Concept Of Organizational Culture Research Articles

Promoting an Internal Market-Oriented Culture (IMOC) in Healthcare Services

It is essential for healthcare service organizations to develop and promote an organizational culture that focuses on their frontline employees. The aim of this study is to explore one such frontline-focused organizational culture concept, which is labeled as internal market-oriented culture (IMOC). The study examines both potential factors that promotes IMOC as well as potential outcomes of IMOC. The concept of IMOC was tested in a quantitative study were frontline employees in public hospitals participated. The findings reveal that both management focus on employees and interdepartmental cooperation promotes an organization’s IMOC. IMOC was found to have a direct effect on frontline employees’ overall job satisfaction and turnover intentions. In addition, the relationship between IMOC and employees’ turnover intentions was found to be mediated by employees’ job satisfaction. No previous research has focused on how to promote IMOC in healthcare services, which makes this study a unique contribution to service research.

ОРГАНІЗАЦІЙНА КУЛЬТУРА ТА ЦІННІСНІ ЗАСАДИ ПУБЛІЧНОГО УПРАВЛІННЯ, СУЧАСНІ ТЕХНОЛОГІЇ ДОСЯГНЕННЯ СОЦІАЛЬНОЇ ЄДНОСТІ В ГРОМАДАХ

The article analyses the issues regarding the need to reform Ukraine's public institutions, taking into account European norms, standards and procedures of public administration. This will increase the efficiency of the organization, which will lead to positive economic consequences in the activity of the public authority, better performing of its functions by the employees and optimizing of the decision-making process. The concept of organizational culture, value principles, modern tools for their implication in communities are considered. The author develops the recommendations for the development of organizational culture of public authorities in the context of public administration reform in the process of its decentralization aiming to strike a balance between public values, and proposes methods in organizing cross-sectoral communication in amalgamated local communities using modern digital technologies. The purpose of the article is to analyse the concepts of organizational culture and values of public administration in order to develop skills of inter-sectoral interaction with the participation of citizens; exploring the prerequisites for creating a common information space in the communities that produces data on aspects of local development taking the case of the system. It is determined that organizational culture is a system of moral norms, values, traditions, rules, prohibitions and ideas inherent in public service, which are formed in the process of joint activity of a certain organization, are shared by all members of that organization, determine their behaviour and activities, contribute to the achievement of goals. For the formation of values in a society by the authorities, a dialogue with the society should be developed, which will allow avoiding the acute problems that occasionally appear in the society, but also to formulate a policy, taking into account the needs of the society and, at the same time, informally influence its attitudes. Generally, society and culture may be regarded as a self-regulating system of values. They inform the individual about the optimal behaviour and means in achieving the goals, foster its socialization, orient in public life, evaluate his/her actions, provide encouragement or punishment of a person, determine his/her civic competences. The values ensure the exchange and interaction of participants in communication processes in a society; unite people in their activities, although they may act as a cause of conflict within and between social groups. The principles of the Intelligent system, which promotes the system of problems solution based on active citizenship and cooperation, are discussed. Smart Interaction is aimed at identifying and resolving issues by residents in an acceptable and convenient way - either independently or through local government institutions. «Smart Interaction» can be started with the fixing of the «Smart Interaction» platform on a special map, installed in smartphones, local issues with the direct involvement of residents. But unlike static map markers, community mapping uses special interactive beacons to create a space for «alive»” community engagement. This concerns the problem-solution, the mobilization of resources from a variety of sources, including co-financing with donors/business/investors, residents, the local budget and many other opportunities. It is concluded that the development of modern digital platforms for communication within the community improves cross-sectoral interaction, engages residents in decision-making, democratizes the values of public administration, modernizes organizational culture and reduces the burden on local governments, thereby increasing its efficiency.

The Effects of Person-Organisation Fit and Employee Commitment. The Mediating Role of Organisational Culture.

