Current Organizational Culture Research Articles

Exploring organisational culture: assessing readiness for lean production implementation – an empirical study

Purpose Studies emphasise the critical role of a suitable organisational culture (OC) in successfully implementing lean production (LP) and argue that failure to consider OC can hinder organisations from fully benefiting and sustaining the success of LP. It is also observed that consensus regarding the suitable OC required for implementing LP remains elusive, with existing research predominantly theoretical and in developed economies. Using a systematic approach, this study aims to evaluate organisational readiness for LP implementation from the OC point of view by identifying the suitable OC for LP implementation, examining the existing OC to determine the most dominant (primary OC) and evaluating the suitability of the current OC for LP implementation. The paper uses empirical data collected from Pakistan’s textile sector as a case study. Design/methodology/approach The study used the competing values framework of OC and a quantitative approach. The data was collected by surveying 162 textile professionals, including first-level supervisors, middle managers and top management. Data analysis included quantitative techniques such as testing of hypotheses and multiple regression analysis techniques. SPSS, Minitab and SmartPLS 4.0 were used for data analysis. Findings The study revealed that characteristics of developmental and rational culture profiles are the most suitable for implementing LP in Pakistan’s textile industry. However, the group and hierarchy culture profiles do not significantly impact the implementation of LP. Moreover, the group culture profile (GCP) is the most dominant (primary OC) within the selected sector and the hierarchy culture profile is the least dominant. As a result, the current prevailing OC profile i.e. GCP is unsuitable for lean deployment. Research limitations/implications Although this study provides valuable insights, it is important to acknowledge its limitations. Data could not be collected from the employees with low education. Its applicability to other countries or industries may be limited due to its specific context. However, the approach used to assess organisational readiness regarding OC is both innovative and practical. Additionally, this research fills a gap in the literature by including a case study from a developing economy. Despite these contributions, future research could further validate and refine the proposed framework through comparative studies across diverse contexts. Practical implications The study’s findings emphasise the significance of OC in driving lean transformation and offer valuable recommendations and approaches for management, consultants and academicians to enhance lean deployment. By realising the significance of OC, stakeholders can effectively tailor strategies and interventions to align OC with lean principles. Originality/value This research is novel in terms of the structured approach and the selected case for evaluating the preparedness of organisations concerning OC for implementing LP. This approach can be used for other sectors and contexts.

관공서 스마트 오피스 구축에 관한 연구 : 사용자 조사 및 국내·외 사례조사 분석을 중심으로

In recent years, the social trend of emphasizing work-life balance (Work-Life Balance) and the introduction of the 52-hour workweek system have highlighted the need for smart offices focused on work efficiency. Public institutions are also actively pursuing the implementation of smart offices. This paper aims to provide guidelines for establishing smart offices in public institutions, based on field surveys and user studies of a public office currently undergoing relocation planning. Through a spatial usage survey of Public Office A, which is in the process of relocation planning, and user surveys and interviews with staff, this study identifies office space improvement needs and requirements. Furthermore, by analyzing domestic and international case studies of smart office implementations in public institutions, this paper offers practical directions for the establishment of smart offices in public institutions. Based on the surveys and interviews conducted, the study addresses the specific requirements of each department, ensures a clear understanding of and engagement with spatial needs, and incorporates insights from successful international examples. This paper highlights the importance of applying innovative spatial designs that can improve the current organizational culture, facilitating active communication and collaboration.

Examining Organizational Culture with OCAI

Abstract This research aims to analyse organizational culture mapping at the Faculty of Economics, University of Borneo, Tarakan. It employs a descriptive quantitative approach and utilizes the Stratified Random Sampling method for sampling. The research sample consists of 93 respondents from the Faculty of Economics, including students, alumni, lecturers, and staff. The analytical method employed is the Organizational Culture Assessment Instrument (OCAI), with the assistance of Microsoft Excel 2010. The research findings reveal that the current dominant organizational culture profile is the Clan culture, emphasizing HR development, loyalty, and the organization's familial function. Additionally, the Hierarchy culture, characterized by a structured work environment and stringent controls, also holds prominence. Conversely, the anticipated organizational culture profile underscores maintaining the Clan culture while embracing new cultural shifts in the future, particularly towards an Adhocracy culture. This culture emphasizes fostering a dynamic work environment that encourages members to freely explore and express creative ideas, fostering innovation. JEL classification numbers: J43. Keywords: Organizational culture, OCAI Mapping.

