Competing Values Framework Research Articles

"The Practicability of Competing Value Framework as a Stride towards Public Service Delivery Improvement in the Health Sector "

"Considering its impact, organizational culture has emerged as a vital concept in organizational devel opment. Although diagnosing organizational culture appears as one of the organizational change strate gies for organizational development, it is a challeng ing undertaking. The dearth in the evaluation of the organizational culture of the public sector, especially in Nigeria, motivated this study with the aim of evalu ating the organizational culture of the Kwara State public health sector using the Competing Value Framework (CVF). Significantly, there is mounting pressure on the state’s health sector to improve its service delivery, which is likewise strained by the ef fort to contain COVID-19 incidents. Hence, to assess the organizational culture and identify the areas of improvement for an effective proposed organiza tional reform, this study collected data by adminis tering questionnaires to 256 participants. The study found that the prevailing culture is inter nally oriented and it manifests the typical culture of many public institutions. The evaluation of the cur rent and preferred organizational culture is impor tant to identify and create the needed change and most importantly foster a successful organizational transformation in the reality of many failed reforms. Conclusively, a successful change is anticipated to achieve the national goal of the health sector iden tified as one of the global sustainable development goals. "

An Investigation of Teachers’ Perceptions of School Competitiveness and Organizational Work Environment in a Rural Area

School choice is expected to generate competition and thereby lead to organizational improvements. Using teachers’ original survey responses, this study uses the market culture within the competing values framework and finds substantial variation in how rural schoolteachers perceive competitive pressure and school climate. When we restricted our analysis to teachers from low-income schools, the relationship between competition and work environment is amplified for some organizational climate variables. Findings, which suggest that higher levels of perceived competition are associated with somewhat higher morale and stronger organizational cultures, are important for school leaders and policymakers.

Improving sustainable supply chain performance through organisational culture: A competing values framework approach

This research adopts the institutional and relational view theories to empirically test the impact of organisational culture (OC) on sustainable supply chain performance (SSCP) and further examines the impact of external integration on their relationship, drawing on a study in the food manufacturing industries in the UK and Greece. Using the mixed method approach, structural equation modelling (SEM) technique was first used to empirically analyse the data from a survey of 315 firms. In addition, insights from 11 interviews from top managers were qualitatively used as the basis to enrich and confirm the findings from the quantitative study. Our findings revealed that in the context of global supply chains only developmental, hierarchical, and group culture components of the competing values framework (CVF) as a model for assessing OC are conducive for achieving a higher SSCP. Although developmental, hierarchical and group cultures are instrumental for SSCP, a strong external integration is still required. Thus, external integration was found to mediate the relationship between the dimensions of OC and SSCP. The results further confirmed a positive relationship between all the dimensions of OC (developmental, group, hierarchical and rational culture) and external integration and a positive impact of external integration on SSCP. This research expands the institutional and relational view theories to examine the effect of OC (using CVF) on SSCP and further reveals the extent of external integration needed in the relationship to enhance SSCP in global supply chains. Supply chain managers are encouraged to adopt integrated competing values, namely, developmental, group, and hierarchical cultures to intensify the external integration in the supply chain to overcome several sustainability challenges and improve SSCP.

“Architects of Change or Its Victim”: University Presidents’ Perspectives on the Role of Competing Values During the COVID-19 Crisis

ABSTRACT Presidents have difficult roles regardless of systemic context and in times of crisis their work is especially complex. While the body of work on presidents generally is growing, understanding of their role in crisis is underdeveloped. In this study, we enhance research on presidential crisis leadership by applying the competing values framework to a unique set of interviews with 14 presidents from eight nations. Our results highlight the value tensions that were and are experienced by presidents during crisis as these leaders manage local needs with national guidance. The most common values discussed include control, collaborate, and create, while the value of compete was rarely referenced.