The concept of organizational culture is significant in the study of organizational behaviour and has increasingly become a vital area of interest in academic research. Organization culture recognizes the contributions of the employees in an organization, and provides holistic understanding of what is to be achieved, how goals are interrelated, and how each employee could attain organizational goals. Organizational culture is an important factor used to determine how well an employee fits into their organizational context, and it has been asserted that a good fit between the employee and their organization is vital for organisational success. The main purpose of the study was to examine the effects of organisational culture on person organisation fit and employee commitment. Simple random sampling technique was adopted to gather responses from the respondents. The study revealed that organisational culture has a positive and significant effect on person organisation – fit and employee commitment. Moreover, it was identified that organisational culture fully mediates on person organisation-fit. Based on this, the study recommended that organizational policies regarding culture should be clear for understanding by the employees. Along this line, organization should have a flexible culture and top management should use decentralized technique of management so that employees at low level have authority and power to make decision regarding problem they encounter at their level of authority.

Octapace Dimensions In Retail Organizations

Culture is a social identity. It is so valuable, that many a time, it becomes the personality of businesses. It will become very critical for an agency to set up sure norms, benchmarks and clinchers which would be their unique promoting proposition or USP. This creates a logo or an image (John E, Kralewski, Terence D. Wingert, Michael H. Barbouche, 1996). Was in Eighties, (Joanne Martin, 2004) that the concept of organizational culture emerged this further brought about a severe studies into the qualitative and the quantitative aspects of an agency’s performance

In search of the link between organizational culture and performance

PurposeThe organizational culture–performance link is fundamental to organization development and building a high-performance culture is a responsibility of leaders. The claim of a culture–performance link is most visible in the 1980s (e.g. In Search of Excellence) but is replaced by skepticism by the 1990s. Using conclusion validity as the framework, the purpose of this paper is to synthesize cross-disciplinary literature in organization studies and the emerging sub-field of organizational economics to lay a foundation to establish the link rigorously.Design/methodology/approachThe drivers of conclusion validity – internal validity, external validity and construct validity – guided the literature search and review. The author began with the concepts of organizational culture and performance, examined the organizational economic literature for the causal culture–performance link (internal validity), reviewed the organization studies literature on the debates in the measurement of organizational culture (external and construct validity) and examined the debate if organizational culture can be managed (internal validity).FindingsOrganizational economics (which conceptualizes organizational culture as shared beliefs) shows that cultures that are more homogeneous, encourage teamwork and have a clear mission, enhance organizational performance. In measuring culture, survey instruments using the process-oriented approach can rely on these results to strengthen their construct validity. In the search for the organizational culture–performance link, non-cultural factors affecting performance have to be included as control variables.Practical implicationsThe weaknesses of early research on the organizational culture–performance link become clear when examined with the conclusion validity framework. This clearness shows the way toward a rigorous empirical analysis.Originality/valueThis review provides guidance for researchers to evaluate published studies on the organizational culture–performance link. It also helps researchers to design new studies with stronger conclusion validity.

A dimension-based information security culture model and its relationship with employees’ security behavior: A case study in Malaysian higher educational institutions

ABSTRACTDespite strong recommendations by scholars to establish Information Security Culture (ISC), the lack of ISC guidelines persists, particularly in aspects that could effectively improve employees’ security behavior in an organization. This study proposes an ISC model based on seven new formulated dimensions to examine its influence on employees’ Information Security Policy (ISP) compliance behavior. The dimensions represent specific aspects of ISC and were formulated based on widely accepted concepts of Organizational Culture and ISC. The model was tested at 19 out of 21 public universities in Malaysia and validated using Partial Least Square Structural Equation Modelling (PLS-SEM). Findings revealed all seven dimensions are significant in contributing to the underlying concept of ISC, with Information Security Knowledge being the most important dimension. This ISC concept was also found to be significant in influencing ISP compliance behavior. This study contributes to ISC literature in terms of conceptualization and operationalization of an ISC concept based on the new comprehensive dimensions in relation to ISP compliance behavior. The model could be employed by practitioners in assessing, improving and cultivating a positive ISC that would effectively influence employees’ security behavior in higher educational institutions.