Organizational culture of Colegio ng Lungsod ng Batangas: npiut to institutional policies

This study aimed to identify current organizational culture in Colegio ng Lungsod ng Batangas so that congruent institutional policies may be developed. Using Cameron and Quinn (2011) Organizational Culture Assessment Instrument (OCAI), the dominant culture was determined. The study adopted descriptive design with a statistical sample of 55 employees on the College. It was found out that the dominant culture of the institution is the Clan Culture which is characterized by values flexibility and internal control. It is an employee-focused culture driven by collaboration, support, and trust. The Adhocracy culture is the least manifested culture, which is characterized by innovation, adaptive and flexible. The study found no significant difference on profile variables with Hierarchy and Market Culture. Conversely, Clan Culture and Adhocracy Culture was found significantly different in terms of gender and age, respectively. The findings and recommendations of this study may be used as a basis when revisiting the college’s institutional policies.

Kultura organizacyjna a kultura włączająca szkoły – w poszukiwaniu optymalnego modelu

Is contemporary school and its current organizational culture ready to implement the idea of an inclusive education? This is the question that we attempt to answer by examining the organizational culture of one of the schools in Gdansk, which has been an inclusive institution for over 26 years. In this article we suggest that, in order to promote the idea of “a school for everyone”, the changes are necessary in the multidimensional structure of Polish schools, particularly in the school culture. Our research on this issue leaves no illusions about the unfavourable perspective of the inclusivity promoted by the functioning school. Therefore, the mentioned change in this area seems obvious. In order not to become merely an external facade of transformation, the inclusive model of education should mobilize all of the participants of the educational process to a real change in thinking about education, to pedagogical collaboration and open participation within the frameworks of an inclusive culture.

ANALISIS BUDAYA ORGANISASI MENGGUNAKAN HOFSTEDE DAN ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI)(Studi Kasus pada Fakultas Ekonomi Dan Bisnis Universitas Muhammadiyah Bengkulu)

Organizational culture affects a person's role in carrying out his role. The success of organizational culture is marked by changes in individual behavior that can be emulated by other individuals. This study aims to determine the organizational culture created in the Faculty of Economics and Business, University of Muhammadiyah Bengkulu. The method used in analyzing organizational culture is Hofstede's method and OCAI (Organizational Culture Assessment Instrument) analysis. The results of the analysis using Hofstede's cultural dimensions state that the Faculty of Economics and Business, Muhammadiyah University of Bengkulu is in an organizational culture that has an even distribution of power, is collectivistic, masculinity has a strong influence within the institution, the institution focuses on things that have certainty value, the institution concentrate more on matters that have a long-term, future-oriented nature, and implement pragmatic values and institutions that control the fulfillment of needs and regulations with strict social norms. Meanwhile, based on the OCAI analysis, the current organizational culture and the expected organizational culture in the future is the Clan organizational culture. This means that there is a match between the desires of the leadership and employees because they are in the same organizational cultural orientation, namely a friendly workplace where people share with each other like a big family.

ORGANIZATIONAL CULTURE MAPPING USING ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI) AT PT NEW RATNA MOTOR (NASMOCO) SEMARANG

This study was carried out to determine the current organizational culture at PT. New Ratna Motor (Nasmoco) Semarang, as well as the organizational culture that is expected in the next two years at PT. New Ratna Motor (Nasmoco), and to formulate the appropriate recommendations to achieve the expected organizational culture at PT. New Ratna Motor (Nasmoco) Semarang. The research was done by data collecting method such as questionnaire, observation and literature study. Meanwhile, the OCAI instrument is used for analysis, with respondents requested to complete a questionnaire about current organizational culture and organizational culture over the next two years (which is expected). The respondents in this research were 50 persons from PT. New Ratna Motor (Nasmoco) Semarang employees. Based on the study's findings, it was discovered that leaders and employees share the belief that the dominant organizational culture at PT. New Ratna Motor (Nasmoco) Semarang right now is a clan culture, while the leadership anticipates a decline in clan and an increase in market culture over the next two years.