Organizational culture and Industry 4.0 design principles: an empirical study on their relationship

In this paper, we investigate the relationship between organizational culture (OC) profiles and the adoption of Industry 4.0 (I4.0) design principles. We surveyed 153 middle and senior managers from Brazil and India, whose manufacturing companies have been implementing I4.0. Participants provided answers regarding the perceived OC characteristics that prevail in their companies, which were assessed based on the Competing Values Framework. We also collected data on the adoption levels of I4.0 design principles, whose analysis was conducted through the utilization of multivariate data analysis techniques. Our results indicated that, depending on the I4.0 design principle, OC profiles (Clan, Adhocracy, Market and Hierarchy) may either corroborate or impair its adoption, allowing the verification of the hypothesized relationships. The understanding of the association between OC profiles and I4.0 design principles provides practitioners with arguments to identify possible problems during their digital transformation. As changes in OC require significant efforts and are usually time-consuming, companies that can anticipate those issues might face a smoother transition towards the Fourth Industrial Revolution, hence, obtaining competitive advantages.

Study on the Relationship Between Corporate Culture and Corporate Performance in IT industry in Japan via Text Mining

This study analyzed the corporate culture of listed companies in the Japanese information technology industry from the management and employee perspectives, and studied the relationship between corporate culture and corporate performance for the period between FY 2018 and 2021. Four corporate culture dimensions (compete-oriented, control-oriented, collaborate-oriented, and create-oriented) of the competing values framework were quantified by evaluating annual reports and employees’ online reviews through text analysis. In addition, this study found that some relationship between the corporate culture dimensions from the two perspectives and corporate performance indicators.

How do Scrum Methodologies Influence the Team's Cultural Values? A Multiple Case Study on Agile Teams in Nonsoftware Industries

The cultural component of the project team is recognized as one of the most critical factors in the implementation of agile project management (APM), especially in nonsoftware industries, where the diffusion of APM still involves several challenges. Particularly, the successful implementation of scrum—the most diffused APM methodology—seems related to the project teams’ subculture, which may differ from the overall organizational culture of the company. This article contributes to the APM literature in nonsoftware contexts by studying the cultural values that develop inside agile teams and the scrum principles and practices that are particularly relevant for fostering these values. Using interview data collected from seven manufacturing and service organizations, we use the competing value framework as the theoretical model to understand the cultural profiles of their organizations, how they deploy into the project teams’ subculture, and what, if any, connections exist with the adoption of scrum principles and practices. We find that clan and market values are the dominant subcultures in agile teams. These cultural values are fostered at a strategic level by a subset of scrum values (i.e., courage, openness, and respect) and pillars (i.e., transparency and adaptation). At an operational level, retrospective meetings and the definition of particular artifacts also contribute to develop these dominant cultural values.

Corporate culture and firm value: Evidence from crisis

Based on the Competing Values Framework (CVF), we score 10-K text to measure company culture in four types (collaborative, controlling, competitive, and creative) and examine its role in firm stability. We find that firms with higher controlling culture fared significantly better during the 2008–09 crisis. Firms with stronger controlling culture experienced fewer layoffs, less negative asset growth, greater debt issuance, and increased access to credit-line facilities during the crisis. The positive effect of the controlling culture is stronger among the financially-constrained firms. Overall, the controlling culture improves firm stability through greater support from capital providers.

ORGANIZATIONAL CULTURE AND TACIT KNOWLEDGE SHARING: EMPIRICAL EVIDENCE FROM CROATIA

The paper aimed to investigate the influence of organizational culture types on tacit knowledge sharing in medium and large enterprises in Croatia. For research, organizational culture is differentiated according to the typology based on the Competing Values Framework. In the theoretical part, the basic concepts and open questions related to the issues of the subject research are systematized and analyzed. The empirical part of the paper presents the results of a survey conducted on 14 medium and large companies in the Croatian economy. A total of 492 knowledge workers were surveyed in these companies. Multiple regression was used to assess the research model. The results of the research showed that organizational culture significantly influences tacit knowledge sharing, where the mentioned influence can be positive or negative, depending on the culture type. More precisely, it was found that clan and adhocracy cultures have a positive, and market culture has a negative impact on tacit knowledge sharing. However, no statistically significant influence of hierarchy culture on tacit knowledge sharing has been proven. The results of this paper have significant theoretical and practical implications.

Organizational cultures that support community: Does the competing values framework help us understand experiences of community at work?

