Market Culture Research Articles

The Formation of New Quality Productivity of Agriculture Under the Perspectives of Digitalization and Innovation: A Dynamic Qualitative Comparative Analysis Based on the “Technology-Organization-Environment” Framework

The formation and development of new quality productivity of agriculture can effectively promote agricultural sustainability and modernization. In order to explore the multiple paths of the formation of new quality productivity of agriculture, using the panel data of 30 provincial levels in China from 2012 to 2021, based on the “technology-organization-environment” framework and dynamic QCA method, this paper explores how seven factors such as agricultural technology innovation, digital infrastructure, innovation policy support, the formation of e-commerce industry, marketization level, green finance, and rural culture modernization interact to promote the formation of new quality productivity of agriculture. The findings reveal that none of the above seven factors can promote the formation of new quality productivity of agriculture, and agricultural technological innovation and digital infrastructure are becoming more and more important to the formation of new quality productivity of agriculture over time. The high new quality productivity of agriculture formation models can be categorized into four types: TOE empowers new business model development-driven, government–market–culture triple-driven, market-oriented efficient transformation of technological achievements-driven, and deep integration of agricultural technological innovation and emerging agricultural business models-driven. The configurational results exhibit significant regional effects, with diverse pathways for the formation of new quality productivity of agriculture across different provinces.

What's Trust Got to Do With It? Interpersonal and Institutional Trust in University Faculty

ABSTRACTHigher education institutions are in a state of flux. To remain viable, faculty and administrators need to work together through a healthy shared governance process to implement changes that reflect their institutions’ mission, market, and organizational culture, which requires trust. Trust has been shown to be a critical component of the workplace yet has remained under‐researched within higher education. This gap in the literature necessitates the exploration of how trust operates amongst higher education faculty. This study explored the relationship between interpersonal and institutional trust, and whether interpersonal trust predicts institutional trust in faculty members at mid‐sized universities. Eighty‐nine faculty from all ranks across multiple institutions were surveyed on their trust in colleagues, deans, and their institution. Results showed significant relationships between faculty trust in colleagues and faculty trust in deans, between faculty trust in colleagues and institutional trust, and between faculty trust in deans and institutional trust. Faculty trust in colleagues and deans was determined to be a predictor of institutional trust; however, faculty rank was a higher predictor, indicating that faculty with higher rank reported less trust. Implications for these findings are discussed, with an emphasis on how administrators’ focus on trust can benefit the university.

Implementation of the Rebranding Stages of Taman Ismail Marzuki Becoming an Urban Theater Using the Race Model

Change is inevitable, everything on earth will experience changes with time and time that continues to roll forward. The form of change can be in the form of rebranding, repositioning, transformation, shifting, each has different stages and goals. Change has a strong meaning, such as something that must be fixed, rejuvenated, reshaped or a shift occurs due to market demands, nature, culture and business competition, even a crisis, so it needs to be reorganized so that it can be saved. Taman Ismail Marzuki is a center of culture and art located in the middle of Jakarta City which has been established for 42 years. Its existence has become a legendary product in itself that needs to be strengthened in terms of its role and function in addition to having historical value. The movement of change after the Covid pandemic is so rapid that it is no longer in an arithmetic series but a geometric series. The leap in competition, technological advances and the demands of society, especially artists, requires the management of Taman Ismail Marzuki to make a breakthrough in order to answer new challenges. Rebranding is the right choice for the management of Taman Ismail Marzuki to organize and strengthen this historic product towards an urban theater. The rebranding stages are prepared using the RACE model to facilitate and direct its implementation. Rebranding is the main message that Taman Ismail Marzuki management wants to convey to the general public, and it is hoped that the results can provide added value to all levels of society, in addition to other functions to support the beauty of Jakarta’s city infrastructure which is planning to become Jakarta Smart City. This study intends to examine the rebranding stages as well as analyze the implications and benefits of Taman Ismail Marzuki as an urban theater. The researcher uses a descriptive qualitative approach, with data collection methods: in-depth interviews, observations and literature and data processing is carried out by triangulating data sources, in order to obtain accurate data truth.