Organizational Culture Analysis Using The Organizational Culture Assessment Instrument (OCAI) Method At PT Ruby Starindo East Lombok Branch

This study aims to determine the current and future picture of organizational culture at PT Ruby Starindo East Lombok Branch. This study uses a descriptive design designed to solve the research problem posed. The respondents in this study were permanent employees of PT Ruby Starindo East Lombok Branch which amounted to 30 employees. Data were collected through questionnaires and analyzed using the organizational culture assessment instrument (OCAI) method. The results showed that the current organizational culture felt at PT Ruby Starindo East Lombok Branch is Market Culture and the culture that is desired or expected in the future is Clan Culture. This finding identifies that employees now perceive leadership as a competitor and a strong driver, with the principle of competition in achieving productivity where all activities focus on organizational and consumer control. But in the future the culture that is expected to occur in the organization is that the organization becomes a fun place like in one big family. Leadership is a mentor who provides facilities and guidance.

직업발레단 조직구성원의 현재 조직문화와 선호 조직문화와의 인식 차이 분석

Performing arts organizations face an irregular and unpredictable task environment, which requires systematic organizational diagnosis and evaluation management to address. The purpose of this research is to investigate the differences between the current organizational culture types perceived by dancers of a professional ballet company and their preferred organizational culture types, in order to provide foundational data for the management direction of the ballet company. To achieve this, a survey was conducted among current professional dancers working in the ballet company. The research was conducted using the Organizational Culture Assessment Instrument (OCAI). As a result of the research, dancers expressed a strong preference for a clan culture, while having high expectations for a culture of clan and adhocracy. On the other hand, they showed a desire for a decrease in hierarchical and marketculture. To address this, it is crucial to transform the organizational culture into a human-centric culture that emphasizes teamwork and individual artistic expression, based on trust and effective communication, rather than highlighting competition or winning among the members.

Human Resource Management Strategy: Organizational Culture on Local Government Agency in using IT Governance System

Nowadays, much attention is directed to IT in order to facilitate better human resource management and improve decision-making results with the factors that influence it, such as the cost of using ICT, setting regulations and the implications of reporting standards that are accurate and comprehensive, and the need to deal with increasing rate of change in organizations. IT governance is one of the main concerns of public organizations today, which seek to gain value from their ICT implementation and create a competitive advantage. Within an organization, the habit of using the IT governance system becomes the part of work culture of human resource management itself and is often associated with the organizational culture. Organizational culture as human resource management strategy is one of the various factors that influence IT governance performance in organizations. However, this topic needs a lot of in-depth research, especially in the public sector. In describing the profile of organizational culture, this research uses quantitative methods through OCAI questionnaires and semistructured interviews as a qualitative approach with the total sampling. The results of the research show that the current organizational culture on the selected local government agency during the adoption of IT governance system was dominated by the market culture. Whereas, the preferred organizational culture for the future is the adhocracy culture.
 Keywords: organizational culture, organizational culture assessment instrument, IT governance, cultural analysis on IT governance

Модел за изследване на организационната култура при обучение в мултикултурна образователна среда

The present research is dedicated to a not quite popular and often underestimated topic in our country: the improvement of the organizational culture in school management with a focus on working inside a multicultural environment. The target of analysis is the Strategy for Development of 77 OU “St. st. Cyril and Methodius”, Sofia. Results from the online surveys with the pedagogical specialists of the school and with representatives of the parent community are presented. The conclusions and recommendations that have been made could be useful for all ethnocultural mixed schools in our country. The research model itself can be used by researchers, school leaders, and regional education departments to assess the current organizational culture for work in a multicultural educational environment in an attempt to improve it.

Understanding Religious-Organizational Marketization: The Case of the United States Mainline

AbstractPast decades have witnessed an accelerating proliferation of managerial and market-associated discourses and imperatives across the traditional religious-organizational field. Based on theoretical perspectives on marketization, this article outlines a general analytical framework by which to approach, empirically investigate, and understand processes of organizational marketization as they unfold in contemporary religious-organizational settings. As illustrated by more recent developments among the Protestant mainline denominations in the United States, the article (1) provides a general sociological explanation for the primary reasons why processes of organizational marketization have been set in motion within the US mainline; (2) outlines the main ways and means by which such processes have tended to unfold; and (3) accounts for their main practical effects on current mainline organizational cultures and working routines.

