Organizational Culture Change Research Articles

Remote work in the Finnish Defence Forces: Employees’ experiences of changes in organisational culture

This paper investigated what changes took place in the organisational culture of the Finnish Defence Forces during the COVID-19 pandemic, and also afterwards when remote work has remained permanently available to staff. A total of 468 employees of the Finnish Defence Forces participated in the study by reporting their experiences of changes in organisational culture. In the analysis of qualitative data, the Gioia methodology, which classifies the data into categories and themes, was used. Remote work creates challenges for leadership, and more equality, changed management competence, and remote work management skills were expected from management. However, it would seem that the organisational culture in the Finnish Defence Forces has developed in such a way that trust within the organisation is even stronger than before. Remote work has developed the personnel’s skills in managing digital tools as well as the employer image of the Finnish Defence Forces in the eyes of their personnel. This is the first study to map employees’ experiences of remote work from the perspective of changes in organisational culture in the Finnish Defence Forces. The research provides novel information that can be utilised in developing the operations and management of organisations. The Finnish Defence Forces have taken significant steps towards a modern work community. There are still some challenges to be solved in terms of how to improve leadership of remote work. A particularly important resource in resilience to change is the trust that is manifested in the organisational culture of the Finnish Defence Forces.

ОБҐРУНТУВАННЯ СТРАТЕГІЙ ГАРМОНІЗАЦІЇ ОРГАНІЗАЦІЙНОЇ ПОВЕДІНКИ ПІДПРИЄМСТВ В УМОВАХ ЦИФРОВІЗАЦІЇ

The article clarified the essence and components of the organizational behavior of enterprises, outlined the state and identified modern trends in the organizational behavior of enterprises, which confirmed the importance of: flexibility, cooperation, leadership development, implementation of digital technologies, increased ethics. At the same time, it was emphasized that the war definitely changed the approach to organizational behavior, partnership and cooperation, creating new challenges and limitations, and the year 2024 is preparing new tests, which is why companies need to focus on new goals, motives, working conditions, on the development of qualitatively new strategies harmonization of its organizational behavior in the conditions of digitalization, since it is necessary to strengthen and lay the post-war future of the country already today. The influence of digitalization conditions on the formation and selection of strategies for harmonizing the organizational behavior of the enterprise has been studied, it requires transformations in the organizational structure, culture, communications, leadership and perception of changes, problems that need to be solved and which, with balanced approaches and effective management, can be painlessly overcome in the process of harmonization have been identified organizational behavior of enterprises and the influencing factors on these processes are revealed, the stages are defined (analysis of the current state of organizational behavior of the enterprise, determination of parameters of the strategy of harmonization of organizational behavior, preparation of personnel for changes, implementation of organizational measures, new digital tools and technologies, evaluation of results and adjustments) and forecasted advantages and effects of implementing strategies for harmonizing the organizational behavior of enterprises in conditions of digitalization: increasing the level of competitiveness; activation of innovativeness; improving communication and cooperation; improvement of the management and reporting mechanism; attraction and retention of talented specialists; cost reduction and optimization of business processes. In addition, the implementation of strategies for harmonizing organizational behavior contributes to changes in organizational culture, creating a more flexible and open environment that is conducive to innovation and enterprise success in the context of digitalization.

Digitalization in construction: transformation of procedural approaches and project optimization in order to increase the profitability of the industry

The article is an in-depth analysis of the impact of digital technologies on the construction industry. In the course of the study, the authors delve into the process of transformation of traditional methods of work, emphasizing the key changes provided by digital approaches. The focus is on design optimization and its role in improving the efficiency of construction processes. The paper also discusses in detail the digitalization strategies aimed at achieving specific goals, in particular, to increase the profitability of the industry. The authors give practical examples of successful implementation of digital innovations in construction, discussing their impact on the final results of projects. The review provides readers with a deep understanding of how digital technologies are shaping the future of the construction industry and how their integration can lead to a significant improvement in the profitability of the industry. The article also examines the main problems faced by the construction industry and how digital technologies can offer innovative solutions to solve them. It identifies not only technical changes related to the introduction of digital processes, but also changes in organizational culture and project management. Special attention is paid to the issues of safety, standardization and sustainability in the context of digitalization of construction. The consequences of digital transformations on existing business models are analyzed and assumptions are made about the future development of the industry in the conditions of universal digitalization. Thus, the article provides a study of the digital revolution in construction, providing readers with an in-depth analysis of not only technological changes, but also the broad impact of digitalization on all aspects of the construction industry.