Effects of Organizational Culture Types on Construction Project Performance: A Competing Values Framework Approach in Ghanaian Perspective

Organizational culture plays a critical role in influencing various aspects of project performance. However, existing studies on the impact of specific cultural types on construction projects have produced mixed results. This research examines the effects of organizational culture types on the performance of construction projects. A descriptive cross-sectional design was adopted, utilizing a census sampling approach. Quantitative data were collected using structured questionnaires administered to 375 medium and large-size construction firms. The analysis employed both descriptive and inferential statistical methods, including correlation and regression analyses. The results revealed that market and hierarchy culture types positively influence construction project performance, while clan and adhocracy cultures do not exhibit a significant effect. Furthermore, cultural traits emphasizing external orientation, stability and control characteristic of a hybrid market-hierarchy culture were identified as stronger predictors of successful project outcomes compared to other cultural clusters. To optimize project performance, it is recommended that construction firms in Ghana transition from adhocracy-dominated cultures to hybrid market-hierarchy culture.

Influence of Cultural Dimensions on Employee’s Commitment and Turnover Intention in Transnational Education Institutions in Nepal

Purpose: The study aims to understand organizational culture types and assess their influence on employee’s commitment and turnover intention in transnational academic institutions (TAIs) in Nepal. Design/methodology/approach: This study used a cross-sectional design with quantitative methods to examine the cultural influence on employee commitment, and turnover intention. Data were collected using psychometric tools from 397 respondents through convenience sampling. Further, SPSS was used for correlation and regression analysis ensuring validity and reliability. Findings: The study found that TAIs predominantly exhibit a clan culture, which fosters a collaborative work environment. Notably, this research explores how distinct aspects of organizational culture influence employee commitment and turnover intention, focusing on the unique effects of these cultural component. It reveals how specific cultural aspects can have varying impacts, with positive effects on employee commitment and negative effects on turnover intention. In addition, it also shows the importance of cultivating a supportive organizational culture for effective staff commitment. By shedding light on the role of specific cultural types, the study fills a gap in the literature, offering actionable insights for HR managers and policymakers in shaping effective organizational environments within TAIs in Nepal. Conclusion: This study examined organizational culture’s impact on employee commitment and turnover intentions in TAIs. The research highlighted that, under the organizational culture framework in TAIs, clan culture is strongly desired and relativelyimpactful on both employee commitment and turnover intentions. In addition, the employee’s commitment also partially intervenes the effect of organizational culture on turnover intentions. Implications: The study highlights the need for HR and managers in TAIs to foster a clan culture that enhances employee commitment and reduces turnover. Tailoring strategies to different cultural types, such as adhocracy and market cultures, is crucial for improving commitment. Additionally, policymakers should focus on creating supportive environments that align with employee values, which can improve institutional performance and employee loyalty. JEL Classification: J28, M12, M54

Effect of Market Culture on the Implementation of Corporate Strategy in Private Chartered Universities in Kenya

Aim: This study aimed to examine the effect of market culture on the implementation of corporate strategy in private chartered universities in Kenya. The study also established the moderating effect of quality management systems on the relationship between market culture and implementation of corporate strategy in private chartered universities in Kenya. Methodology: A cross-sectional survey research design was adopted. Both quantitative and qualitative data were used to seek the effect of clan culture on the implementation of corporate strategy. The accessible population included registrars, deans, directors, heads of departments, academic staff, and student leaders. This study used stratified random sampling and the target sample size was 240 participants. A pilot study was conducted with 24 participants to determine the reliability and validity of the questionnaire. Data from questionnaires was organized, coded, analyzed, and converted into quantitative summary reports for analyses using the Statistical Package for Social Sciences (SPSS) version 21 software to compute the relationships between dependent and independent variables. Qualitative data was analyzed thematically. Results: Findings indicate that market culture is a significant positive predictor of corporate strategy implementation in the studied universities (β = 0.719, p < 0.01). It was also found that there was a statistically significant moderating effect of quality management system on the relationship between market culture and implementation of corporate strategy in private chartered universities in Kenya (β = 0.748, p< 0.022). Conclusion: The findings highlight a positive effect of market culture on the implementation of corporate strategy in private chartered universities in Kenya. Furthermore, the study reveals that quality management systems play a significant moderating role in strengthening this relationship. Recommendations: University management should facilitate the active participation of student leadership in governance. The study also recommends that leadership in private universities prioritize fostering a market-oriented culture by aligning strategic goals with market trends and emphasizing quality management systems to improve strategy implementation. The Commission for University Education (CUE) should strengthen its support for market-driven strategies and ensure that quality management is integrated into institutional frameworks. Additionally, the Ministry of Education should develop policies that promote a market-focused approach to curriculum design and support universities in adopting systems that enhance quality and strategic execution.

