Public Organizational Culture Research Articles

Innovation Culture in Public Organizations: A Systematic Literature Review

Purpose: This study sought to identify elements and factors that contribute to the development of an innovation-focused organizational culture, examining its construction and the challenges faced in its implementation. Originality/Value: When discussing the culture of innovation, it is widely accepted that the topic is relevant, especially for addressing inefficiencies that managerialism, a post-bureaucratic movement, has not yet addressed. Therefore, this study systematically reviews the literature on innovation culture in the public sector, a topic that is still little explored in qualified literature. Methods: The systematic review method utilized the Parsifal platform to investigate studies published between January 2018 and April 2023. Results: The results indicate that behavioral factors such as leadership, creativity, knowledge sharing, and organizational climate are unanimous. The implementation process also acknowledges the multiplicity of challenges, emphasizing that managers cannot ignore the specificities of their employees in order to achieve institutional maturity. Conclusions: In terms of future research agenda, use these findings to develop a more suitable instrument to measure the level of innovation culture developed in public institutions.

Perceived organizational culture and employee performance: moderating role of supervisor humor

PurposeThe idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.Design/methodology/approachThe sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.FindingsResults indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).Research limitations/implicationsThe first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.Practical implicationsAs Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).Social implicationsAs Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.Originality/valueThis paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.

Entrepreneurship and Innovation in Public Management

Entrepreneurship is defined as the generation of a “new or innovative idea”. Innovation is the energy that drives productivity. It is the purpose or reason for any adaptation, improvement or invention, and when successfully applied, is able to transform scarce resources into results. It is known that an entrepreneurial culture in public organizations raises the level of management. The objective of this article is to evaluate the current Brazilian scenario regarding studies that investigate whether entrepreneurship and innovation are capable of transforming the public sector. The methodology used included the search for articles on the Capes journal portal. The results demonstrated the importance of an entrepreneurial profile with the capacity to innovate, with more flexible and creative behavior. They show how leaders can create market opportunities and are able to perfect their actions. It finds that an entrepreneurial culture in public organizations raises the level of management. It was found that in the public sector, at all levels of policy and services there are different forms of innovation including, conceptual, systemic, political, administrative/organizational, in-service products and in service.

Existing and preferred organizational culture in public organizations: The case of an electricity power plant in Algeria

This research compares employee perceptions of the existing and preferred organizational culture in an Algerian electricity power plant, which is a publicly owned and operated entity. A mixed-method approach is employed by interviewing six key managers and surveying all 256 employees of the organization. Harrison and Stokes’ Arabic version questionnaire was used to collect data on organizational culture. The means and t-test results reveal significant differences between the existing and the preferred culture types. Employees decreasingly ranked existing types as Power, Role, Achievement, and Support cultures, and they decreasingly ranked preferred types as Achievement, Support, Role, and Power cultures. These rankings reveal a clash between the existing and the preferred cultures. While the Power and Role cultures were rated as stronger than preferred, the Achievement and Support cultures were weaker than desired. These findings and their implications for Arab public management are discussed.

Detecting empathy in public organizations: Creating a more relational public administration

Public organizations fulfill critical needs in communities across the United States, such as housing, environmental protection, public education, and more. In this important role, healthy public organizations should be accountable to the values that guide their work. But there is an absence of tools that support the assessment of the empathy in public organizational culture, that is, the value that supports equitably interacting, including, and representing all individuals served. To close the gap, this article presents a framework to detect an organizational culture of empathy, including the results from a case study of Housing Authority of Baltimore City and providing examples for how organizations can engage in empathic practices.

Reflection on working culture in public organizations: The case of three Iranian Higher Education Institutions

Working culture in organizations reminds us that there should be facilitative atmosphere in an organization if the main goal is to achieve optimum efficiency. It happens if all the stakeholders’ ri...