Relationship between Digital Leadership and Organizational Culture: Role of Digital Literacy

This study investigates the influence of digital literacy on leadership styles embraced by organizational leaders and its subsequent impact on organizational culture. The objective is to provide insights that can guide strategic decision-making and leadership development initiatives in the digital age. The research focuses on exploring the relationship between Digital Leadership and Organizational Cultural Changes, with a specific emphasis on the role of Digital Literacy. Primarily quantitative, the research relies on primary data for its insights. A meticulously designed questionnaire is administered to collect the necessary data. The results indicate that a Banking and Financial Services (BFS) manager, aged 31 to 40 years, earning a monthly income between INR 50,001 to INR 1,00,000, regardless of gender, marital status, and education, demonstrates a higher level of perceptions of digital leadership. Conversely, a BFS employee aged above 50 years, earning a monthly income up to INR 30,000, irrespective of gender, marital status, and education, exhibits a lower level of perceptions of digital leadership. Moderation analysis outcomes reveal that the primary connection between perceptions of digital leadership and organizational culture is significant. However, the moderation effect of digital literacy in the relationship between perceptions of digital leadership and perceptions of organizational culture is deemed insignificant. These findings contribute valuable insights for organizational decision-makers seeking to understand the intricate dynamics of digital leadership and its impact on shaping organizational culture in the contemporary business landscape.

Environmental management systems in Greek ports: A transformation tool?

Environmental Management Systems in ports represent an effort to combine high-quality port services and strong environmental performance with modern management strategies and street-level implementation. The broader use of EMS indicates a shift towards more sustainable port organization, operation and development, but also a trend to optimize objectives, means and procedures through a consistent, well-organized and result-oriented effort. This research paper delves into EMS as transformative tools, with a particular focus on their implementation and impact within Greek ports. Our findings suggest that EMS are powerful tools. They have the capacity to set strategic decisions into motion, establish concrete and measurable targets, introduce new processes and procedures, reorganize existing structures or create new ones, mobilize resources effectively, and generate tangible outputs and effects. Concurrently, EMS may have significant externalities by catalyzing changes in port strategy, governance, structure, or organizational culture. EMS reflect a heightened environmental ambition and engagement on the part of port authorities and serve as catalysts for the environmental mainstreaming and sustainability efforts within the port industry. Nonetheless, it is important to acknowledge that EMS implementation does have certain limits and limitations that should be taken into account when striving for better environmental performance or sustainable port development.

Communication, Cognition and Competency Development in Healthcare: A Model for Integrating Cognitive Ethnography and Communication Skills Training in Clinical Interventions.

The aim of this study was to conduct and evaluate the Blended Learning communication skills training program. The key objective was to investigate (i) how clinical intervention studies can be designed to include cognitive, organizational, and interactive processes, and (ii) how researchers and practitioners could work with integrated methods to support the desired change. The method combined design and implementation of a 12-week Blended Learning communication skills training program based on the Calgary-Cambridge Guide. The training was implemented in a patient clinic at a Danish university hospital and targeted all healthcare professionals at the clinic. Cognitive ethnography was used to document and evaluate healthcare professionals' implementation and individual competency development, and support the design of in-situ simulation training scenarios. Thirteen participants completed the program. The synergy within the teams, as well as the opportunities for participants to coordinate, share, discuss, and reflect on the received knowledge with a colleague or on-site researcher, affected learning positively. The knowledge transfer process was affected by negative feedback loops, such as time shortages, issues with concept development and transfer, disjuncture between the expectations of participants and instructors of the overall course structure, as well as participant insecurity and a gradual loss of motivation and compliance. We propose a novel 3-step model for clinical interventions based on our findings and literature review. This model will effectively support the implementation of educational interventions in health care by narrowing the theory-practice gap. It will also stimulate desired change in individual behavior and organizational culture over time. Furthermore, it will work for the benefit of the clinic and may be more suitable for the implementation of communication projects than, for example, randomized setups.