Analisis Budaya Organisasi Menggunakan Organizational Culture Assessment Instrument (OCAI) pada Karyawan PT Eddy Transport Raya

This study aims to describe the current and preferred organizational culture profile of PT Eddy Transport Raya based on the perceptions of all employees. The sampling method in this study is included in the type of saturated sample, where all the population numbers are samples. The total population in this study was 33 consisting of all employees of PT Eddy Transport Raya, so there were 33 people to be used as samples for research data collection. Primary data collection was carried out by distributing OCAI (Organizational Culture Assessment Instrument) questionnaires to all employees. The variable in this study is organizational culture with 4 indicators indicator or type of culture namely Clan, Adhocracy, Market and Hierarchy. The results of these 4 indicators provide an understanding of the organizational culture of the company. Thus it can help leaders in terms of communication and decision making within the company. In this study, employees have the perception that the current organizational culture of PT Eddy Transport Raya is more towards clan culture. In addition, employees have the desire to change and improve the organizational culture to become adhocracy.

Economic policy uncertainty and corporate digital transformation: evidence from China

ABSTRACT Digital transformation refers to the process of utilizing digital technology to develop new or enhance current business processes, organizational culture, and customer experiences to satisfy changing business and market requirements. Taking all non-financial Chinese A-share firms from 2010 to 2018 as the research sample, we investigate the impact of Economic Policy Uncertainty (EPU) on corporate digital transformation. Evidence shows that EPU has a significantly positive impact on corporate digital transformation. This result still holds after a series of robustness tests, such as employing alternative measures of key variables, controlling for various fixed effects, including possibly omitted variables and adopting estimation of instrumental variables in the 2SLS approach. In addition, market competition provides the primary channel through which EPU influences corporate digital transformation. Finally, the above EPU effect is more pronounced in firms with small size, non-SOEs, and firms with weak corporate governance. Overall, our results provide a novel explanation for the behaviour of corporate digital transformation in the emerging capital markets.

Relationship Between Participation in Clinical Decision-making and Organizational Culture Among Nurses in Intensive Care Units of Hospitals Affiliated to Iran University of Medical Sciences

Background & Aims The nurse’s ability to make an effective clinical decision affects the quality of care and differentiates professional nurses from non-professional ones. Many individual and organizational factors affect clinical decision-making of nurses. This study aims to examine the relationship between participation in clinical decision-making and organizational culture of nurses in intensive care units (ICUs) of selected hospitals in Tehran, Iran Materials & Methods This is a descriptive-correlational study. Participants were 317 nurses working in the ICUs of hospitals affiliated to Iran University of Medical Sciences, who were selected with proportional stratified sampling and sequential sampling methods. The data collection tools were the clinical decision-making questionnaire of Kyalo (2008) and the organizational culture assessment instrument of Cameron and Quinn (1990). The obtained data was analyzed in SPSS statistical software, version16. Descriptive indices (Mean±SD, frequency, percentage) were used to describe the data, and Pearson’s correlation test, independent t-test, and chi-square test were used to examine the relationships between the study variables. Results Among nurses, 88.5% were female, 86.5% had a bachelor’s level, and 39.6% were working in the ICU general. Their mean age was 34.65 years, and their mean nursing experience and the work experience in the ICU was 10.38 and 7.25 years, respectively. The mean score of clinical decision-making was 70.16±11.65, which was higher than the cutoff point (>54), indicating that the participation of nurses in clinical decision-making was high. The dominant organizational culture in the current situation was the market culture. In the preferred situation, the organizational dominant culture was the clan culture. Organizational culture in the current situation had no significant relationship with clinical decision-making (P=0.13), but this relationship was significant in the preferred situation (P=0.014). Clinical decision-making in nurses with clan culture was significantly higher than in those with market culture (P=0.013). Conclusion The current organizational culture in the selected hospitals is different from their preferred organizational culture. Despite the significance of relationship between ICU nurses’ participation in clinical decision-making and organizational culture in the preferred situation, the relationship is weak. More studies are needed with a larger sample size. Considering that the clan culture is the preferred culture, planning is needed to establish the clan culture in the hospitals to increase the participation of ICU nurses in clinical decision-making.

Exploring Fintech Organizational Culture: Are they unique?

The purpose of this study is to discover the nature of organisational culture in startup enterprises involved in finance technology. The study will be useful since it may be used as an example or description of organisational culture in Indonesia. Academically, there is a startup organisational culture model that complements the current organisational culture paradigm. Organizational culture is the primary theory presented in this research. The research method used in this study is qualitative, and the respondents are four principals of financial technology start-up companies in Indonesia. We use the Analytical Hierirchal Process to analyse data (AHP).