Samanburður á vinnustaðamenningu stofnana og fyrirtækja

Vinnustaðamenning hefur verið mikið í umræðunni undanfarin ár. Hún getur byggst á ýmsum þáttum s.s. gildum, trú, viðhorfi starfsmanna, skynjun þeirra, sýnilegum táknum á vinnustaðnum, samskiptamynstri og hegðun. Þessi rannsókn fjallar um samanburð á vinnustaðamenningu stofnana og fyrirtækja þar sem stuðst er við aðferð Denison við að mæla vinnustaðamenningu. Spurningalistinn telur í grunninn 66 spurningar sem taka þarf afstöðu til en 60 spurningar eru notaðar til að leggja mat á vinnustaðamenninguna. Í aðferð Denison er vinnustaðamenningunni skipt í fjórar yfirvíddir þar sem hverri yfirvídd er skipt í þrjár undirvíddir. Rannsóknin byggir á 44 fyrirliggjandi greiningum á vinnustaðamenningu fyrirtækja og stofnana. Heildarfjöldi svara er 4.071. Þar af eru 1.095 frá átta stofnunum og 2.976 frá 36 fyrirtækjum. 13 mælingar áttu sér stað árin 2010 eða fyrr, 13 á árunum 2011 til 2014 og 18 á árunum 2015 eða síðar. Niðurstöður þessarar rannsóknar gefa vísbendingar um að stofnanir virðast hafa veikari vinnustaðamenningu en fyrirtæki. Mestan mun er að finna á undirvíddunum Markmið, Framtíðarsýn, Teymisvinna og Vilji til breytinga en minnsti munurinn á víddinni Gildi.

Questions to the structure and culture of the new paradigm of management of new public management

This paper aims to critically analyze the structure and the new culture of public administration paradigm named as the new administration or public management of public organizations. The main challenge is to try to explain why the dysfunctional management practices in the structure and the new culture of public organizations that are copied from focusing on administrative processes management practices of private organizations model. In doing so, it has been reviewed the literature in general from the perspective of neo-institutionalism on this subject and by using the method of critical analysis of organizations. More than dysfunctions, in this work the main challenges and worries to the implementation of the paradigm of management or governance are identified. Despite the theoretical -methodological nuances of the new institutional economy and its implications for economic theory, it is inadequate to describe only subtly strategies of the private management. This paper presents an original approach to the critical analysis of new public management. The revision of the paradigm of new public management is carried out essentially in the methodological steps needed to question and identify the action of the state in the administration of organizations and public agencies, by applying the specific management practices, based on the theoretical and methodological framework of the new institutionalism critical criteria.

Family-Friendly Policies and Work-Life Balance in the Public Sector

Family-friendly policies and culture are important components of creating a healthy work environment and are positively related to work outcomes for public employees and organizations. Furthermore, family-friendly policies and culture are critical mechanisms for supporting the careers and advancement of women in public service and enhancing gender equity in public sector employment. While both policies and culture can facilitate women’s participation in the public sector workforce, they may affect men and women differently. Using data from a 2011 study with a nationwide sample of state government employees, we investigate the effects of employee take-up of leave policies, employer supported access to child care, alternative work scheduling, and a culture of family support on work–life balance (WLB). We examine where these variables differ in their effects on WLB among men and women and make specific recommendations to further WLB among women. The results inform the literature on family-friendly policies and culture in public organizations.

Family-Friendly Policies, Gender, and Work–Life Balance in the Public Sector

Family-friendly policies and culture are important components of creating a healthy work environment and are positively related to work outcomes for public employees and organizations. Furthermore, family-friendly policies and culture are critical mechanisms for supporting the careers and advancement of women in public service and enhancing gender equity in public sector employment. While both policies and culture can facilitate women’s participation in the public sector workforce, they may affect men and women differently. Using data from a 2011 study with a nationwide sample of state government employees, we investigate the effects of employee take-up of leave policies, employer supported access to child care, alternative work scheduling, and a culture of family support on work–life balance (WLB). We examine where these variables differ in their effects on WLB among men and women and make specific recommendations to further WLB among women. The results inform the literature on family-friendly policies and culture in public organizations.

Fostering innovation in public organizations in Thailand

Purpose – The purpose of this paper is to bring together the mutual perspectives of the “employee” and “client” dimensions of the factors that contribute to innovation in public organizations. Design/methodology/approach – The potential factors in nurturing innovation in public organizations are identified through the literature review. Structural equation modeling (SEM) was used to develop the models. Data collection and quantitative analysis were used to explore and understand each determinant. The models were evaluated at the managerial level by both “employee” and “client”. Findings – Findings reveal that management commitment is the essential factor that drives strategic orientation to boost innovation. This can be explained using three finalized models. Research limitations/implications – This paper explores only the domestic factors of the classifications. The results may not be generalizable to other countries in the region. Practical implications – Thoroughly understanding the factors influencing successful innovation in public organizations contributes to greater satisfaction of the needs and requirements of citizens. Originality/value – This paper offers novel models of the organizational culture of public organizations seeking innovative policy solutions.