Recent evidence has shown that when employees experience perceptions of community at work (i.e., a sense of community and a sense of community responsibility), psychological well-being and behavioral engagement improve (e.g., greater job engagement, organizational citizenship, and leadership). Recent evidence also shows that experiences of community, as a motivational state, are better able to predict employee outcomes compared to a series of factors that have long been studied in the general management (i.e., affective organizational commitment, organizational identity) and in the public management literature (i.e., public service motivation). However, we know less about the conditions that lead to perceptions of community experiences at work. One recent qualitative investigation exposed a series of organizational conditions that appear to stimulate perceptions of community at work including C-Suite leadership support, organizational structure and context, characteristics of connection, managerial, job, and work unit characteristics, and responsibilities of human resource management professionals. The present study extends this study by empirically investigating organizational cultural conditions that are associated with perceptions of community at work. We test the ability of the Competing Values Framework, which includes constructs of Hierarchy, Market, Adhocracy, and Clan organizational cultures, and their ability to predict perceptions of the community. Findings showed that clan culture was most associated with perceptions of community in general and that clan culture within a department plays an important role in perceiving community at work. This study helps scholars understand cultural conditions that can lead to psychological experiences of community, it begins to frame cultural factors that scholars can empirically test in future studies, and it assists executives and managers in conceiving approaches to building cultures of community at work.

The organizational culture of scale-ups and performance

PurposeScale-ups have a crucial role in our society and economy, are known for their fast growth and high performance and undergo significant organizational change. Research on the organizational elements that ensure scale-ups sustaining high performance is limited. This empirical study aims to investigate the organizational culture in scale-ups using the Competing Values Framework, including the clan, adhocracy, the market, hierarchy cultures and its relation to performance.Design/methodology/approachQuantitative and qualitative data were collected in five scale-ups. Surveys provided data of 116 employees on organizational culture, assessed using the Organizational Culture Assessment Instrument (OCAI) and perceived performance. The aggregate outcomes and performance measures were analyzed using correlation analysis. Interviews were held with ten top managers and mirrored against the quantitative data.FindingsThe results show that top managers and employees have different perspectives on the culture scale-ups are supposed to have. Top managers perceive market culture as more and hierarchy culture as less present in their organizations than employees. The clan and adhocracy culture are positively correlated to performance and are preferred by employees. Market and hierarchy culture types are negatively correlated to performance and are least preferred by employees.Research limitations/implicationsIt enables scale-up leaders to specifically intervene when cultural elements are experienced by employees that will not drive performance and fit the high performance and fast-growing scale-up environment.Originality/valueThis study is the first that showed that organizational-wide surveys, combined with in-depth interviews, are suitable for top managers of scale-ups to diagnose the organizational culture and the effect on the organization's performance.

The digital era and public sector reforms: Transformation or new tools for competing values?

AbstractThis article considers the tools and management approaches associated with the “digital‐era” public sector reform, which many observers suggest has supplanted or should supplant previous reforms such as those associated with the New Public Management. This article levers and adapts the Competing Values Framework to categorize various public service reform movements—Traditional Public Administration, New Public Management, Public Value Management, and New Public Governance—and associated value systems and cultures. It argues that not only do these prior reform movements persist as values and repertoires in public service systems, but they are also each variously receiving oxygen from “digital” as the latest wave of technological innovation affecting societies, markets, and governments. It calls for more systematic empirical work to gauge how digital tools have been affecting the mix and balance of values and repertoires associated with these reform movements in different parts of public service systems in Canada and beyond.

Development and psychometric testing of the Perceived Organizational Climate Scale for nurses.