Deciphering Artificial Intelligence’s Impact on the Evolution and Transformation of Organizational Culture

Artificial Intelligence (AI) is a unique set of technologies that gain a profound position in the business economy. It is a promising tool that has brought massive disruptions worldwide. AI transfiguring almost every industry has today made organizations reshape their business culture. As traditional companies have struggled to tap its potential, many organizations still lack awareness regarding its expediency and usage. Therefore, to bridge this gap, this innate chapter jeer into the instrumental role of AI in assisting business culture. Given its key features and benefits, this chapter presents interesting literature on AI managing organizational cultural change. It suggests building a conducive digital culture. Furthermore, this view underlines the key AI approaches, fundamentally enabling the readers to reassess AI’s effectiveness. Altogether, it makes researchers, professionals, and organizations benefit from the role of AI and OC.

Culture Change: The Nexus of Leadership, Organisational Development Models, and Coaching Cultures in Healthcare

The COVID-19 pandemic has ushered in an era of unparalleled challenges for healthcare systems worldwide. As hospitals and healthcare organizations shoulder the immense responsibility of delivering critical care to patients, they have grappled with an array of dynamic and intricate cultural challenges that have emerged during the pandemic and continue to shape the healthcare landscape in the U.S. This paper embarks on a vital exploration into the multifaceted realm of organizational cultural change within the context of healthcare institutions. By delving into the intricacies of cultural transformation during and after the pandemic, this research inquiry, grounded in a comprehensive review of research theories and the latest literature, not only seeks to provide a deeper understanding of the evolving dynamics within healthcare organizations but also offers a novel perspective on the navigation of these complexities. The importance of this research lies in its ability to shed light on the profound shifts in workplace dynamics and priorities brought about by COVID-19, thereby contributing valuable insights that can guide healthcare leaders and practitioners in adapting to this new reality and fostering resilient healthcare systems for the future.

PROGRAM PENGUATAN BUDAYA ORGANISASI ISLAMI PADA UNIT KEGIATAN MAHASISWA (UKM) PRAMUKA UNIVERSITAS MUHAMMADIYAH SURAKARTA

Organizational culture is a tool to unite various traits and characters in an organization which will become the identity of the organization. Organizational culture is very important to implement in an organization, both for employees and students. Various studies show that change management and organizational culture play an important role in creating good employee performance in an organization. This must be applied to organizations to support the smooth running and development of the organization, not only organizations and employees but also student organizations. The community service program through the capacity strengthening program (PPK) scheme is carried out with the "brainstorming" stage, opening insights and developing knowledge about organizational culture. With this community service program, students gain knowledge and practice regarding organizational culture and are able to implement the knowledge gained into student activity units (UKM).

Enhancing quality assurance in continuing education through an organisational cultural change

Enhancing quality assurance in continuing education through an organisational cultural change

The Influence of Organizational Culture and Change Management on Company Performance Through Competitive Advantage at PT. Sarana Abadi Makmur Bersama

This research aims to determine the influence of organizational culture and change management through competitive advantage on company performance at PT. Sarana Abadi Makmur Bersama. The research was carried out using a quantitative approach. The population is 435 employees with a sample of 87 respondents. The data collection technique uses a questionnaire which will be distributed to respondents by random sampling. Data analysis techniques use descriptive analysis, path analysis, regression analysis, and the Sobel test. The conclusion of the research is that competitive advantage is able to mediate organizational culture and change management on company performance at PT. Sarana Abadi Makmur Bersama. The main findings based on statistical results show that the greatest influence is from direct influence, namely: the change management variable with a beta value of 0.395 then organizational culture with a beta value of 0.297. The suggestion for companies is to focus more on improving change management and organizational culture which will make a greater contribution to improving company performance and increasing the company's competitive advantage.

