Denison Model Research Articles

Promoting Sustainability in Manufacturing Companies in Coahuila, Mexico: Integrating Sustainable Practices Into Organizational Culture

Objective: The objective is to obtain the validity of the relationships between the four factors of Denison's model: involvement, consistency, adaptability, and mission, and their impact on sustainability. Theoretical Framework: This article explores the competitive role of organizational culture in sustainability in the northern state of Mexico, characterized by manufacturing processes in which waste, energy, and water manifested as significant components of the region and the country. Method: The data were collected with the application of the standardized questionnaire called Denison Organizational Culture Survey and its impact on the sustainability indicators of the Global Reporting Initiative, applying a structural equation model based on SmartPLS 4. 0. Research Implications: The best results obtained in companies where external focus prevails, with stability and flexibility, that is, with an organizational culture where mission and adaptability are pillars. Originality/Value: The conclusions highlight contributions to the academic and business environment, applying a model that makes visible aspects challenging to assimilate in management due to the intangibility of the organizational culture.

Avaliação da cultura organizacional em centros de saúde pública de diferente complexidade no Chile

Abstract The article analyzes the organizational culture in public health institutions in Chile, establishing the relationship between the organizations’ cultures and their level of complexity and coverage using the Denison Organizational Culture Scale. The scale was applied to a sample of 156 workers from four institutions. The results reveal that institutions with low complexity and coverage showed higher cultural levels in all dimensions: involvement, consistency, adaptability and mission; as well as in the perspectives of flexibility/stability and internal/external focus. Alternatively, responses from workers in institutions with high coverage but different complexity did not show significant differences regarding their understanding of the organizational culture. In addition, the findings highlight the relationship between the functional characteristics associated with the complexity of health organizations and their cultural features, evidencing particular differences according to the level of coverage or intensity of demand for the services they provide, as well as perspectives of flexibility and stability according to the Denison model.

Organizational culture and innovation: exploring the “black box”

PurposeThis research aimed to conceptualize organizations as open and purposeful systems to study how organizational culture (OC) influences firms' Innovative Performance (IP). The authors proposed goal setting and internal integration/external adaptation paradox as central to explaining OC's mediating and suppressing effects on IP.Design/methodology/approachThe authors collected data from 372 Costa Rican organizations and analyzed them with structural equations. This research used the Denison Model instead of the usual typology-based approaches.FindingsThe mission had a direct and high impact on IP. The mediated effect via adaptability was also elevated, as well as the suppressor effect through consistency. There was no effect on IP of involvement. According to these results, the Open and Rational Systems Framework emerge as the main theoretical explanatory concepts.Originality/valueDisaggregating the OC through a performance-oriented dimensional model makes it possible to study the dynamics between the elements that compound it and facilitate integrating these findings with other research streams.

АНАЛИЗ КОРПОРАТИВНОЙ КУЛЬТУРЫ ОРГАНИЗАЦИИ НЕЧЕТКО-ЛОГИЧЕСКИМИ МЕТОДАМИ

The aim of this work is to complete the presentation of the methodology for analyzing corporate culture, which was started in previous publications by the authors. Methodology. In the evaluation process, we use an inductive matrix aggregate calculator (IMAC). If we equate the weights of the factors/blocks of the model within one layer of the IMAC holarchy, this technology can be reduced to calculations using the qualitative minimum and qualitative average formulas. Results. Based on the presentation in three articles, a framework for a general theory of organizational corporate culture analysis has been proposed. It is based on: a) the concept of the organization as a holon in relation to the external environment, which represents higher-order holarchies; b) the concept of the organization as a union of substantial actors within different levels of holarchies. Conclusion. A comprehensive analysis of corporate culture can only be conducted from within the organization, ensuring full access to sensitive information. Moreover, according to the Heisenberg principle, the act of measuring such properties of an object can alter its characteristics, so these measurements should be conducted with extreme delicacy and caution. The widely advertised Denison model for analyzing corporate culture requires a radical revision, including the incorporation of super-implicit factors.

