Organizational Culture Research Articles

Understanding Organizational Culture through Schein's Model

This article explores Edgar Schein's influential model of organizational culture and its application for business leaders seeking to assess and influence culture within their industries. Schein defines culture as having three levels - artifacts, espoused values, and basic underlying assumptions. By examining culture through this framework, leaders gain a nuanced understanding of both visible and unconscious drivers of employee behaviors and organizational dynamics. The article discusses how leaders can analyze each level of culture and provides industry examples from healthcare and higher education. It argues that understanding culture's deeper roots allows leaders to intentionally shape artifacts and espoused values in a way that aligns all levels and helps evolve basic assumptions over time. Using Schein's model, leaders are equipped with a practical tool for purposefully examining and impacting their unique organizational culture to cultivate high performance, fulfill missions, and drive business success.

Organizational culture and leadership style in Spanish Hospitals: Effects on knowledge management and efficiency

Hospital culture and leadership style have attracted considerable attention in research, with compelling evidence indicating their potential competitive advantages, including their crucial role in ensuring the successful implementation of knowledge management and its impact on hospital efficiency. The aim of this paper is to identify the effects of organizational culture and leadership style on knowledge management and hospital efficiency. Fuzzy cognitive maps (FCMs) are relational models that can be used to represent the opinions and knowledge of expert to infer cause-effect relationships among different concepts. The use of FCMs as a simulation tool enables the evaluation of potential scenarios based on different organizational cultures and leadership styles in hospitals. Developing an FCM for this study involved several steps. Firstly, data were collected through interviews with 21 experts in hospital management. The interviews were conducted between May and September 2023 either face-to-face or via videoconference. Once individual cognitive maps had been created, consensus among them was achieved through a multicriteria decision-making process, wherein the expert opinions were averaged. The separate cognitive maps of each expert were then integrated to produce a single FCM using the augmented FCM approach. Reflecting expert insights from the FCM, hospitals with a hierarchy culture exhibit diminished levels of knowledge creation, management, and overall hospital efficiency, whereas those with an adhocracy culture show improvements in knowledge creation, knowledge exploitation, and overall hospital efficiency in comparison to alternative ones. From the experts' FCM perspective regarding leadership style, transformational leadership achieves the highest level of knowledge management and hospital efficiency in hospitals with an adhocracy culture. Finally, this paper offers a reference for practising knowledge management and improving hospital efficiency through adhocracy culture and transformational leadership.

Designing for Resilience: Principles for Building Organizational Adaptability

Organizational disruptions from events like the COVID-19 pandemic have demonstrated the importance of resilience - an organization's ability to anticipate risks, maintain core functions during crises, and adapt successfully. This article outlines eight design principles that research indicates can help build resilience into an organization's structures, systems, culture and operations. Drawing from literature in fields like organizational development, crisis leadership and strategic management, the principles focus on distributing leadership and information sharing; promoting flexible, modular designs; ensuring redundancy of critical resources; cultivating a learning culture; maintaining flexible funding and resources; conducting scenario planning and training; fostering strategic partnerships; and taking an adaptive approach to goals. The principles are grounded in academic research but presented through the lens of a practitioner's consulting experience. The article also discusses practical strategies for applying the resilience design framework to assess risks, strengthen crisis response capabilities, and nurture continuous organizational learning and adaptation.

Talent management in the hospitality and tourism industry: the role of societal and organisational culture

Purpose The purpose of this paper is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, this study tests societal culture’s effect on TM approaches and the mediating role of organisational culture. Design/methodology/approach In this quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS. Findings The results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit. Practical implications This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention and engagement, ultimately leading to improved talent and overall organisational performance. Originality/value This study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multi-stakeholder sample including managers and talents.

PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN DENGAN KERJASAMA TIM SEBAGAI VARIABEL MEDIASI PADA PT KARYA PRIMA PUTERA PERKASA

This research aims to determine the mediating influence of teamwork in the relationship between transformational leadership style, organizational culture and employee performance. This research uses a quantitative approach with data collection techniques using saturated samples, where the respondents in this research are the total population of the object studied, namely 50 people. As for distributing questionnaires using Google Forms to every employee who works at PT. Prima Putera Perkasa's work. The analysis method in this research uses SEM with the SmartPLS analysis tool. Meanwhile, the results of this research show that directly transformational leadership style and company culture do not have a significant influence on employee performance. However, indirectly through teamwork, company culture has a significant influence on employee performance at PT. Prima Putera Perkasa's work.