Ордерный тренинг как метод управления сформированными субордерами организационной культуры (программа «Касталия»)

Introduction. The organizational and cultural approach to the management of modern organizations remains a priority in the context of an increasing variety of management technologies. Theoretical analysis. The theoretical basis for understanding the phenomenon of organizational culture and socio-psychological training as a method of managing it is the order approach to the socio-psychological study and change of organizational culture. In the order approach organizational culture is considered as a complex socio-psychological order of organizational and managerial interactions, constituted and regulated by subsystems of ethical meanings of participants in interaction. Empirical Analysis. The analysis is based on the material of the training case. Conclusion. The socio-psychological mechanism underlying the training method of managing the suborders of organizational culture is a step-by-step recoding of the ethical and semantic code of culture, taking into account at the same time the features of the existing culture of the organization and the actual management task.

Impact of organizational positive and negative culture on employee performance

PurposeThe purpose of this study is to evaluate the effect of both positive and negative corporate cultures on employee performance in Saudi Arabia, in the presence of performance reviews and factors leading to positive work culture, in an environment that underwent serious modification with COVID-19. The changing work methods (online, remote, etc.) have left their mark necessitating revisiting the needs and capabilities of employees in the work environment.Design/methodology/approachThis quantitative study uses primary data from small and medium-sized enterprises (SMEs), non-profit organizations, and transnational organizations, in their transient role and influence on organizational culture change. The data set includes 311 usable responses from 50 randomly selected organizations and is analysed using structural equation modelling to test the proposed model.FindingsA healthy corporate culture serves as the basis for increased employee performance in the workplace. The three independent variables, availability of negative culture, availability of positive culture and employee perceived performance, have a positive impact on the dependent variable employee perceived effectiveness of performance reviews; however, factors leading to the development of a positive organizational has a negative influence.Research limitations/implicationsThis study faced a limitation with the potential similarity of responses due to the large number of same-background respondents (engineers). However, the results are indicative of a trend. Moreover, the responses did not allow for cross comparison between responding organizational types (SMEs, non-governmental organizations and multinational corporations) as was planned.Practical implicationsManagers should motivate their respective employees, through ensuring the diffusion and sustainability of the right culture work environment. This should allow their teams to complete tasks with little or no supervision. Moreover, as the Saudi economy is gearing up for global competitiveness, this performance culture becomes a key for the success of the strategic plans, thus the high importance of the positive culture at work today.Social implicationsUnderstanding the importance of positive and negative culture at the managerial level would affect the relationship with employees and improve work environment and job satisfaction.Originality/valueThis study pinpoints the need to revisit a dimming topic, proving that with the end of the COVID-19 pandemic, managers need to go back to square one. The introduction of the many novel work systems, online, remote work, etc. have changed the work setting and environment. This is requiring a new look at the employees’ perceptions on factors influencing corporate culture and performance.

Managing the change of prescriptivism in Hungary: adopting the models of change management to L1 education

Abstract The paper studies the possible role of change management, a well-known term and often used action in the public administration and corporate sector, in supporting the institutional shaping of positive language attitudes towards regional dialects. The theoretical study is based on the presupposition that the application of the sociolinguistic viewpoint in L1 education in Hungary can be understood as a process of change in organizational and corporate culture. The study aims to point out how the lessons of change management can help move the standard-based viewpoint and subtractive practice in mother tongue education more effectively towards a sociolinguistic and additive approach. Besides these viewpoints, the existing regulations and teaching practices regarding language variability in present-day Hungary are also summarized in the paper briefly. The second part presents the change management theory and its two famous models, and discusses what can be learned from them concerning the field of (educational) linguistics.