The Relationship Between Environmental Turbulence and Organizational Improvisation in Hospitals: The Moderator Role of Organizational Culture

Aim: In today's business environment, dynamism, uncertainty, and environmental turbulence are quite high. Organizational improvisation is seen as an effective mechanism for organizations operating in these environments to respond to demands from the environment. This study aims to examine the relationship between environmental turbulence and organizational improvisation, and also the moderator role of organizational culture (adhocracy, clan, hierarchy, and market culture). Methods: The study used a descriptive cross-sectional design. The data were collected from 487 lower, middle, and upper-level managers working in private hospitals in Istanbul. The disproportionate stratification method was used since hospitals are not homogeneous regarding technological and financial structure, size, and human resource quality. The data was analyzed using Statistical Package for the Social Sciences 23 program through PROCESS macro. Results: The results show a positive relationship between environmental turbulence and organizational improvisation. Also, adhocracy, clan, and market cultures moderate the environmental turbulence and organizational improvisation relationship. As these three organizational cultures increase, the effect of environmental turbulence on organizational improvisation weakens. Conclusion: This study indicates that environmental turbulence is an effective factor in hospitals' organizational improvisation capability. Furthermore, the moderation analysis suggests that organizational culture may be an important mechanism underlying environmental turbulence and organizational improvisation relationship.

The strategic advantage of innovative organizational culture: An exploratory analysis in digital transformation and big data analytics capabilities

Abstract This study examines the antecedent role of organizational culture and the mediating role of digital transformation when promoting big data analytics capabilities. Employing the Competing Values Framework, we scrutinize the influence of various cultural typologies, including digital culture on the successful deployment of digital transformation and the enhancement of big data analytics capabilities. Our analysis utilizes Partial Least Squares Structural Equation Modeling on a dataset of 183 firms to evaluate our hypotheses. The findings reveal that adhocratic, digital and hierarchical cultures significantly foster big data analytics capabilities mediated by digital transformation, which is a dynamic process that needs supportive digital and innovative values. In contrast, market and clan cultures exhibit weaker linkages. By providing empirical evidence and practical implications, this study highlights how organizations with a strong adhocratic and digital cultures outperform those with traditional cultures in their digital transformation and big data analytics capabilities efforts.

Organizational culture and its impact on effectiveness in Algerian higher education institutions

In recent years, the pursuit of organizational effectiveness has emerged as a critical priority for higher education institutions (HEIs) worldwide. These institutions are continuously adapting to a rapidly evolving global landscape, where competition for resources, students, and academic prestige is intense. This study delves into the role of organizational culture in shaping the effectiveness of Algerian HEIs, an area that has received limited attention in the literature. Specifically, the research examines how different types of organizational cultures—clan, adhocracy, market, and hierarchy—are linked to institutional effectiveness. The study employs a cross-sectional research design, with data collected through structured questionnaires distributed to college deans and their representatives across multiple HEIs in Algeria. Out of 349 responses, 334 were deemed valid, resulting in a strong response rate of 67.6%. Data analysis was conducted using a combination of descriptive statistics through SPSS and structural equation modeling via Smart PLS 4.0, allowing for a comprehensive examination of the relationships between organizational culture and effectiveness. The findings affirm the study's theoretical framework, demonstrating that organizational culture is a significant determinant of institutional effectiveness in HEIs. Notably, hierarchy and market cultures were identified as having a significant positive impact on effectiveness, suggesting that structured environments with clear goals and a focus on performance contribute to superior outcomes in higher education settings. On the other hand, clan and adhocracy cultures did not show significant associations with institutional effectiveness, highlighting the complexity of cultural influence within educational institutions. This research is among the few, and possibly the first, to examine the relationship between organizational culture and the effectiveness of HEIs in Algeria. The study offers valuable insights for policymakers and educational leaders seeking to enhance HEIs by focusing on cultural dimensions that improve organizational effectiveness.