The Effect of Organization Culture on Organizational Commitment in the Banks: A Research in Zonguldak Province, Turkey

With the increasing competition conditions and the development of technology, the concepts of organizational culture and organizational commitment for institutions come to the fore. Organizations need the skills and abilities of their employees to continue their lives. In other words, converting the beliefs of individuals into organizational values and increasing the loyalty of the employees to the organization are at the basis of the corporate culture. The aim of this study is to reveal the effect of the employees' perceptions of organizational culture on organizational commitment. In this study, organizational culture and organizational commitment were dealt with theoretical frameworks and these theories were supported with an application made to the employees in banks in Zonguldak. According to the results of the study, employees have high emotional commitment; their continued loyalty is above average; The normative commitment was found to be moderate. In the research, the structure, risk, standard, organizational commitment, responsibility and support cultures of the organization are above the medium level; the culture of reward-incentive, conflict and affinity was found to be moderate. An analysis of the relationship between organizational culture and employee engagement indicates that the support culture is associated with emotional commitment; that risk culture is associated with continued adherence; It was found that the culture of responsibility was related to normative commitment.

Organizational Culture Vector Important for the Performance of a Company

Organizational culture has become a fashionable subject in recent years, a topic that has been approached frequently in both academic and economic environments. Its importance is mainly reflected by the impact it has on the results of an organization. Thus, whether a public institution, a state-owned or a foundation society, we can definitely appreciate that a healthy organizational culture is a safe chance for success, it is one of the main factors that can determine the performance of that organization. In this context, the paper addresses a topic that has been little explored in the Romanian literature: to establish a possible link between the organizational culture and the performance of an organization. In order to achieve a first pragmatic approach to the research topic, we have conducted a case study on the assessment of organizational culture within a power generation company. This study evaluated the organizational culture in the company and analyzed whether the organizational culture influences its performance. The case study is not representative of Romania, but it is only a trend reflected by a company that produces electricity and which has posed the issue of assessing the organizational culture and its impact on its long-term performance. The research was conducted on a representative sample for management and executives. Through the research, the organizational culture was evaluated, its specificity was highlighted, and the organizational culture within the company was observed. It has been analyzed whether the organizational culture is understood by the employees and whether they fully adhere to it, but also the link between this concept and the company’s performance. The management segment that refers to organizational culture is of great importance in the structure of a company as it can influence its results. Culture could be used to improve employees’ actions within a company if it is managed correctly, creating a competitive advantage, thus differentiating companies from one another. Taking these issues into account, understanding and using the concept of organizational culture as a tool within a company has become impetuously necessary if a company targets a top position in the ranking of the domain in which it operates. It is obvious that understanding of culture is crucial to managerial and organizational action, not just a causal relationship between organizational culture and performance.

ТЕОРЕТИКО-МЕТОДОЛОГІЧНІ ОСНОВИ ДОСЛІДЖЕННЯ ВПЛИВУ ОРГАНІЗАЦІЙНОЇ КУЛЬТУРИ НА АДМІНІСТРАТИВНУ ЕФЕКТИВНІСТЬ (ПРИКЛАД УКРАЇНИ ТА ІРАКСЬКОГО КУРДИСТАНУ)