Identifying an Organizational Culture Model/Framework for an Effective Approach to Quality Management: a Comprehensive Literature Review

Quality management (QM) is not a new concept, nor is it a collection of processes or practices. Nonetheless, with rapid global changes across industries and markets, effective QM practices are more important than ever. Implementing QM practices in any company or company cannot happen separately from the organizational culture of the company or company. The competitive values framework (CVF), the Denison model, the organizational culture inventory (OCI), and the organizational culture profile are the most popular models and frameworks for addressing organizational culture (OCP). Many researchers find it difficult to decide which model/framework to apply when studying organizational culture. This paper provides a comprehensive literature review on each of these models/frameworks based on Boolean search results. This allows research to compare and contrast each, resulting in a set of recommendations and future directions for researchers in this field

Organizational Culture and Corporate Performance: A Review

The study was to examine the relationship between organizational culture and corporate performance. It examines the way organizational culture influences corporate performance in companies. The study employs four elements of organizational culture mode (a) involvement (b) consistency (c) adaptability, and (d) mission. The establishment and upkeep of a successful organizational culture within the organization depends on the four components of the organizational culture model. The specific objective was to: evaluate the relationship between involvement and corporate performance and to assess the relationship between mission and corporate performance. The Denison model was used to examine the operational metrics for measuring organizational culture and corporate success. The research shows a statistically significant link between business performance and organizational culture. Additionally, engagement, adaptability, consistency, and mission impact the organization's non-financial performance. While training demonstrates the strongest association with organizational culture, involvement is the censorious aspect affecting how organizational culture affects corporate performance. This study concluded that lack of effective organizational culture is a primary cause of poor performance and productivity in the corporate organization. The relevance of an effective organizational culture must therefore be understood by company managers if they are to increase performance and productivity in the corporate setting. It was recommended among others that, there should be training for managers and employees on some principles that are important for effective performance. The conceptual underpinning for the investigation was provided by the Denison organizational culture model. The finding of the study included a well-defined mission that attribute to developing shared understanding between employees and managers and employee-focused leadership that contributed to motivating employees. The well-being of society through self-regulatory corporate social responsibility was one of the core corporate value findings. The finding single out in this study cloud have prospects for economic development in the local economy and may subscribe to social change with strategies business and improve the life standards of employees and the local community.

The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

Abstract The aim of this research is to examine the effect of organisational culture on organisational performance in the context of the hospitality industry in the UK. Organisational culture was studied based on the Denison model. The study was conducted based on a quantitative research method and primary data was collected, with questionnaires, from 440 employees in the hospitality industry. The study reveals that organisational culture significantly affects organisational performance. Moreover, it is found that adaptability and mission are two key elements of organisational culture that significantly affect organisational performance. Furthermore, intrapreneurship fully mediates the relationship between adaptability and organisational performance. In addition, intrapreneurship fully mediates the relationship between mission and organisational performance. Hence, managers working in the hospitality industry are required to give considerable attention to adaptability and mission as two important elements of organisational culture in order to achieve intrapreneurship, and to ultimately improve the performance of an organisation.

The Tendency of Faculty Members to the Organizational Culture based on Denison Model: A Case Study of Kunduz University

The organizational culture is the dominant pattern of beliefs, feelings, and norms that people believe in and, as a guide, follow in their behavior. The main purpose of this study was to investigate the tendency of faculty members to an organizational culture based on Denison's organizational culture model at Kunduz University, which was implemented by descriptive method. The data collection tool was denison's organizational culture questionnaire, the validity of which was determined through content research and surveys of three high-ranking professors, and its reliability was calculated by calculating the Cronbach's Alpha coefficient for organizational culture (0.82), which was reliable. The statistical population of this study includes all professors of Kunduz University who were selected by simple random sampling method with 95% confidence level and 5% error to 102 persons. The data obtained from the questionnaires were analyzed using Excel and IBM SPSS-24 software. The results showed that the degree of dominance of organizational culture in all four dimensions of Denison's model is lower than average p <a = 0.052 = 0.00 = 0.00 = 0.01 <0.05. A as result; the faculty members of Kunduz University have a lower than average tendency towards Denison's organizational culture model, and this has the same effect on the professors of this university due to gender differences.