A Case Study of Public Organizational Culture in South Korea: Focus on the Korean Government’s Handling of the Ferry Tragedy in 2014

A Case Study of Public Organizational Culture in South Korea: Focus on the Korean Government’s Handling of the Ferry Tragedy in 2014

A produção científica sobre cultura organizacional em organizações públicas no período de 1997 a 2007: um convite à reflexão

Este trabalho analisa a produção científica sobre cultura organizacional em organizações públicas no Brasil, no período de 1997 a 2007. A pesquisa privilegiou os periódicos brasileiros mais conhecidos na comunidade acadêmica e os encontros promovidos pela ANPAD neste período. A produção foi analisada a partir dos aspectos relativos à continuidade da pesquisa em cultura organizacional em organizações públicas, características das pesquisas, métodos de pesquisa, instrumentos de medida, modelo de tratamento dos dados, teorias de base, vertente teórica e o alinhamento dos pesquisadores com o tema analisado. Os resultados mostram que a produção nesta temática é baixa, considerando que foram encontrados apenas 47 trabalhos publicados no período estudado. Indicam, ainda, que não há continuidade na produção de pesquisa voltada especificamente para os estudos culturais em organizações públicas, pois os autores, na sua maioria, publicaram apenas um trabalho neste período sobre este tema.

Technology adoption and organizational culture in public organizations

Organization culture and technology adoption are two of the most critical issues facing organizations in a global society. Increasingly, organizations operate in uncertain, networked, decentralized environments, where adoption and use of information technology has become central to fulfilling organizational missions. To examine the influence of organization culture on individual willingness to adopt technology, this work began by examining theories of behavioral intent, technology adoption, and organization culture and then proposed a model for examining technology adoption in public organizations. The research was based on the responses from an online survey of government, nonprofit, and social service workers from around the United States. The study found that there is a relationship between individual perception of organization culture and individual willingness to adopt technology. Finally, we addressed the limitations of the study design and propose future research.

Power-Influence in Decision Making, Competence Utilization, and Organizational Culture in Public Organizations: The Arab World in Comparative Perspective

This article proposes and tests an integrative model of multiple associations between power-influence sharing in decision making, work-related outcomes (WRO), and organizational culture in public sector organizations in Saudi Arabia. The analysis is based on a survey of public administrators (n = 390). To date, little research has successfully addressed these conceptual linkages, especially in public sector organizations. The structural equation model analyses show that participative practices are significant predicators of effective utilization of competence (knowledge, skill, and ability). This in turn has an impact on perceptions of WRO including information sharing, decision quality, predictability and acceptability of authorized decisions by employees, job satisfaction, and motivation. The results also suggest that elements of organizational culture have some impact on both decision making and perceived WRO. The study has profound implications for organization development and leadership, particularly in bureaucracies in transition. It is essential for public organizations to understand the importance of human capital utilization and complexity of adjusting decision processes, as well as organizational norms at various stages of capacity development.

Organizational culture in public sector organizations

PurposeTo provide two possible approaches for enhancing organizational culture awareness and promote cultural change in public sector organization. These approaches include training and leading by example.Design/methodology/approachLiterature outlining fundamental aspects of organizational culture is summarized, serving as a foundation for reviewing the potential value of training as a method for enhancing public managers' awareness of organizational culture. This is followed by an illustrated example of how the culture was changed in major department of a public organization through leading by example.FindingsTraining and leading by example can serve as effective methodologies for promoting culture awareness and brining about culture change in organizations.Practical implicationsThe article highlights some interesting similarities and differences between cultures in public organizations and cultures in private sector organizations. The differences, in particular, reinforce the importance of training and leading by example to guide public sector employees through the complex dynamics often embodied within culture transformations in organizations.Originality/valueWhile there are some important similarities between cultures of private sector and public sector organizations, the differences existing in public sector organization cultures create unique challenges for managers trying to evoke change. The article provides a unique perspective on applying training and leading by example to the context of public sector organizational culture.

Resistance to Change and the Language of Public Organizations: A Look at “Clashing Grammars” in Large-Scale Information Technology Projects

The management environment of large-scale agency information technology (IT) projects is used as a framework for examining the notion of “clashing grammars” as a form of resistance to change within public organizations. Such projects, rooted in new management disciplines from the private sector, are being initiated in broad mimetic fashion by agencies seeking improved performance. The common problems with these projects may be manifestations of resistance to the very management tools developed for their implementation. This resistance may occur inadvertently when new grammars characteristic to modern IT projects clash with more traditional grammars embedded in the culture of public organizations.