Local traditions, global ambitions: influence of organizational culture on innovative capability and international growth orientation in Brazilian wineries

PurposeThis study examines the influence of organizational culture types, specifically clan, adhocracy, hierarchy and market culture, on innovative capability and a firm’s international growth orientation within Brazil’s wine industry.Design/methodology/approachThe paper builds on empirical evidence gathered from responses of managers from 230 Brazilian winemaking organizations based on a self-administered survey. The hypotheses in the conceptual model are tested using Smart-PLS (partial least square).FindingsThe types of culture that showed a positive relationship with dynamic innovation capability were clan, adhocracy, and market. Regarding the orientation for international growth, the market culture is the most conducive. Clan culture is not ideal for internationalization, and both adhocracy and hierarchical cultures showed no relationship. It was found that dynamic innovation capability has a positive relationship with the orientation for international growth.Practical implicationsThe study broadens the research perspectives for analyzing resources from the Brazilian wine industry, further examining their linkage with the orientation for the international growth of the segment. The findings provide managers with insights about which types of culture should be fostered when aiming to innovate and internationalize.Social implicationsThe advancements are related to the Sustainable Development Goals advocated by the United Nations.Originality/valueThe study is motivated by the lack of integrated methodologies that relate organizational culture, dynamic innovation capability and orientation for international growth. International business research has neglected to specify which particular resources a company needs to have a propensity for international growth orientation.

Organizational culture and educational aspirations of tribal students in higher education

ABSTRACT This study examines the impact of organizational practices on the educational aspirations of tribal students in higher education and establishes the relationship between organizational culture and educational aspirations. Cameron and Quinn’s model of organizational culture was employed to study clan, adhocracy, market, and hierarchy culture examining current and preferred contexts. The study utilized an explanatory mixed-method approach to collect data from 120 tribal students using close-ended questionnaires from different colleges in Odisha, India along with interviews and focus group discussions. The study found clan, adhocracy, and market culture positively correlated with educational aspirations, while hierarchy culture was negatively correlated in the current context. In the preferred context, clan and hierarchy culture had a negative correlation, while adhocracy and market culture showed a positive correlation. Major aspects of organizational practices include learning environment, interpersonal relationships, transformational leadership, motivation, communication, scholastic, and co-scholastic outcomes. Results suggest organizational freedom, a collaborative environment, and creative and innovative outputs motivate tribal students rather than controlling the environment.

The influence of organisational culture on supply chain readiness and responsiveness

ABSTRACT This study investigates the influence of organisational culture (OC) on supply chain (SC) readiness and SC responsiveness following the COVID-19 outbreak, as well as the moderation of disruption severity on those relationships. A survey was conducted in 2021 on French organisations, yielding 312 valid answers. Partial least squares structural equation modelling approach and multi-group analysis (MGA) are employed for the analysis. The results highlight the positive and significant impact of OC on both of SC readiness and SC responsiveness. Specifically, clan and market cultures affect SC readiness, whereas SC responsiveness is influenced by hierarchy as well as clan and market cultures. The moderating role of disruption severity was not found to be significant. However, the MGA revealed that organisations under low severity disruption had a bigger effect of OC on their SC responsiveness. This study is one of the few studies that examines the impact of OC on SC readiness and responsiveness in the context of unprecedented level of disruption.

