Denison Organizational Culture Survey Research Articles

Implementing Customer Relationship Management (CRM) in hotel industry from organizational culture perspective

Purpose The purpose of this research is to empirically investigate the impact of organizational culture on implementing customer relationship management (CRM) in the hotel industry. Design/methodology/approach The research is conducted with a quantitative approach and a questionnaire adapted from Denison Organizational Culture Survey, and the Mendoza CRM model is the research instrument. The questionnaire was administered among 346 managers of a chain hotel in the UK. Gathered data were subjected to correlation and multiple regression analyses. Findings The correlation analysis demonstrates that organizational culture factors of adaptability, consistency, staff involvement and mission have a positive significant impact on CRM implementations. The multiple regression analysis further showed that though CRM implementation is highly correlated with these four factors, its successful implementation is not dependent on all of them. Research limitations/implications The research is conducted in the frame of a case study where a UK chain hotel is selected; therefore, the findings cannot be generalized to a larger population. This research is conducted in the context of hotel industry and the result might be different for other industries. Due to the limitation in access to all employees, only managers were selected as the sample of the study and future studies with all staff may show different results. Practical implications Organizational culture readiness is one of the most important requirements in CRM implementation initiatives. The results of this study will benefit hotel managers in measuring their organizational culture and improve it toward better CRM outcomes. Originality/value Previous studies on organizational culture and CRM with qualitative approaches have tried to highlight the role of organizational culture on CRM implementation or some have attempted to identify the organizational culture factors with potential impact on CRM implementations. However, very few of these studies have empirically investigated the impacts of organizational culture on CRM implementation, and this is the first study that empirically investigates this impact in the context of the hotel industry.

Avaliação da cultura organizacional: adaptação e validação da versão portuguesa do Denison Organizational Culture Survey

Avaliação da cultura organizacional: adaptação e validação da versão portuguesa do Denison Organizational Culture Survey

THE IMPORTANCE OF COMPANY CULTURE IN A MERGED COMPANY

ABSTRACT The concept of company culture has gained added weight among scholars and managers during the last few decades. A myriad of theories have emerged about company culture, and the concept has taken center stage in the discussion on how organizations succeed. The aim of this study is to shed light on the culture of a company resulting from the merger of three established companies. Emphasis was placed on elucidating the strengths and weaknesses of its company culture, as well as to examine its employees attitudes and experiences of the merger. Company culture is one of the most difficult factors in the merger of organizations. The main challenges involve dealing with the differing ideologies, procedures, histories, customs, and traditions defining organizations, as these can be highly diverse. This quantitative study is based on the Denison Organizational Culture Survey and involves four cultural traits: Mission, involvement, consistency, and adaptability. The main conclusions are that company culture following a merger is defined by the level of cohesiveness and trust among employees, as well as by the level of agreement on important issues. The main strengths are to be found in the company's external envionment, where its policy is clear, and the emphasis is on customers and the business environment. The main weaknesses of company culture are to be found in the company's internal environment, where coordination between departments is lacking, as is consensus among employees as to company values. Keywords Corporate culture, Denison Organizational Culture Survey, merger.

The Impact of Participative and Directive Leadership on Organisational Culture: An Organisational Development Perspective

Leadership is critical for the success of any organisation developing a sustainable and competitive culture. Organizational culture mediates the association between leadership styles and organizational performance. The purpose of the present study was to assess the impact of participative and directive leadership on organisational culture from an organisational development perspective. The data was collected from a sample of 246 administrative departmental employees at Fort Hare University using a self-designed biographical and occupational questionnaire. To measure participative leadership, a six-item 5-point rating scale adopted from Arnold et al. (2000) was also employed. To measure directive leadership, a seven-item bi-polar rating scale adopted from Litwin and Stringer (1968) was also employed. And to measure organisational culture, a four-item 5-point rating scale adopted from the Denison Organizational Culture Survey (Denison & Neale, 1996) was also used. Data analysis was done using various statistical techniques, including descriptive statistics, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results showed that participative and directive leadership have positive and significant impact on organisational culture. However, directive leadership has negative and insignificant impact on adaptability. The results also indicated that participative and directive leadership combined have no additive impact on organisational culture. However, participative leadership had a stronger effect on organisational culture than when was combined with directive leadership. The present study therefore, recommends managers to use participative leadership in their efforts to adapt their organisational cultures to achieve a sustained competitive culture. However, directive leadership may be used in certain organisational contingencies that demand it. DOI: 10.5901/mjss.2014.v5n23p1970

The Relationship of Organizational Culture and Entrepreneurship with Effectiveness in Sport Organizations

One of the most important factors affecting organizational effectiveness is organizational culture and entrepreneurship. The aim of the present study was to determine the relationship of organizational culture and corporate entrepreneurship with effectiveness in offices of sport and youth in Golestan Province. Research method was correlation and the statistical population included all directors and experts of general directorates of sport and youth in Golestan province (N=280). 164 persons were randomly selected as the sample. The required data were collected by using Denison Organizational Culture Survey (DCOS), author-made Corporate Entrepreneurship Questionnaire, and Effectiveness Inventory (Heydari Nejad and Saberi, 2010). The results showed that there is a positive and significant relationship between organizational culture and effectiveness (r=0.457) and also between corporate entrepreneurship and effectiveness (r=0.795). The results also indicated that organizational culture and corporate entrepreneurship are good predictors of organizational effectiveness. Generally, in sport organizations, because of the nature of sport and physical activities, effectiveness would be ideal when teamwork culture, support for initiative and creativity, and flexible structure encourage employees to innovate.