Communities of practice for implementing methods to reduce involuntary care in intellectual disability care: Insights from tacit and experiential knowledge exchange

ABSTRACT Background Intellectual disability organisations in the Netherlands are seeking to improve clients’ quality of care by implementing methods that reduce involuntary care. This study described insights gained from sharing tacit and experiential implementation knowledge in Communities of Practice (CoP). Method In a participatory research, managers, policymakers, experts-by-experience, support staff, and researchers participated in two CoP. Transcripts of the first meetings, focusing on tacit implementation knowledge and experiences in intellectual disability care, were analysed qualitatively. Results Six themes and nine subthemes were found. One related to implementing methods in line with the Care and Coercion Act. Other themes were the quality of care dilemma, implementation determinants, organisational context, change in organisational culture, and implementation plans and strategies. Discussions Findings reveal insights regarding the impact of implementing methods that reduce involuntary care on care professionals, management, and organisations. Through thinking together, CoP participants collectively learned about implementing methods in intellectual disability care.

Pengaruh Manajemen Perubahan, Budaya Organisasi, dan Manajemen SDM terhadap Kinerja Perusahaan pada PT Recapital Asset Management

All organizations face a dynamic and changing environment. The demands of being a competitive organization mean that companies must respond more quickly to customer needs, and this can change over time. It can be said that the external environment of an organization tends to be the force that drives change. On the other hand, organizations internally feel the need for change, thus every organization will face the choice between changing or dying, suppressed by the forces of change. This research aims to determine the effect of change management on company performance, determine the effect of organizational culture on performance, to determine the effect of human resource management on company performance, and together to determine the effect of change management, organizational culture and resource management. Human Resources on Company Performance. This research uses quantitative methods and uses several theories as indicators. This research took data from the population of all PT Recapital Asset Management employees who were the object of the research, by distributing questionnaires. The results of this research show that there is an effect between management changes on company performance which can be determined by management change indicators at 18.4%, while company performance is still determined by other factors at 81.6%. Meanwhile, the strength of the relationship between the two is positive but at a low or weak level. There is an effect between organizational culture on company performance which can be determined by organizational culture indicators at 43.2%, while company performance is still determined by other factors at 56.8%, meanwhile the strength of the relationship between the two is positive but at a moderate level. There is an effect between HR management on company performance which can be determined by HR management indicators at 20.9%, while company performance is still determined by other factors at 79.1%, while the strength of the relationship between the two is positive but at a low or weak level. There is an effect between management changes, organizational culture, HR management together on company performance of 44.3%, while company performance is still determined by other factors at 55.7%. The strength of the relationship between the two is positive but at a moderate level.

STRATEGIC COMPETENCE AS A DETERMINANT OF PROFESSIONAL COMPETENCE OF A FUTURE SPECIALIST

The article analyses the research and trends in various literary sources with the aim of identifying new theoretical concepts regarding the essence of strategic competence, with the help of which we can better understand the requirements for strategic competence of specialists to improve the professional training of future specialists. It has been established that the phenomenon of “strategic competence” is a complex and multidimensional phenomenon, so defining the essence of this phenomenon primarily involves clarifying the content of such a related concept as “competence”, on the basis of which it is possible to reveal the essence of the concept of “strategic competence” of a person. Competence in the study is considered as an integrative personal formation that combines the acquired knowledge, skills, abilities, experience and personal characteristics that determine the desire, ability and willingness to solve problems and tasks that arise in real life and professional situations. The analysis of the scientific literature has shown that there is a difficulty in defining strategic competence, as it can refer to both the ability to perform tasks and the way people should behave to fulfil their role. Based on the analysis of the structure of professional competence, we conclude that strategic competence is one of its important structural components. Strategic competence exists as part of the professional competence of a specialist of any profile, and should be used when there is a need to find solutions to real or foreseeable problems in professional activities. It is established that it is advisable to distinguish strategic competence as a separate component of professional competence. It is proved that strategic competence is closely related to higher education and the necessary requirements for graduates of higher education institutions. In the course of the analysis, it is found out that the content of the standards of higher education of Ukraine of the first (bachelor’s) level of higher education in various specialties takes into account the need to form strategic competence in future specialists. It is determined that a high level of formation of a specialist’s strategic competence ensures the choice of an effective model of professional behaviour that should meet the conditions of professional activity; planning and development by a specialist of measures to adapt to the conditions of professional activity, including changes in organizational culture; determination of the overall goal of professional activity; implementation of planned actions and operations; implementation of the planned strategy, etc. It is concluded that strategic competence is one of the components of professional competence, which provides solutions to real or foreseeable problems; this high level of formation of the strategic competence of a specialist ensures the choice of an effective model of professional behaviour that should meet the conditions of professional activity; planning and development by a specialist of measures to adapt to the conditions of professional activity, including changes in organizational culture; determination of the overall goal of professional activity; performance of planned actions and operations; implementation of the planned strategy, etc. The conducted research emphasizes the relevance of this issue in today’s conditions and provides prospects for further work on disclosing the essence and structure of the strategic competence of the head of a preschool education institution.