Diversity, Equity, and Inclusion Initiatives from Providers of Continuing Pharmacy Education

Abstract: Although continuing education (CE) plays an important role in educating health care providers on diversity, equity, and inclusion (DEI), little is known about the DEI initiatives promoted and implemented by providers of CE. Surveys were electronically administered to accredited pharmacy continuing education providers (CEPs) from 2021 to 2023. Survey items were assessed providers' current efforts and best practices for incorporating DEI into organizational culture and educational programming. Frequencies and percentages were calculated for categorical responses, and a general interpretivist approach was used to code open-ended response items and describe themes. Overall, 50 and 33 responses were received in 2021/2022 and 2023, respectively. The most common step taken by programs to advance DEI was to engage pharmacists and/or pharmacy technicians in DEI discussions. Qualitative analysis described categories and themes as follows: best practices (CE programming DEI strategies, organizational DEI strategies), DEI goals (mission statement and DEI strategic plan, developing CE, continuing pharmacy education committee and task force, and faculty development and guidance), and accrediting body support (sharing best practices and training and technical support). Although CEPs described current efforts and best practices related to DEI in CE, organizations involved in CE accreditation can continue to explore ways to support DEI initiatives.

Improving the assessment of cultural, religious and spiritual needs for patients at the end-of-life within an acute hospital trust

BackgroundCultural, religious and spiritual (CRS) needs become increasingly important to individuals as they approach the end of life. CRS needs often remain unmet for patients dying in an acute hospital...

Family Involvement in Routine Services for Individuals With Severe Mental Illness: Scoping Review of Barriers and Strategies.

The authors investigated barriers to practices that promote family involvement in mental health services, focusing on individuals with severe mental illness, their families, and mental health providers. Additionally, the authors sought to identify strategies to facilitate family involvement in mental health provision to highlight the engagement process in routine practice and propose future directions for organizations to establish a family-friendly environment. Systematic searches for literature published from January 1990 to March 2023 were conducted in PsycInfo, PubMed, CINAHL, Sociological Abstracts, and Scopus databases. Gray literature searches and backward and forward snowballing strategies were also used. Forty-six articles were reviewed, revealing contextual backgrounds and engagement practices that hindered family involvement. Inconsistencies in family involvement stemmed from organizational culture, societal attitudes, and providers' negating of family expertise. Uncertainty regarding confidentiality policies and the absence of practice guidelines posed challenges for providers. Negative experiences of families within the mental health system along with variable commitment also hampered involvement. Some service users declined family involvement because of privacy concerns and differing expectations regarding the extent of involvement. Promoting a shared culture of family work, integrating practice standards, and engaging in professional development activities emerged as key strategies. A gap exists between implementing policies and practices for family involvement in mental health treatment. Without cultural and organizational shifts in support of working with families, the uptake of family involvement practices will remain inadequate. Each stakeholder has different perceptions of the barriers to family involvement, and family involvement will remain elusive without a shared agreement on its importance.

It takes a village: Feedback from personnel in addiction treatment programs indicates support for changing the intake process

IntroductionThe initial intake encounter represents a critical point for treatment engagement in outpatient addiction treatment programs. Despite the intake assessment being more comprehensive, personalized, and capable of matching clients to level of treatment, addiction treatment programs continue to have among the highest attrition rates. Thus, it may not be what, but how services are delivered that contributes to attrition. The Consolidated Framework for Implementation Research (CFIR) offers a comprehensive framework to attend to sources of needed innovation for the intake process. The current study used a mixed method design, guided by CFIR, to obtain feedback from personnel in addiction treatment programs on the current intake process, as well as the facilitators and barriers to changing the intake process. MethodsPersonnel within New Mexico-based addiction treatment programs completed measures of individual and organizational readiness to make changes within their programs (N = 79; 76 % women, 79 % White, 55 % Latino/a). From this sample, 38 participants completed a CFIR-based semi-structured interview to identify potential barriers and facilitators to changing the intake process. ResultsParticipants reported moderate-to-high scores on readiness and capability to make organizational changes. For qualitative data, we identified nine broad themes, grouped based on (1) perspectives of current intake process (Intake Process, Organization Culture, Change Perspectives, Internal Communication, Client Needs) and (2) perspectives of changing the intake to an MI session (MI knowledge/attitudes, MI at intake, MI in organization, MI fit with Client Needs). ConclusionsFindings highlight that there are specific components of the intake content and process that appear to disengage clients, specific policies and procedures that appear to overburden staff, and key stakeholders and resources needed to improve the intake process. Recommendations are provided for intake-specific and procedural-level changes both in the organization and with outside agencies to improve the intake process.