Exploring Fintech Organizational Culture: Are they unique?

The purpose of this study is to discover the nature of organisational culture in startup enterprises involved in finance technology. The study will be useful since it may be used as an example or description of organisational culture in Indonesia. Academically, there is a startup organisational culture model that complements the current organisational culture paradigm. Organizational culture is the primary theory presented in this research. The research method used in this study is qualitative, and the respondents are four principals of financial technology start-up companies in Indonesia. We use the Analytical Hierirchal Process to analyse data (AHP).

An Investigation of Organizational Culture of Higher Education: The Case of Hawassa University

With an emphasis on Hawassa University, the study was set out to examine the organizational cultures of HEIs in Ethiopia in both existing and preferred situations. The study used a mixed methods approach and an explanatory research design. Respondents from the four colleges and institutes of Hawassa University selected using purposive sampling included academic personnel, administrative employees, and students. Out of the 436 surveys issued, 396 respondents, 60 were members of the academic staff, 120 were members of the administrative staff, and 216 were students, completed and returned the questionnaires correctly. The respondents were chosen using a simple random sampling procedure. Additionally, two student councils, three college deans, and two administrative staff directorates were purposely chosen to participate in the interview. Through surveys and interviews, both qualitative and quantitative data were gathered. Both descriptive statistics (percentage and mean) and inferential statistics (ANOVA) were applied to the data in order to analyze it. Even though Hawassa University’s staff and students prefer a clan culture, the study’s findings revealed that hierarchy culture is the institution’s predominant organizational culture. In addition, it is discovered that the hierarchy in the present and the clan in the favored contexts are a little stronger and more prominent than the other cultural types. However, out of the six cultural dimensions, the clan culture type is based on the dominant traits, organizational leadership, strategic emphasis, and success criteria, whereas in the preferred situation, management of employees and organizational glue are perceived as being adhocracy and market culture, respectively. In general, an organization’s culture influences not only the performance of its employees but also the effectiveness of the organization as a whole. Therefore, higher education officials must seek to change the current organizational culture of their institutions in order to serve the requirements and interests of stakeholders and to improve the overall performance of their organizations.

교육청 조직문화 진단 연구: B교육청을 중심으로

The purpose of this study is to diagnose the organizational culture of the B office of education and explore ways to change the organizational culture based on this. The summary of the research results is as follows. First, it is the diagnosis result of the current and future organizational culture in overall terms. Clan and adhocracy culture hoped to strengthen future organizational culture more than current organizational culture, but market and hierarchy organizational culture hoped to weaken future organizational culture more than current organizational culture. Next, it is the diagnosis result of the current and future organizational culture according to the background variable. In most background variables such as affiliated organization, series, position, gender, and age, clan and adhocracy culture hoped to be strengthened in the future, but market and hierarchy culture tended to be weakened or maintained in the future. As a policy task for changing the organizational culture of the office of education, it was suggested to use the educational paradigm change of educational autonomy as a mechanism to improve the organizational culture of the office of education, improving the way of working by improving the efficiency of the work process from the level of the main office of education, which serves as a control tower for policies and tasks.

영국 유아원 현장경험 연구

Objectives The purpose of this study is to find out the current practice and organizational culture of early childhood education in England and to draw up possible implications for Korean early child education through the case of England, where I had experience nursery training. Methods This study was conducted at C. nursery in England for six months from September 2018 to February 2019 to explore how the national curriculum was implemented. Data was collected from the researcher’s journal and observation logs, manager’s teachers’ interviews, questionnaires, photos, and documentary materials. They were categorised and analysed based on the open coding method. Results The result showed that early childhood education in England focused on the following: ‘basic education at the beginning of life to prepare for the key stage’, ‘free play and strict basic life guidance of young children’, ‘interaction between infants through friendly touch’, ‘indoor play space without boundaries, free play that gives off all the energy in the garden’, ‘observation record evaluation based on manual’, ‘teacher qualifications and status divided into grades’, and ‘teacher who wants to grow enen though the work is hard’. Conclusions Although there are cultural differences from Korea, England operates around play within the framework of the national curriculum by unifying early childhood education and childcare, and is generally very similar to Korean daycare centers.