Lean Management in an IVF Laboratory

The early spread of Lean started in the auto industry. Toyota gained knowledge from others and developed its own management system by employing and inventing methods that fit its needs and situation. It developed the Toyota Production System, called “LEAN”. In healthcare, Lean transformation is a process of changing old mindsets and organizational cultures. It is a long-term process that takes time and effort from the whole organization. Lean management is not to solve major problems of the organization, it is about hundreds or thousands of small problems that occur in the system every day. We have to learn together, think together, and start taking action to improve every day, and continue doing so as long as we can. The ultimate goal of Lean is to provide products/services at a lower cost and higher quality, to increase the value of our products/services to our customers. IVF demand has been increasing worldwide, yet competition has been fiercer. The IVF cost has been increasing. Lean management in IVF laboratories that aims to improve IVF lab procedure flow, reducing risks/errors, adding value to IVF lab services. As the IVF business has developed very fast, IVF staff shortages are a big issue. Overworked conditions in IVF laboratories can harm procedure quality, patient safety, service quality and lead to losing staff and patients. Lean management can help us to improve the lab flow and efficiency and reduce the pressure of staff shortages. By improving efficiency, reducing errors, and adding value to the service, it will accumulatively provide a better-quality service with less costs. The presentation describes how our system in Vietnam approached and applied Lean management in IVF laboratories to reduce waste, improve laboratory quality with staff involvement and satisfaction.

Who wants to be a teaching innovator?

Innovative teaching is a common goal in Australasian university strategic documents. However, innovative teaching requires innovative teachers, yet our study of science, health and engineering staff at a Victorian university found many teaching academics did not identify as innovative, even when reflecting on their 2020-21 pandemic teaching experiences, and even though they demonstrated as much innovation at that time as their peers who did consider themselves to be innovators. This concise paper investigates reasons why teaching academics may be reticent to call themselves innovators, finding tentative support for three hypotheses: that there may be differences in how innovation is understood that are discipline-specific; that there may be social stigma associated with innovation that can be overcome via a change in organisational culture; and that some academics may associate innovation with negative connotations or experiences. We conclude with practical recommendations for building a culture of innovation in learning and teaching.

The impact of an innovators group on the development of a culture of innovation in the use of educational technologies

Realising the full potential for educational technologies to improve the student experience is a challenge for higher education institutions. Although academic resistance is often blamed for poor dissemination of teaching technologies, recent literature has more satisfactorily framed the issue in terms of intransigent organisational culture. Features of higher education organisational culture that are conducive to innovation include senior executive support, freedom to experiment and permission to fail and interdisciplinary and cross-institutional engagement. One approach to changing organisational culture is to establish new organisational structures embodying positive traits. This study qualitatively evaluated a technology in teaching innovators group established in 2018 in a science, health and engineering faculty of an Australian university; it provides evidence that the group improved the culture of teaching technology innovation by creating a safe space for innovation, which members then disseminated into their departmental communities. The study also found that the group created a forum for teaching technology innovators to engage with stakeholders in the university’s learning and teaching and information and communication technology units, leading to improved outcomes for the university’s learning environment. Implications for practice or policy Teaching technology dissemination in higher education can be enhanced through a community of practice model. Higher education learning technology environments can be improved through an innovators group leading to greater cross-institutional collaboration. Educational technology staff may be able to overcome academic resistance to strategic projects by pursuing a community of practice approach.