High-value care modeling: Evaluating cost conscious and potentially wasteful behaviors.

42 Background: Value-based care is key to decreasing waste, addressing increasing healthcare costs, and minimizing patient financial toxicity - especially in the treatment of high-cost diagnoses such as cancer. Medical student exposure to role-modeling of high-value care (HVC) behaviors may help shape professional identity formation and have long-term effects on future practices. Our study aimed to investigate the frequency and characteristics of faculty role-modeling of HVC in medical student core clinical rotations. Methods: A cross-sectional survey study was performed with third- and fourth-year medical students on clinical rotations at 11 U.S. medical schools. The survey assessed thirteen variables associated with cost conscious role-modeling behaviors or potentially wasteful role-modeling behaviors, as well as questions characterizing the rotation such behaviors were observed on, demographic information, and organizational culture around HVC. Results: Cost-conscious role-modeling behaviors were observed “sometimes” or “often” between 52.9-70.5% of the time across all clinical rotations, with the exception of observing a student or resident being praised for ordering a cost-effective diagnostic work-up (seen only 25.7% of the time). Potentially wasteful role modeling behaviors were observed “sometimes” or “often” 5%-14.3% of the time, except simultaneously ordering numerous tests before seeing results of initial screening tests (45.1%) and repeating tests rather than attempting to obtain recently performed test results (42.9%). HVC was most often observed on internal medicine rotations (58.3%) and least frequently on surgery rotations (34.5%). Attendings were significantly more likely to model HVC compared to residents/fellows in 5/7 domains. Organizational culture correlated with frequency of HVC behavior observed. Conclusions: HVC role-modeling behaviors, as observed by medical students, are variable across clinical rotations. HVC practices are essential not only within oncology, but across all medical specialties; future studies should strive to identify factors which promote or inhibit HVC modeling and understand differences between HVC education in undergraduate medical curriculum.

Understanding healthcare professionals’ responses to patient complaints in secondary and tertiary care in the UK: A systematic review and behavioural analysis using the Theoretical Domains Framework

BackgroundThe path of a complaint and patient satisfaction with complaint resolution is often dependent on the responses of healthcare professionals (HCPs). It is therefore important to understand the influences shaping HCP behaviour. This systematic review aimed to (1) identify the key actors, behaviours and factors influencing HCPs’ responses to complaints, and (2) apply behavioural science frameworks to classify these influences and provide recommendations for more effective complaints handling behaviours.MethodsA systematic literature review of UK published and unpublished (so-called grey literature) studies was conducted (PROSPERO registration: CRD42022301980). Five electronic databases [Scopus, MEDLINE/Ovid, Embase, Cumulated Index to Nursing and Allied Health Literature (CINAHL) and Health Management Information Consortium (HMIC)] were searched up to September 2021. Eligibility criteria included studies reporting primary data, conducted in secondary and tertiary care, written in English and published between 2001 and 2021 (studies from primary care, mental health, forensic, paediatric or dental care services were excluded). Extracted data included study characteristics, participant quotations from qualitative studies, results from questionnaire and survey studies, case studies reported in commentaries and descriptions, and summaries of results from reports. Data were synthesized narratively using inductive thematic analysis, followed by deductive mapping to the Theoretical Domains Framework (TDF).ResultsIn all, 22 articles and three reports met the inclusion criteria. A total of 8 actors, 22 behaviours and 24 influences on behaviour were found. Key factors influencing effective handling of complaints included HCPs’ knowledge of procedures, communication skills and training, available time and resources, inherent contradictions within the role, role authority, HCPs’ beliefs about their ability to handle complaints, beliefs about the value of complaints, managerial and peer support and organizational culture and emotions. Themes mapped onto nine TDF domains: knowledge, skills, environmental context and resources, social/professional role and identity, social influences, beliefs about capability, intentions and beliefs about consequences and emotions. Recommendations were generated using the Behaviour Change Wheel approach.ConclusionsThrough the application of behavioural science, we identified a wide range of individual, social/organizational and environmental influences on complaints handling. Our behavioural analysis informed recommendations for future intervention strategies, with particular emphasis on reframing and building on the positive aspects of complaints as an underutilized source of feedback at an individual and organizational level.