The impact of organizational culture on administrative efficiency is a little-studied scientific problem in the field of public administration in Ukraine. Although public administration is being reformed in Ukraine, little attention is being paid to this problem. However, scholars pay attention to the culture of the organization as an economic phenomenon. Various aspects of organizational culture as a transcultural phenomenon are considered. The authors note that organizations in the economic sector quickly took an active position in the use of organizational culture. Organizational culture is studied as an important factor in forming and increasing the competitiveness of enterprises due to the possibility of influencing administrative efficiency. The public sector views administrative efficiency differently: as a social platform for employed citizens. As a result, numerous problems of low administrative efficiency of public sector organizations, unreasonable huge costs, and losses are a burden on the public budget. As a result, inefficient use of public finances delays the socio-economic development of society. This paper discusses the possible causes of this situation. First, cultural management practices in public sector organizations in such societies are deeply rooted in a traditional management culture that has a strong bureaucratic basis. Administrative efficiency is seen not as a result but as a process. Secondly, in the field of science of public administration and administration, the scientific and methodological support of the study of administrative efficiency is insufficiently developed. The authors argue that the study, conceptualization, and operationalization of the impact of organizational culture on administrative efficiency in the context of socio-economic development of a developing country or region is an important scientific problem in public administration (for example, Ukraine, Iraqi Kurdistan). Thus, this study is aimed at developing theoretical and methodological support for the study of assessing the direct and indirect effects of organizational culture on organizational activities and administrative efficiency in the public sector. The example of Ukraine and Iraqi Kurdistan are two different traditions of organizational culture with a common problem of low administrative efficiency. The authors propose research that covers the descriptive design of a methodology for studying the impact of organizational culture on administrative efficiency: first, the analysis of the concept of administrative efficiency, and secondly, the analysis of the concept of organizational culture in relation to administrative efficiency. Methodology: analysis and synthesis when considering strategies, programs, ratings of public sector organizations, in particular, ministries, departments, local governments, which allow analyzing the main directions of reform activities and scientific support of research on the impact of organizational culture on administrative efficiency; methods of systematization and comparison, which were used in determining the nature and features of the impact of organizational culture on administrative efficiency. It is emphasized that such research will provide a deeper understanding of organizational culture and its relationship to administrative efficiency in the public sector. This will have a positive impact on the development of strategies and policies for governance reform and socio-economic development in developing countries and regions.

Organizational Culture: An Islamic Perspective

This paper discusses the concept of organizational culture from Western and Islamic perspective. Building on the teaching of Islam, an Islamic Organizational Culture Model was introduced. As fundamentals, the model included sixteen Islamic cultural values. These values include Tawhid, Unity of Purpose, Belief in the Hereafter, Reward and Punishment, Independece, Responsibility and Accountability, Participation, Justice, Dignity, Respect, and Privacy, Trust, Dialouge, Cost efficiency, Time efficiency, Caring and Sharing, Mercy towards Humans, Animals, and the Environment, Eagerness to Learn, and Collectiveness. The paper reveals the outcomes of implementing the model and their significance.

Catharine: a troublemaker in the organization

Learning outcomes This case is designed to introduce students to organization culture and how employees are being affected by it. They should have some familiarity with organizational behavior (OB) issues, especially in relating to work culture. They need to be familiar with the related theories and models in organization behavior and development. More particularly, the learning objectives using this case are as follows. By using this case, the students should be able: to understand the real-life workplace scenario where fellow colleagues, like Catherine, can act bossy; to understand the problems because of communication barriers at the workplace. to be exposed on the concept of leadership style and organizational culture; and to understand the necessity of a leader’s interference in handling a chaotic situation in the organization. Case overview/synopsis: This case illustrates the challenge faced by a young entrepreneur with regard to handling workplace chaos among employees. It highlights the importance of having a smooth communication flow and work culture in the organization. SWM was a swimming center in Southeast Asia founded by Ayyub, a young entrepreneur, in July 2014. Over two years, in 2016, SWM had designed different ranges of swimming programs for children and adults. The company’s culture gave employees freedom and flexibility to work. During 2015, the company’s growth was fast, thus encouraging Ayyub to recruit new staff to handle business operations. But hiring new staff caused problems among employees. On September 2016, Ayyub received numerous complaints from employees about a particular senior staff named Catherine with regard to her quarrelsome attitude and bossy behavior toward other junior employees. As a consequence, four employees left within a one-year period, and Ayyub started to receive complaints almost every week. However, because as Catherine was Ayyub’s friend and she was loyal to the company and technical skills, Ayyub fervently wanted to retain Catherine. Nevertheless, he was in dilemma how to fix this workplace miscommunication to maintain the harmony and peace in the organization. He was planning to open a new branch at Southeast Asia on February 2017, during Chinese New Year. He wanted to solve this problem before he starts his new branch. Taking into consideration the whole situation, Ayyub is now contemplating whether to conduct one-to-one meetings with Catherine on a continuous basis to train her with communication and leadership skills, isolate her in a department with less interaction with other staff, transfer her to the new branch or fire her. Complexity academic level The case target audience is for MBA students, particularly for OB and HR classes. Students/participants are challenged to identify the major issue in the case and help decision maker to make decision. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.