Retaining nurses on the job is vital, and their successful retention is related to the organizational climates (OC) of healthcare settings. The purpose was to develop and test the psychometric properties of the Perceived Organizational Climate Scale (POCS). The methodologic research design was used by following the scale development strategies by DeVellis (2017). The conceptual framework for this study was based on the broader theoretical framework of the Competing Value Framework (CVF) of Quinn et al. (2015), the concept analysis and extensive literature review (1939-2018), and combined with the inductive qualitative data. A two-phase study of scale construction and psychometric testing was conducted for content validation, construct validation and internal consistency reliabilities of the instrument. An expert panel validated the 4-point scale, followed by exploratory factor analysis, the known-group approach and split groups. Data were collected from (1161) registered nurses in eight general hospitals across Myanmar from August 2019 to September 2020. The 35 items with four essential dimensions: transformational climate, bureaucratic climate, team climate and strategic climate, explained almost 50% of the variation with all factor loading greater than .40. The internal consistency reliabilities of the instrument showed the Cronbach's alpha coefficient of .93, and the dimensions were from .82 to .85. As hypothesized, the known-group approach demonstrated that experienced nurses had higher mean scores than novices. The internal consistency reliabilities of the scale and dimensions across the splitting groups illustrated the stability. This evidence supports this instrument as having satisfactory initial psychometric properties with a comprehensive picture of OC by its essential components contributing to an inclusive understanding of this climate globally. This instrument can be used as an objective tool for evaluating OC as perceived by nurses in healthcare settings to inform improvements in working environments.

A Meta-Analysis Linking Organizational Learning Culture, Performance, Innovation, and Job Attitudes

Both management scholars and practitioners agree that organizations need to continuously learn as a response to ongoing changes in the business environment, and that an organizational learning culture (OLC) is critical in this endeavor. Yet, creating an OLC is a time- and resource-intensive endeavor, whose return on investment is not certain; evidence on the OLC-performance link is scattered across a range of academic domains, industries, cultural contexts, and measurements. Building on the resource-based view of the firm and the competing values framework, this study synthesizes extant evidence on the link between OLC and organizational performance, innovation, and performance-related work attitudes. Meta-analyses of 86 studies and 223 effect sizes with a cumulative N = 43,232 reveal that OLC is positively related to all outcomes, explaining 12% of variance in organizational performance, 20% of innovation, 24% of job satisfaction, 22% of organizational commitment, and 8% of turnover intentions, statistically significant effect sizes that are characterized by high levels of heterogeneity. These findings provide coherent evidence on the value of investing in an OLC, resulting in managerial and research implications.

The Journey to Strong Sustainability Starts With Understanding Organizational Culture

Organizations and researchers have embraced corporate sustainability but the desired impacts of doing so are unrealized. This “Big Disconnect” stems from a business-as-usual integration of weak sustainability rather than an embracing of strong sustainability. This paper approaches this problem by asking if organizational culture, is a component of corporate sustainability strength. Documents from 197 organizations were text mined with standardized keywords to determine corporate sustainability strength on Landrum’s Stages of Corporate Sustainability and organizational culture profile on the Competing Value Framework. Expectedly, organizations with a proclivity towards Hierarchy, and Market typologies were proponents of weak corporate sustainability. Surprisingly, Clan-oriented organizations were found to reduce weak sustainability while Adhocracy types had no relationship to corporate sustainability strength. These findings demonstrate that organizational culture should be managed in practice and research to connect organizations to strong sustainability.

University Management: Organizational Culture as a Factor of University Competitiveness

This research examines the organizational culture at Islamic universities in Indonesia to gain an Islamic university competitiveness. The qualitative research method is used, with data gathered through interviews, observations, and documentation. According to the study's findings, the conceptual framework of organizational culture plays a role in increasing universities' competitive advantage. The study's findings highlight the organizational culture-building model and its framework (competing value framework). Furthermore, the study's findings highlight the need for a reorientation of vision, adaptation to technological renewal, development of partnership-based networks, and enhancing academic services. Multi-stakeholder networks are essential in mediating the relationship between organizational culture and university competitive advantage. This research's originality fills gaps in the literature on cultural studies and organizational behavior in higher education. Studies on organizational culture in creating competitive universities and organizational resilience are still limited.