Sociotechnical Factors Affecting Interoperability of Digital Humanities

ABSTRACTIn the past two decades, the digitization of humanities resources has rapidly expanded, giving rise to the field of Digital Humanities (DH). This evolution has fostered a growing need for effective interoperability—the ability to access and integrate data across diverse digital collections, tools, and platforms. Despite significant technological advancements and the development of standards aimed at facilitating interoperability, challenges persist. These challenges are not only technical but are also influenced by sociocultural factors, which include organizational and cultural elements. This paper aims to bridge the gap in the literature concerning these sociotechnical factors affecting interoperability within DH projects and collections.This paper presents the analysis of the real‐world experiences of DH researchers attempting to connect material from different sources. Each participant described a specific incident where combining software or content was particularly problematic. This data was analyzed via thematic analysis. The findings reveal a complex landscape of interoperability challenges, underpinned by a range of sociotechnical factors. These factors include, but are not limited to, discrepancies in metadata standards, differences in organizational cultures, and varying levels of technical expertise among practitioners. By highlighting these factors, the paper contributes valuable insights into the multifaceted nature of interoperability issues in DH, offering evidence‐based plans to address these challenges.

General practice trainee, supervisor and educator perspectives on the transitions in postgraduate training: a scoping review

Transitions are a period and a process, through which there is a longitudinal adaptation in response to changing circumstances in clinical practice and responsibilities. While the experience of the transition...

METHODS OF PROPER ORGANIZATION OF PROFESSIONAL CULTURE AND ACMEOLOGICAL CRITERIA IN TEACHER'S ACTIVITY

In this work, written on the topic of "methods of correct organization of professional culture and acmeological criteria in teacher's work", the importance of formation of professional culture and correct organization of acmeological criteria in pedagogical activity is analyzed. Acmeology is the professional and personal development of a person is a science that studies the process of growth and self-development, and this process takes an important place in the work of teachers. In this study, teachers' professional culture and how to achieve their personal and professional growth through acmeological approaches The abstract emphasizes the importance of using effective strategies, methods and technologies for the proper organization of professional culture and acmeological criteria in the teacher's activity.Approaches to self-development of the teacher, improvement of professional competencies, as well as ways of using creative and innovative methods in pedagogical processes are studied. Through this, the teacher achieves high results in his work and contributes to the development of his students. The importance of this work is that the relationship between professional culture and acmeological criteria in improving the quality of education is analyzed on a scientific basis. Opinions expressed by scientists and presidents on the topic "Professional culture and methods of correct organization of acmeological criteria in teacher activity" play an important role in the formation of pedagogical culture and the role of teachers in improving the quality of education.

Effectiveness of Risk Management through Risk Maturity Measurement: A Study at PT Pelabuhan Indonesia

This research aims to evaluate the effectiveness of risk management at Pelindo post-merger and assess its risk management maturity level. Additionally, the study intends to offer relevant recommendations for the company in developing its risk management strategy and implementation. The research adopts a qualitative descriptive approach with a case study strategy, where the researcher analyzes an organization as a unit of analysis in a natural setting without manipulation. Data collection techniques include interviews with representatives from the Group Risk Management, Governance, and Compliance as the corporate-level risk managers. Document analysis includes textbooks, academic and professional journals, theses, articles, and company department reports. Data analysis follows the Miles and Huberman model. The research indicates that the maturity level of risk management at Pelindo post-merger has reached the good practice phase with a score of 2.94. This reflects a consistent application of risk management in accordance with industry standards, although its effectiveness varies. The organizational structure, framework, processes, and risk culture have begun to be implemented. Recommendations for improvement include strengthening the risk culture, enhancing the effectiveness of risk management functions, and aligning risk strategies with the ERM transformation plan for better effectiveness and compliance.

Organizational learning culture, professional competence and life-long learning skills: Basis for professional development opportunities framework

Organizational learning culture, professional competence and life-long learning skills: Basis for professional development opportunities framework