Stardust Petroleum Sendirian Berhad: how to inculcate the pro-active safety culture?

Learning outcomes The learning objectives of using this case are as follows: to understand the concepts of organizational structure, organizational culture and organizational change; to expose students to the problems that may encounter organization when it intends to bring changes in culture; to stimulate students’ understanding of the necessity to build positive organizational culture; to advance students’ knowledge about oil and gas industry; to develop students’ understanding of using Levin’s model of cultural change; and to illustrate the challenges that an organization might face while changing its existing culture. Case overview/synopsis This case teaches about the importance of boosting positive organization culture to accept organizational change. Stardust was established in 2013 as Petronas Carigali Sdn Bhd’s subsidiary. The company was established to manage small and marginal field in Malaysia which was under the oil and gas field that had smaller reservoir and lasted for four to five years. On 2014, Stardust was given an opportunity to take over one of the fields to manage. However, during the process of handing over the facility and field from the parent to the new company, the tanker caught fire in one of its pump in the pump room. The fire resulted substantial damage to the pump room; two out of four pumps were totally damaged. It delayed the oil production for more than a month. Total estimated damage due to the fire incurred RM19m losses. Direct cost included replacing two new 400 kW pumps, repairing the damaged pump room with new manifolds and painting, and cost of shutdown production for 40 days. Investigation was initiated to identify the causes of the fire which revealed that human error, mostly peoples’ negligence was one of the major reasons along with location, equipment and procedure. The Health, Safety and Environment department of the company was given the task to create ‘Living Safety’ culture among the crew. Being the head of this department, Tarmizi found it very challenging to inculcate the culture ‘Action Today, Perfect Day Tomorrow’ and was thinking how to instill this culture with zero failure by the end of the calendar year which is December 2016. The time was running fast as the parent company emphasized to handle the situation urgently and to ensure that the similar incident will not happen in the future. If it re-occurs, it will jeopardize the trustworthiness of Stardust with the other parties involved and also the parent company might not allow the company to operate other facilities, which will put the company at stake to remain competitive in the oil and gas business. Complexity academic level This case is suitable to use in advanced undergraduate level, MBA and MSc to teach organizational behavior and organizational theory courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.

Fuzzy AHP Approach to Prioritizing the Critical Success Factors of Organizational Culture

The world that we live in where the social and organizational life rapid social and cultural transformations are experienced, and the intensities of change and competition are intensely perceived has a dynamism. In this dynamism, every human being is a part of an organization. In these organizations, there is a culture which is defined in various ways by various thinkers and it is a rather complex concept. However, all definitions have reached the conclusion that the culture is a common entity shared with a community. In the 1980s, the concept of organizational culture has emerged. While many formal definitions exist, organizational culture is basically a term used to describe the environment where people work and the influence it has on how they think, act, and experience work. Therefore, organizational culture is stated as a system of values, behaviors, habits, norms, beliefs and that direct the behaviors of individuals in an organization. As each individual has a unique personality, every organization has its own personality that distinguishes it from other organizations. Hence, organizational culture consists of several abstract and complementary factors. Literature has shown that there are many factors affecting the success of organizational culture. The prioritization of these factors for the organizations and the effective use of the available resources are gaining importance at this stage. At this stage, different approaches are taken in the literature to prioritize and sort the criteria. MCDM approach which is one of the most prominent approaches was used in this study. The proposed approach was tested based on the opinions of the decision makers and the results were shared.

