. The practical implications of this study enable organizations to foster a culture that promotes ITG and cultivates employees' OCB, leading to improved business-IT alignment, enhanced IT-enabled value, and, ultimately, enhanced organizational effectiveness. Doi: 10.28991/ESJ-2023-07-05-010 Full Text: PDF

Implementation Of The Cobit 2019 Framework To Improve Information Technology Performance In Tokopedia

The COBIT framework has evolved into COBIT 2019 and is still the most widely used framework by IT auditors who use complete or customized model components to assess IT governance in an organization or company. COBIT has made it clear that to gain a complete insight into the governance model in an organization, IT auditors must incorporate organizational culture assessment into the audit approach. This study aims to analyze the implementation of the COBIT 2019 framework to improve information technology performance in Tokopedia. This study uses a qualitative descriptive approach where data collection is carried out using primary and secondary data from direct observations of Tokopedia's e-commerce system through tokopedia.com pages and literature reviews from several relevant journal articles. The results showed that the results of the evaluation of the performance of information technology governance in the Tokpedia e-commerce system that focuses on the DSS (Deliver, Support, and Service) domain show that some e-commerce systems still do not fully carry out good information technology delivery, support, and services.

Evaluation of Implementation of Organizational Culture, Leadership, and Employment Management

The research investigates the issue of implementing organizational culture at the current and future General Bureau of the Regional Secretariat of the Province of NTB. The research design uses a quantitative approach to analyze the implementation of organizational culture and its relation to leadership and employee management. The sample in this study was employees of the General Bureau of the Regional Secretariat of NTB Province, with as many as 59 employees. The collection technique was carried out using a questionnaire, and the data obtained were analyzed based on the Organizational Culture Assessment Instrument (OCAI). Empirical findings found that the organizational culture felt in the General Secretariat Bureau of the Province of NTB today is the market culture. The culture desired or expected in the future is clan culture. This finding identifies that employees now perceive leadership as a competitor and a strong driver, with the principle of competition in achieving productivity where all activities focus on organizational and consumer control. However, in the future, the culture that is expected to occur is that the workplace will become a pleasant environment for all. Leaders are role models who can provide needed guidance and facilities, so the leadership of the General Secretariat Bureau for the Province of NTB needs to prepare the following: 1) work involvement; 2) team development; 3) employee empowerment; 4) Development of Human Resources; 5) Organizational openness.
 
 Received: 17 May 2023 / Accepted: 29 July 2023 / Published: 5 September 2023

Exploration and mitigation of green lean six sigma barriers: a higher education institutions perspective

PurposeThe study aims to identify Green Lean Six Sigma (GLSS) barriers in the context of Higher Education Institutions (HEIs) and prioritize them for executing the GLSS approach.Design/methodology/approachA systematic literature review (SLR) was used to identify a total of 14 barriers, which were then verified for greater relevance by the professional judgments of industrial personnel. Moreover, many removal measures strategies are also recommended in this study. Furthermore, this work also utilizes Gray Relational Analysis (GRA) to prioritize the identified GLSS barriers.FindingsThe study reveals that training and education, continuous assessment of SDG, organizational culture, resources and skills to facilitate implementation, and assessment of satisfaction and welfare of the employee are the most significant barriers to implementing this approach.Research limitations/implicationsThe present study provides an impetus for practitioners and managers to embrace the GLSS strategy through a wide-ranging understanding and exploring these barriers. In this case, the outcomes of this research, and in particular the GRA technique presented by this work, can be used by managers and professionals to rank the GLSS barriers and take appropriate action to eliminate them.Practical implicationsThe ranking of GLSS barriers gives top officials of HEIs a very clear view to effectively and efficiently implementing GLSS initiatives. The outcomes also show training and education, sustainable development goals and organizational culture as critical barriers. The findings of this study provide an impetus for managers, policymakers and consultants to embrace the GLSS strategy through a wide-ranging understanding and exploring these barriers.Social implicationsThe GLSS barriers in HEIs may significantly affect the society. HEIs can lessen their environmental effect by using GLSS practices, which can support sustainability initiatives and foster social responsibility. Taking steps to reduce environmental effect can benefit society as a whole. GLSS techniques in HEIs can also result in increased operational effectiveness and cost savings, which can free up resources to be employed in other areas, like boosting student services and improving educational programs. However, failing to implement GLSS procedures in HEIs could have societal repercussions as well. As a result, it is critical for HEIs to identify and remove GLSS barriers in order to advance sustainability, social responsibility and operational effectiveness.Originality/valueGLSS is a comprehensive methodology that facilitates the optimum utilization of resources, reduces waste and provides the pathway for sustainable development so, the novelty of this study stands in the inclusion of its barriers and HEIs to prioritize them for effective implementation.

Organizational Culture Analysis Using The Organizational Culture Assessment Instrument (OCAI) Method At PT Ruby Starindo East Lombok Branch

This study aims to determine the current and future picture of organizational culture at PT Ruby Starindo East Lombok Branch. This study uses a descriptive design designed to solve the research problem posed. The respondents in this study were permanent employees of PT Ruby Starindo East Lombok Branch which amounted to 30 employees. Data were collected through questionnaires and analyzed using the organizational culture assessment instrument (OCAI) method. The results showed that the current organizational culture felt at PT Ruby Starindo East Lombok Branch is Market Culture and the culture that is desired or expected in the future is Clan Culture. This finding identifies that employees now perceive leadership as a competitor and a strong driver, with the principle of competition in achieving productivity where all activities focus on organizational and consumer control. But in the future the culture that is expected to occur in the organization is that the organization becomes a fun place like in one big family. Leadership is a mentor who provides facilities and guidance.

THE INFLUENCE OF ORGANIZATIONAL CULTURE AND COMPENSATION SATISFACTION ON WORK MOTIVATION AMONG SECONDARY SCHOOL TEACHERS

The primary objective of this research was to assess the influence of organizational culture and compensation on work motivation among public school teachers in Lanaodel Sur II. The study utilized a descriptive-correlational research design and employed proportional stratified random sampling. To analyze the data collected from the survey questionnaire, descriptive statistics such as mean and standard deviation, inferential statistics including correlation, ANOVA, and multiple regression analysis were used.As revealed, the study divulged that the organizational culture of the participants had a very high level in terms of involvement, adaptability, and mission, while they only got a high level in consistency. As disclosed, the study revealed that the work compensation satisfaction of the participant in terms of Salary, Rank, and Employment Status was satisfied. Additionally, the statistical analysis revealed that there was a significant difference in the assessment of participants organizational culture only in relation to the variable salary while the other profile variables (age, gender, length of service, rank, and employment status) was found to have no significant differences. The regression coefficient for predicting work motivation using organizational culture and compensation satisfaction was statistically significant, indicating a significant association between organizational culture and compensation satisfaction and work motivation.Furthermore, the findings underscore the significance of creating a positive work environment and fair and competitive work compensation in enhancing teacher motivation, ultimately leading to improved educational outcomes.