The Tendency of Faculty Members to the Organizational Culture based on Denison Model: A Case Study of Kunduz University

The organizational culture is the dominant pattern of beliefs, feelings, and norms that people believe in and, as a guide, follow in their behavior. The main purpose of this study was to investigate the tendency of faculty members to an organizational culture based on Denison's organizational culture model at Kunduz University, which was implemented by descriptive method. The data collection tool was denison's organizational culture questionnaire, the validity of which was determined through content research and surveys of three high-ranking professors, and its reliability was calculated by calculating the Cronbach's Alpha coefficient for organizational culture (0.82), which was reliable. The statistical population of this study includes all professors of Kunduz University who were selected by simple random sampling method with 95% confidence level and 5% error to 102 persons. The data obtained from the questionnaires were analyzed using Excel and IBM SPSS-24 software. The results showed that the degree of dominance of organizational culture in all four dimensions of Denison's model is lower than average p <a = 0.052 = 0.00 = 0.00 = 0.01 <0.05. A as result; the faculty members of Kunduz University have a lower than average tendency towards Denison's organizational culture model, and this has the same effect on the professors of this university due to gender differences.

The Impact of Organizational Culture on Educational Sector Workers of Paktika Province of Afghanistan

Organizational culture is a believe system exists among the workers of an organization. Through organizational culture, organizations can be distinguished from each others. It is precious to inform the organization's managers and all workers about the organizational culture. The aim of this study is to find out the presence of organizational culture in educational sector workers of Paktika province of Afghanistan. Daniel Denison's organizational culture model is used in this research. Denison's model has four main aspects (involvement, consistency, adaptability and mission), that an organization must have in order to be an effective organization. In this study, the mixed research method (Quantitative and Qualitative) is used whereas questionnaire and interview tools were used for data collection. The administrative staff of the educational sector of Paktika province (University, Directorate of Education, Directorate of Information and Culture, and Directorate of Olympic), numbering up to 120, has been selected as a statistical population for the research. The results of this research are somehow similar to the previous researches done in Afghanistan. Generally, it is seen that working activities of educational sector staff of Paktika province is influenced by organizational culture. The results of this research show that, based on Denison model of organizational culture, educational sector workers of Paktika province has 65% of effective organizational culture and the mission aspect was potent than other aspects of organizational culture.

Organizational Culture and Corporate Performance in the Ecuadorian Environment

This study examines how organizational culture influences corporate performance in the Ecuadorian service sector. The study employs four organizational culture features and twelve concepts for corporate performance using a self-designed online questionnaire, which were supplied to postgraduate students from academic programs at Universidad de Las Americas (UDLA) in Quito, Ecuador. The respondents were working as managers or employees in small Ecuadorian service firms. The operational items of the questionnaire to measure organizational culture and corporate performance were designed using the Denison model. The findings reveal a statistically positive relationship between organizational culture and firm performance. Moreover, involvement, adaptability, consistency, and mission affect the non-financial performance of the Ecuadorian service sector. Involvement is the critical determinant of the influence of organizational culture on corporate performance, while training shows the strongest association with organizational culture. This study provides a perspective on long-term organizational strategies, vision, and performance. Future research should include the characteristics of the studied firms to increase the effectiveness of the proposed model.