The Formulation of Comprehensive Information Security Culture Dimensions for Information Security Policy Compliance Study

Few studies have shown there is significant relationship between Information Security Culture (ISC) and Information Security Policy (ISP) compliance behaviour. However, these findings still could not conclude the actual effect of ISC towards employees’ ISP compliance. There are issues of consistency and comprehensiveness of dimensions in representing ISC concept in all previous studies. While these dimensions are different from one study to another, there are also some ISC key factors in the ISC literature that are not being included in those studies. A comprehensive and more cohesive ISC dimensions that could represent all the key factors of ISC concept should be formulated in order to get more conclusive findings on the relationship between ISC and ISP compliance behavior. This paper discusses the formulation process of new comprehensive ISC dimensions to represent a holistic concept of ISC. The underlying concepts used in this formulation are based on widely accepted concepts of organizational culture and ISC conceptual model to make sure that the new formulated dimensions are supportive to all levels comprised in those concepts. Seven new dimensions have been proposed. These dimensions cover most of the ISC key factors in literature. The formulated dimensions also supported by previous theoretical and empirical findings from various ISC-related studies. Finally, we have demonstrated that these new comprehensive dimensions could be used to represent a holistic concept of ISC to be examined in ISP compliance behavior study.

Review of Research on Organizational Culture in Health Care System

Abstract Introduction. Organizational culture is an ambiguous concept, it reflects norms and values considered important in a given society. It is subject to the influence of internal and external factors, as well as its technical and organizational solutions. It is considered a significant factor in the organization’s success and sets the direction of most of its members’ activities. Aim. The aim of the work was to present a review of research on organizational culture in the health care system based on the literature. Methods. The article is in the form of an unsystematic review. The medical databases PubMed, Scopus, Web of Science and Google Scholar have been reviewed (from January 1963 to January 2017). Results. The concept of organizational culture in the management literature for the first time was defined in the 1950s. The subject of research on organizational culture in the health care system and subsystem of nursing was mainly dealt with in North America and Western Europe. In Poland, the study of organizational culture in the nursing sector was analyzed in relation to the mental burden of nurses. The review of the literature shows that organizational culture affects many elements of the professional work of nurses, such as; efficiency, quality, mental stress, burnout, the occurrence of work-related diseases, and also is associated with satisfaction with care and a sense of security.

Organizational Culture and its Impact on Organizational Citizenship Behavior

The concept of organizational culture has got developing attention in recent years both from researchers and practitioners. This article shows the author's view of how culture should be defined and explained if it is to be of value in the field of organizational psychology. Other concepts are reviewed, a brief history is presented, and case materials are presented to illustrate how to explain culture and how to think about culture change. The overall objective of this paper has been to highlight in the letters of the social process some of the more cultural and expressive characters of organizational life by introducing and explaining some concepts widely used in sociology and anthropology but which have not yet been blended into the theoretical literature of organizational behaviour. The substantive problem used here to provide a focus for these concepts has been how are organizational cultures created?

The mediating effect of job satisfaction on the relationship between organizational culture and knowledge management in Jordanian banking sector

PurposeThe purpose of this paper is to examine the positive effect of organizational culture on knowledge management (KM) by clarifying the mediating effect of job satisfaction on the banking sector in Jordan. The study was conducted on Jordanian banks to develop the organizational culture concept to be reflected in the bank activities. The population of this study consists of junior and senior customer service and administrative employees working at Jordanian banks in Jordan.Design/methodology/approachThe sample of this research is purposive one because the research cannot get a list containing names of customer service employees for privacy reasons. Various statistical tests were employed to test the research hypotheses. The study utilized two statistical packages – Statistical Package for Social Sciences (SPSS) and SPSS-AMOS – for analyzing the data.FindingsThe development of organizational culture at banks in Jordan is still not stable and efficient. This may be affected by the management style and teamwork spirit in Jordan and other factors related to bank culture and how it will be reflected in customer service. The creation and application of KM at banks in Jordan is still modest. Knowledge is mainly shared internally within the bank with little efforts dedicated to soliciting knowledge from the external environment including customers. The job satisfaction at banks in Jordan is still modest.Originality/valueThe purpose of this study is to investigate how the organizational culture can improve job satisfaction for efficient work knowledge. The relationship between organizational culture and KM of organizational members is developed and analyzed herein by proposing a mediating role of job satisfaction. Few research papers have focused on job satisfaction and its mechanism contributing to individual effectiveness in the Jordanian market, and many ignored the benefits of KM and value of culture in many sectors.