Cultivating Innovative Work Behavior: Insights from HRM Practices Integration

Innovative Work Behavior (IWB) has a prominent space in various literature, but what cultivates it remains inconsistent and fragmented. This study posits that controlled Human Resource (HR) practices can foster Innovative Work Behavior (IWB). It used Reflective Thematic Analysis (RTA) to examine from the lens of Perceived Organizational Support (POS) and Learning Culture (LC) theories based on the insights of 10 expert-respondents across 8 industries. The findings revealed that the organization’s support and the synergy of HR practices such as Diversity Management (DM), Work Life Balance (WLB), and Training and Development (TD) significantly succeeded to cultivate IWB while Rewards and Recognition (RR) practices failed to cultivate the desired behavior. The study also showed that championing cultural diversity and observing employees’ balanced work-family time propelled innovative behavior. Likewise, Learning Culture (LC) as enhanced by TD, DM, and WLB practices escalated the employees’ IWB. The study recommends to strategize RR practices, focusing on intrinsic rewards that are linked to IWB and to enhance TD practices for sustainable learning. It further highlights the crucial role of organizational support through HRM practices and learning culture in cultivating IWB. Since IWB is multi-factored, an investigation on other factors not addressed in this study and longitudinal research must be conducted to ensure consistent findings. The future direction of this study should also focus on external factors such as technological advancement, market competition, and regulatory environment that shall redefine the organization’s core values and consequently frame employees’ Innovative Work Behavior. This study does not only contribute to the existing body of literature, but also offers significant insights for both HR and Innovation managers in their respective practices. Keywords: Innovative Work Behavior, HR Practices, Organizational Performance, Diversity Management, Work-Life Balance, Training and Development, Rewards and Recognition, Perceived Organizational Support (POS) Theory, Learning Culture (LC) Theory

Loafing in the era of generative AI

Generative artificial intelligence (GenAI) is being increasingly integrated into organizational workflows as employees explore its capabilities. Though GenAI offers several possibilities, it can also have a negative impact on individual behavior and the work culture of organizations. In this article, we explore how the use of GenAI can potentially increase the prevalence of effort and time loafing at work, thereby adversely impacting employees and organizations. We identify the prominent factors that can influence time and effort loafing by employees who are using GenAI and discuss the ramifications of GenAI loafing. We also suggest appropriate measures to help organizations mitigate such loafing behavior before it becomes a norm.

A call for further study and use of transformational leadership in pharmacy education and practice: Hope and reinvigoration

This paper calls for further study of transformational leadership and its further use in educating PharmD students as well as inclusion of continuing education programming and mentoring the behaviours of current pharmacists. It does not present an argument for reduction in use or diminishment of other leadership theories, many of which have at least some overlap with transformational leadership. Rather, emphasis on transformation leadership might be one of many solutions to challenges plaguing the profession currently, with some sense of negativity and challenging workplace conditions among many pharmacists; support personnel and drug shortages; and a need for more collegial citizenship behaviors and stronger organizational culture. Transformative leadership behaviors and communication, versus others particularly more transactional in nature, envisage a future for the entire profession as well as for the individuals who comprise them, articulate the value of the contributions made by the employee, and help imbue a sense of professional identity. These are things sorely needed in the modern workplace and are either explicitly stated or tacitly implied in educational standards and professional competencies. A recent study on transformational leadership as measured by the Multifactorial Leadership Questionnaire (MLQ) found more parsimonious structures toward the definition of transformational leadership and the outcomes resulting from its use, which actually makes it easier to discern and thus even more applicable to incorporate into models of pharmacy education and practice. The time to further study and employ transformational leadership is now.

The impact of employees’ perceptions regarding hotels’ green intellectual capital on their environmental perceptions: A mediating moderation model

Researchers acknowledge the significance of hotels’ environmental performance, however they call for a further comprehensive examination of the aspects that serve as its drives. Moreover, despite the abundance of studies on environmental performance in the hospitality literature, employees’ perceptions regarding hotels’ green intellectual capital and its potential outcomes are scarcely investigated. With this realization, and building upon the job demand-resource theoretical framework and socially embedded theoretical framework of thriving, the current paper proposes a conceptual model where thriving at work mediated the impact of employees’ perceptions regarding hotels’ green intellectual capital on environmental performance moderated by work-related enterprise social media usage. To gauge these relationships, data was collected from frontline employees working in four and five star Turkish hotels. The study's interrelationships have been analyzed by employing structural equation modeling. The study revealed that employees' perceptions of hotels' green intellectual capital significantly influenced their thriving at work and positively shaped their views on hotels' environmental performance. Additionally, thriving at work demonstrated a significant impact on employees' perceptions of hotels' environmental performance, acting as a mediator between perceptions of green intellectual capital and environmental performance. Furthermore, the study found that the influence of employees' perceptions of hotels' green intellectual capital on thriving at work was moderated by work-related enterprise social media usage. According to our findings, top management should monitor and promote employees’ perceptions of green intellectual capital, and their thriving at work, sustaining a green organizational culture at the same time via an effective usage of enterprise social media to foster environmentally friendly initiatives. This could involve creating platforms for idea-sharing and recognizing employees who implement sustainable practices.