Organizaciona kultura u Srbiji u odnosu na karakteristike organizacije - empirijsko istraživanje

In modern business conditions, organizational culture is recognized as a powerful tool for long-term survival and development of the organization. The purpose of this paper was to research whether and in what way the characteristics of organizations - such as its size, ownership structure, activity, domestic or foreign - influence the organizational culture. Because of continuous and rapid changes and enormous competition, which are features of modern business, the Denison model of organizational culture was chosen because it emphasizes the need for balance between requirements for organizational stability (factors of mission and consistency) and requirements for its adaptability (factors of involvement and adaptability). The survey covered a sample of 1,000 employees and the data was statistically processed using the one-way ANOVA method. The obtained results show the influence of organizational characteristics on its ability to balance the internal and external focus of the organization, its stability, and its ability to change. Likewise, there should be a certain organizational cultural transformation as a response to the paradigm change in wider environment should be a certain organizational cultural transformation as a response to the paradigm change in wider environment.

Organizational Culture and Strategy Execution at Commission for University Education, Kenya

The effectiveness of an organization depends largely on how well the culture aligns with the organizational strategy. Boosting collaboration and fortifying culture prompts productive execution of organizational strategy. However conflict may arise between an organizational culture and the strategy, making the organizational culture a stumbling block to the success of the strategy. This study sought to find out the influence of organizational culture on strategy execution at Commission for University Education. It was guided by the following objectives; to examine the influence of consistency culture on strategy execution at Commission for University Education in Kenya; to determine the influence of mission culture on strategy execution at Commission for University Education in Kenya; to find out the influence of adaptability culture on strategy execution at Commission for University Education in Kenya and to establish the influence of involvement culture on strategy execution at Commission for University Education in Kenya. The study was guided by Denison Model and Resource Based View Theory. Descriptive research design was used in this study. The staff members at Commission for University Education formed the study’s target population. Both stratified and simple random samplings were employed in this study. The study used questionnaires as the main method of collecting data. The questionnaires were structured into closed-ended questions by use of multiple choice and likert questions. Statistical Package for Social Science (SPSS) version 20 was used to enter and analyze quantitative data. Output data was presented in form of tables showing the frequency, percentage and standard deviation. Results indicated that consistency had the highest influence on strategy execution (B=0.684). This was followed by involvement (B=0.476) and mission (B=0.203). Adaptability has the least influence on the dependent variable (B=0.096). The study concludes that consistency has the highest significant influence on strategy execution. The study also concludes that involvement culture is significant in steering towards an organizations strategy execution. The study further establishes that mission culture and adaptability culture play a significant role in influencing strategy execution. The study finally concludes that organizational culture is significant in steering towards an organizations strategy execution. The study recommends that government should emphasize on the need of aligning the company mission with the operations of the organization. Companies should consider involving their employees in decision making for them to feel part of the organization.

The relationship between organizational silence and organizational culture in Yasouj University of Medical Sciences based on Denison model in 2015

When creativity is the only stimulus to survive, sustain and improve the organizations, the leading organizations are trying to develop it further. Organizational silence is a phenomenon which stands against the intellectual participation of employees and their creativity and hinders the progress of the organization towards perfection. Organizational culture is one of the important factors that can change the phenomenon of silence. Identification and analysis of organizational culture and the relationship of each of the cultural dimensions with the phenomenon of organizational silence can help managers and decision makers to be able to manage the phenomenon of silence well and remove it from the organization. Methodology: The research methodology is a descriptive and correlational study that has investigated the studied phenomena as cross-sectional. In this study the two phenomena of organizational silence and organizational culture were studied and the relationship between them was measured. The population was the staff of Yasouj University of Medical Sciences that was estimated about 770 people. That according to Cochran formula (Morgan and Krejcie table), a sample of 260 members of staff and managers of this organization were selected. To gather the data, Denison Organizational Culture questionnaire (2006) and organizational silence questionnaire by Vakola & Bouradas (2005) was used. Results: The four dimensions and twelve indicators of organizational culture of Denison model in Yasouj University of Medical Sciences was moderate and between 50 and 60 percent. Also the organizational silence in Yasouj University of Medical Sciences was moderate. Also organizational silence has a significant positive correlation with all indicators and dimensions of organizational culture (p<0.001). Conclusion: The findings suggest that by improving the indicators of organizational culture the phenomenon of organizational silence can be managed and eliminated. Accordingly with the use of culture management tools it can be expected that the phenomenon of organizational silence can be eliminated in the organization.