CHINESE-STYLE CORPORATE CULTURE

The policy of reforms and openness as a program of economic reforms has trig-gered rapid development of Chinese economy. Russian researchers have attempted to study Chinese corporate and organizational culture; however, these studies relied on the Western and Russian theories. The peculiarities of Chinese corporate and organizational culture that resulted in the «Chinese miracle» have remained a challenge. Our research is primarily targeted at the peculiarities of Chinese theoretical concepts of corporate and organizational culture. The research material included monographs and textbooks of Chinese authors on corporate and organizational culture. Our research has relied on the informational approach, cross-cultural and hermeneutic methods. Based on contextual analysis, the authors have come to the following conclusions. Chinese authors differentiate between industrial enterprises and organizations thus defining the two phenomena: corporate culture and organizational culture respectively. Chinese authors also see differences in the concepts of corporate culture developed in the business community and in the academic circles. Chinese authors strongly believe in the objective nature of corporate culture, its determination by the external culture as a form of social reality. According to Chinese authors, the Chinese national culture is a source of its corporate culture. A spiritual (level) layer of corporate culture is instru-mental in the whole system of corporate culture. The Chinese national culture is a basic source of spiritual culture in China, which is an «external» culture in relation to the corporate culture. A spiritual culture is in essence a sum of corporate ideology. A system ic approach used in Chinese concepts allows Chinese authors to talk about institutionalization of corporate culture. Institution-alization is impossible without a proper social demand. Institutionalization and stability of corporate culture requires specific conditions. They are all represented in the Chinese concepts of corporate culture.

THEORETICAL BASES OF ORGANIZATIONAL CULTURE IN THE CONTEXT OF MANAGEMENT CONTEMPORARY PARADIGM

The article considers initial methodological and theoretical positions of domestic and foreign researchers, which have allowed us to trace and comprehend the history of the development and current state of the problem of the formation of in the context of modern management paradigm. In modern conditions, the concept of organizational culture is becoming increasingly important in the selection of personnel and the work with it. This line of work in the organization is based on the type of of the organization, its norms, rules, goals, values. In the article the definitions of the concept of organizational culture of different authors are considered. Two approaches to the definition of the concept of organizational culture are singled out. In the first case, the is considered as one of subsystems, performs the functions of adapting the organization to the environment and identifying its employees. Another approach to the use of this concept is that is what an organization is. From this perspective, organizations are understood and analyzed primarily in terms of expressive, mental or symbolic aspects. In the course of the analysis of theoretical elaboration of the problem of formation, we have identified a number of individual psychological phenomena that determine the specifics of the perception of by the staff. In order to form an that is optimal for the enterprise, the correct organization of this process is necessary, taking into account the influence on the factors listed above.

Applying Natural Language Processing Capabilities in Computerized Textual Analysis to Measure Organizational Culture

We build on and extend methodological developments in computerized textual analysis and apply it for developing and validating a measure for the widely used concept of organizational culture. Although the organizational culture concept is widely used in a variety of domains of management scholarship, its measurement is primarily based on survey questionnaires. In this study, we extend computerized textual analysis by introducing the capabilities of natural language processing (NLP). NLP capabilities are artificial intelligence techniques for textual analysis that make it possible to conduct textual analysis at the multiple word level. We follow recommendations for establishing construct validity and demonstrate that the measure of organizational culture dimensions outlined in the study has content validity, external validity, dimensionality, and predictive validity.