Cancel Culture: Unveiling the Dark Side of Social Media for Brands – A Systematic Literature Review

The phenomenon and terminology of cancel culture are proliferating with the increasing use of social media in Indonesia. Through these platforms, the cancel culture movement is widespread and poses a significant threat to brands and products. However, research related to cancel culture in marketing is still limited. This research aims to describe the cancel culture phenomenon in marketing through a systematic literature review of 53 articles published from 2014 to 2024, with sources from ABDC and Scopus-indexed journals (Q1-Q4). The research identified relevant themes, methodologies, theories, variables, antecedents, consequences, and existing research gaps through this analysis. Based on these findings, the research proposes an integrative framework that describes the influence of cancel culture on brands, particularly the role of social media. The results also identify future research directions, including knowledge gaps in theory, methodology, and research context. The implications of this research are expected to contribute to developing marketing theory and practice related to cancel culture.

Research on Social Live Broadcast pps in Thenew Media Era

With the rapid growth of digital media, online social live streaming, as a new means of information exchange, has penetrated into our daily lives and has been widely used in various industries such as enterprise marketing, online teaching, and folk culture inheritance. This article provides a preliminary introduction to the concept, attributes, and classification of online social live streaming, and explores the application strategies in product promotion, online learning, and cultural promotion. When examining the current development status of social live streaming, a series of problems have been discovered, including the proliferation of vulgar information, user privacy and security issues, and intellectual property infringement. Suggestions have been put forward to improve the regulatory system for social live streaming content, strengthen user privacy and security protection, and promote the sound legal system, in order to promote the healthy and orderly development of social live streaming in the new media era and provide reference and inspiration for the industry.

Geotourism Potentiality of Fossil Park Using Swot Matrix and Analytical Hierarchy Process (AHP) for Amkhoi Wood Fossil Park, Birbhum District, West Bengal, India

Geoparks are a new tourism form integrating geography and local development, focusing on geological conservation, marketing, and local culture. Geotourism Ecosystem aims to build a stronger network of geoparks. Amkhoi Wood Fossil Park in Birbhum, India, houses 20 million-year-old angiosperm wood fossils. It has been designated a Biodiversity Heritage Site, which aims to protect natural heritage, educate tourists, preserve fossils, and create jobs. Wood fossils from West Bengal, India's, Amkhoi Fossil Park are well known for offering insights into the natural history of the area. The transformation of wood into stone through the process of petrification brings to light natural occurrences such as tree falls and mineral infiltration. The most well-known fossils in the park are from the Glossopteris genus, which represents the Permian period's prehistoric vegetation. Miocene angiosperm wood fossils shed light on the ecological dynamics and evolutionary history of the area. The fossil record of the Anacardiaceae family indicates the warm, humid environment of the area. Using the Saaty scale, the study analyzed the SWOT components and used Eigenvalues to determine each factor's significance. At 54.4%, opportunities have the most weight, followed by vulnerabilities, threats, and strengths. The development of geotourism in the research area is least affected by risk factors. Each SWOT group's high local priority SWOT variables were selected. The greatest potential existed for government officials to give tourism planning more attention. Some of the weaknesses were unusual geological features, insufficient infrastructure, and low awareness. Particularly rare fossils and a geological fossil park are two of the study area's advantages.

Linking Hierarchy Culture, Market Culture and Innovation Orientation: Moderating Roles of Causation and Effectuation

This paper aims to examine the influence of hierarchy and market cultures on firm’s innovation orientation. Also, it explores the moderating roles of the two decision-making logics, which are causation and effectuation on the relationship between hierarchy and market organizational cultures and innovation orientation. The current study extends past research on organizational culture and innovation, by being most likely the first study to examine the extent to which the relationship between hierarchical culture and SME innovation orientation is moderated by causal logic; and the extent to which effectual reasoning moderates the relationship between market culture and the innovation orientation of SMEs. The study utilizes survey data from 206 small and medium sized enterprises (SMEs) in the manufacturing and services sectors of the United Arab Emirates (UAE), that is analyzed using SmartPLS. The results of this study suggest that causation moderates the relationship between hierarchical culture and SME innovation orientation. Furthermore, market culture is only positively related to SME’s innovation orientation when effectuation moderates the relationship.