The Digital Transformation Leadership Framework: Conceptual and Empirical Insights into Leadership Roles in Technology‐Driven Business Environments

The powerful and disruptive changes associated with digital transformation make leadership more complex than before, which results in new and demanding challenges for companies and leaders alike. Thus, building on the competing values framework (CVF), which postulates that leaders must adopt multiple roles and behaviors, the current research aims to identify leadership roles appropriate in digital transformation and subsequently investigate whether the existing CVF roles are still relevant. A qualitative study was conducted to identify appropriate leadership behaviors in digital transformation. Additionally, a measurement scale for the identified leadership roles was developed and tested. Furthermore, multidimensional scaling (MDS) was used to test the degree‐of‐fit between the identified leadership roles in digital transformation and the four CVF quadrants. The results reveal that new leadership roles emerge in the context of digital transformation. Some original CVF roles are still relevant, but others should be modified. Overall, the findings indicate that leaders need a broad behavioral complexity to master the emerging leadership challenges in digital transformation.

Exploring the Relationship Between Organizational Culture Types and Knowledge Management Processes: A Meta-Analytic Path Analysis.

This study investigated the relationship between organizational culture types according to Competing Values Framework (Clan, Adhocracy, Market, Hierarchy) and Knowledge Management Processes (Creation, Dissemination, Storage, Application) using meta-analytic path analysis. To produce the necessary pooled correlation matrix for model testing, we used the univariate (r) approach to carry out two additional meta-analyzes. Based on data collected from several research databases, we extracted the paired correlation coefficients (r) among knowledge management processes (k = 32, N = 6835) then the inter-correlations between knowledge management processes and culture types (k = 7, N = 865). The findings revealed that no particular culture type has a stronger effect on all KM processes. Clan, Adhocracy and Market have significant but varying effects on Knowledge Management processes. Notably, the clan is more associated with knowledge creation, while Adhocracy has a greater effect on knowledge application, and market has a stronger effect on knowledge dissemination and storage. However, hierarchical culture has an insignificant effect on knowledge creation and the lowest effects on the rest of Knowledge Management processes. Therefore, the study concluded that knowledge management success is determined by developing a balanced portfolio of cultural traits from clan, adhocracy and market cultures.

Innovation strategies in academic libraries using business entrepreneurial theories: Analysis of competing values framework and disruptive innovation theory

Academic libraries are currently experiencing a drastic change; this change has been necessitated with the introduction of the internet and the advancement of technology. Traditionally, academic libraries were the sole providers of information in the university environment. However, with the introduction of the internet, information access is scattered, and the academic library that previously used to enjoy the monopoly of being the only disseminator of information, now has competitors. The internet has changed the way information is accessed, packaged, shared and disseminated. Library users are changing the way they access information. Despite all these changes, academic libraries are yet to fully develop and embrace appropriate strategies to address these new realities. This paper highlights the significance of introducing innovative strategies in academic libraries for sustainability purposes, using business entrepreneurial theories, competing values framework and disruptive innovation theory in the transformation of academic libraries into a value addition organization.

The Directional Knowledge Sharing Paradigm: A Mixed-Methods Case Study of the Interaction between Organisational Culture and Intra-Organisational Knowledge Sharing

A partially mixed-methods case study in a Fortune 50 technology company was conducted to delineate the interaction between organisational culture (OC) types (competitive, bureaucratic and clan) and intra-organisational knowledge sharing (KS). This study provided empirical evidence that show differences in KS horizontally (peer-to-peer) and vertically (between direct-report and manager) within an organisation. By focussing on “socialization” adopted from the organisational knowledge creation theory, the iceberg theory and the competing values framework, we addressed an unexamined area within the body of knowledge. Survey data of 82 employees and interview data of 23 employees were analysed. Multivariate analysis of covariance (MANCOVA) was used to analyse the quantitative survey data. The qualitative interview data were analysed through content analysis. A triangulation design was then followed to merge the data through an equivalent status ([Formula: see text]) interpretation to derive meta-inferences. MANCOVA displayed a statistically significant interaction between OC and KS via socialisation. The triangulated results showed that OC types distinctly impacted KS via socialisation with differences between seeking, contributing and the direction of knowledge flow (vertical and horizontal). The empirical evidence shows that organisations must consider the direction of knowledge flow (vertical or horizontal) when enforcing cultural values to drive KS via socialisation. Similarly, researchers should not ignore the directional knowledge sharing paradigm, nor the organisational knowledge creation theory, when examining intra-organisational KS.