Organizational Culture in Serbian Companies According to the Denison Model

Organizational culture is an important research topic of modern management science. The results of research conducted in order to cast light on organizational culture in Serbia are shown in the following paper. Since finding a balance between the demands for consistency of an organization and its required adaptability to change is a major challenge in managing organizations in the contemporary world, the Denison Model was applied to the research. The essence of the model is consisted of four dimensions of organizational culture: mission, consistency, involvement of employees, and ability of an organization to change thus including its need for stability as well as for flexibility. The obtained results specifically point to aspects of organizational culture the advancement of which will improve the efficiency and competitive advantage of enterprises in Serbia, which can serve as useful information to policy creators for making better decisions.

ORGANIZATIONAL CULTURE OF ENTERPRISES IN THUA THIEN HUE PROVINCE WITH DENISON MODEL

Abstract: Nowadays, businesses recognize that organizational culture has played a particularly important role in the organization's success. This study aims to identify the cultural traits of enterprises in Thua Thien Hue province by applying the Denison organizational culture model. The results show that the organizational culture of enterprises in Thua Thien Hue province is an internal focus and in a stable and flexible balance. In addition, “Involvement” is the strongest trait, and “Adaptability” is the weakest trait of Thua Thien Hue’s enterprises. Among the 12 indices of the Denison organizational culture model, the index “Team orientation” has the highest score, while “Creating change” and “Agreement” have the lowest. These are important findings for managers to identify the strengths and weaknesses of the organizational cultural system. They can set priorities for adjustment to improve the organizational culture and enhance the competitiveness of enterprises in Thua Thien Hue province.Keywords: organizational culture, Denison model

Практика применения диагностики корпоративной культуры в целях повышения эффективности функционирования организации

Corporate culture is not only a tool for increasing staff motivation but it also enhances the company’s effectiveness, plays a major role in reaching both tactical and strategic objectives. The study analyzes the corporate culture of Bulochnye F. Volcheka, OOO (Russia), a flourishing chain of bakery and pastry cafes with a primary food processing facility and over 80 shops in St. Petersburg, by means of the Denison Model. The results of the analysis based on this model can be easily interpreted. Data pro-cessing made it possible to develop a list of activi-ties and their implementation areas. These activities are intended to promote and improve the company under review by enhancing the value of employees, fostering cultural behavior and favorable environ-ment, focusing on the successful achievement of desired goals and competitive advantages.

The Organizational Culture of College Libraries of Punjab: A Survey

The study measures the organizational culture of college libraries of Punjab State. The study is based on the Denison's model. The required data for the present study was collected through survey method and used instrument which was developed by Denison (Denison Organizational Culture Survey). 120 respondents were selected for the study and an online survey website ‘survey planet’ was used to collect data from the respondents. An electronic link of survey was sent to all respondents. The response rate of respondents was recorded 58 percent. Data was analyzed with a simple mean and percentage method. The response of the respondents was positive toward asking questions relating to the purpose of the study.

Fenomen misije u srpskim kompanijama

A mission statement is the personification of the organizational identity and serves as the central point for each employee to identify him-/herself with the organization. A well-defined mission ensures the stability of an organization's business as it provides a clear direction for actions and represents an important cohesion factor. Employees' behavior implied by mission is important for the achievement of the end business results; so, it is not surprising that it is considered to be a powerful tool in the management of an organization. This paper is aimed at showing the extent to which employees are familiar with the mission of the company they work for and at pointing out the differences in understanding mission between employees in public and privately-owned companies in Serbia through carrying out an empirical research study. For the purpose of this research, a questionnaire was defined according to the Denison model and distributed indirect contact with the respondents and via the Facebook social network. The collected data were analyzed and interpreted by using descriptive analysis and the independent sample t-test. The results revealed that companies in Serbia still need to work on familiarizing their employees with mission and that there is a significant difference between state and privately-owned companies in that respect.

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.