Influence of Organizational Market Culture on Change Management in Kenyan Social Enterprises

Firms ought to continuously adapt and modify their operations to fit the changing circumstances in the fiercely competitive and dynamic business environment. This suggests that businesses must incur substantial costs to carry out a variety of changes that will enable them to operate in the changing environment. Adjustments play an important part in defining firm competitiveness in the modern economic environment; however, many firms struggle to properly manage innovations, ensure long-term development, and motivate employees to accept change. This study explored the influence of organizational market culture on change management in social enterprises in Kenya. The study employed the Competing Values Culture theory to assess the company's culture. Using a descriptive design, the study targeted all 129 employees of Kidogo Early Years Company Limited, from top management to departmental level. Data collection involved questionnaire surveys for primary data. Analysis of quantitative data was by Statistical Package for Social Sciences version 29. The regression analysis findings revealed that organizational market culture (β = 0.310, p = 0.012) had significant positive influence on change management. The study concludes that organizations that are goal-oriented and market-driven are more adaptable to external pressures and are better positioned to manage change effectively. In view of the findings, the study recommends that for organizations with a market culture, it is crucial to embed a results-oriented approach that aligns change management with organizational goals and objectives. Practices such as setting clear performance targets, encouraging a competitive spirit, and focusing on market-driven strategies should be incorporated into daily operations. Keywords: Organizational Market Culture, Change Management, Social Enterprises, Organizational Culture Influence, Kenya

Moderating role of national culture on the association between organizational culture and organizational commitment among SME's personnel

This study investigated the moderating effect of collectivism as a national culture on the interaction between organizational culture (measured in terms of clan, adhocracy, market, and hierarchy cultures) and commitment in the context of SMEs. A total of 1200 questionnaire surveys were delivered to 155 SMEs, of which 356 were deemed valid. The hypotheses were tested using a hierarchical multiple regression analysis. According to the findings of the study, a significantly positive relationship between organizational culture and commitment was discovered, and collectivism, as a national culture, moderates this relationship significantly. This study offers several recommendations for future research in this field. SMEs should prioritize the development of a better culture to generate a higher level of organizational commitment. Future scholars could use additional organizational contextual components as mediating or moderating variables to explore the association between organizational culture and commitment.

Assessing Organizational Culture in Real Estate Brokerages: Links to Real Estate Agent Success

Real estate agents interested in maximizing their sales commissions may consider the impact of their brokerage firm’s organizational culture on their incomes. They may also seek to understand whether the size and age of their brokerage firms correspond to four popular organizational culture types: clan, hierarchical, market, and adhocracy. A survey distributed to United States real estate agents was analyzed to examine these relationships. The results supported hypotheses indicating that clan cultures were dominant in small firms with 20 or fewer employees and in younger firms under six years, while market cultures prevailed in larger and older firms. Additionally, market and adhocracy cultures correlated positively with brokerage firm size, and adhocracy cultures were more prevalent in younger firms. Real estate commissions were highest in companies with market culture features, followed by clan, adhocracy, and hierarchical cultures. Linear regressions and bootstrapping further supported a negative relationship between hierarchical cultures and real estate commissions and a negative relationship between adhocracy cultures and the age of firms. Theoretical and practical implications are discussed.

Exploration of Organizational Culture on Employee Well-Being: A Survey-Based Study on Workplace Culture Dimensions

Abstract: The purpose of this study was to investigate the impact that organizational culture has on employee well-being within a case-study organization. The study employed a quantitative research design and adopted the use of a questionnaire to collect the necessary data from the 20 participants. The collected data was analyzed using descriptive statistics and multiple linear regression analysis. The findings of the study indicated that the organization operates mainly on a hierarchy culture with the elements of other culture types of notably culture clan and market culture mixed into the overall organizational culture. It was inferred that these culture types exist as a subculture within the overarching culture of the organization. The findings suggest that employee well-being is not a point of critical concern for the organization. This suggests that within the case study organization, employee well-being is perceived as a moral obligation as against a strategic factor that can yield considerable benefits to the organization. The findings also indicated that organizational culture exerts a degree of influence on employee well-being. Organizational culture has an impact on employee well-being, therefore improving employee well-being can ensure optimal productivity and performance of employees.