College Culture and Student Satisfaction

This study examines the relationship between college culture and student satisfaction. It also examines the order of strength of relationship of college culture dimensions as perceived by students with student satisfaction. The study was conducted among 251 BBA students of various colleges located within Kathmandu and Lalitpur districts of Nepal using Denison Organizational Culture Survey Model. We measured student satisfaction using the questionnaire adopted from Hartman and Schmidt (1995) and Silva and Fernandes (2012). Our results indicated that college culture dimensions – involvement, adaptability, and consistency – related significantly to student satisfaction and the strength of relationship followed the order: involvement, adaptability and consistency. DOI: http://dx.doi.org/10.3126/jer.v4i1.10728 ournal of Education and Research, March 2014, Vol. 4, No. 1, pp. 77-92

College Culture and Student Satisfaction

This study examines the relationship between college culture and student satisfaction. It also examines the order of strength of relationship of college culture dimensions as perceived by students with student satisfaction. The study was conducted among 251 BBA students of various colleges located within Kathmandu and Lalitpur districts of Nepal using Denison Organizational Culture Survey Model. We measured student satisfaction using the questionnaire adopted from Hartman and Schmidt (1995) and Silva and Fernandes (2012). Our results indicated that college culture dimensions – involvement, adaptability, and consistency – related significantly to student satisfaction and the strength of relationship followed the order: involvement, adaptability and consistency.DOI: http://dx.doi.org/10.3126/jer.v4i1.10728ournal of Education and Research, March 2014, Vol. 4, No. 1, pp. 77-92

Spanish adaptation of the internal functioning of the Work Teams Scale (QFI-22).

The aim of this article is to develop the Spanish adaptation of the internal functioning of Work Teams Scale (QFI-22). The scale was adapted from the French version, and was applied to a sample of 1,055 employees working for firms operating in Spain. The article analyses the internal structure (exploratory and confirmatory factor analysis) and internal consistency, and provides convergent validity evidence of the scale. The QFI-22 scale shows the same internal structure as the original. Factor analysis confirmed the existence of two factors: interpersonal support and team work management, with good internal consistency coefficients (α1 = .93, α2 = .92). Regarding validity evidence, the QFI-22 scale has significant correlations with other correlates and alternative scales used for comparison purposes. The two factors correlated positively with team vision, participation safety, task orientation and support for innovation (Team Climate Inventory, TCI scale), with progressive culture (Organisational Culture, X-Y scale), and with creating change, customer focus and organisational learning (Denison Organizational Culture Survey, DOCS scale). In contrast, the two factors correlated negatively with traditional culture (X-Y scale). The QFI-22 scale is a useful instrument for assessing the internal functioning of work teams.

The Relationship between Organizational Culture and Product Innovativeness

SMEs are a key source of innovation in many developed and developing countries including Malaysia. However, innovation activities among SMEs in Malaysia are still not encouraging. Recent studies indicated a range of structural, external and internal determinants of innovation among SMEs. Among these determinants, organizational culture is claimed to have a more significant influence. However, there are only a few studies examining the relationship between organizational culture and product innovation among SMEs in Malaysia. This study is aimed to bridge the gap by examining the relationship between organizational culture and product innovation among SMEs in the Southern Region of Malaysia. Thirty-six small businesses participated in this research by responding to an established instrument of Denison's Organizational Culture Survey (OCS) and self-developed product innovativeness items. The results showed that three out of four dimensions of organizational culture (Mission, Consistency, Involvement) have significant relationship with product innovativeness. This finding substantiates the importance of establishing competitive organizational culture among SMEs by focusing on these dimensions. Thus, leadership development programmes for entrepreneurs need to incorporate culture building competencies to ensure SMEs sustainability.

The impact of leadership styles on organizational culture in Mapsa company

Article history: Received March 2 2014 Accepted 29 July 2014 Available online July 29 2014 This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM) showed that Transformational and Transactional leadership styles could positively influence on organizational culture. Laissez-fair leadership has a negative effect on organizational culture. In conclusion, transformational leadership style was recommended to balance all four traits of Denison’s organizational culture. © 2014 Growing Science Ltd. All rights reserved.

Integrating Management Competencies Development with an Organizational Culture Formation

Abstract The paper presents the first results of the IGA/2012/7 project “Versatility of Organizational Management and its Reflection in the Area of Organizational Culture“. The paper tries to answer in particular a question if there exist and what are the relations between a process of management competencies development and process of organizational culture creation and change. The research is based upon two methods: (1) Leadership Versatility Index® (LVI ®) and Denison Organizational Culture Survey (DOCS). The research data are presented in a form of two cases. Qualitative analysis of these data has led to two preliminary conclusions: (1) Some of the research expectations concerning an existence of the relations between organization´s management versatility and organizational culture might be confirmed in a future; (2) DOCS data can bring a new light on the LVI ® results and on the process of management competencies development. They help managers to understand that a change and development of their management competencies is not their personal business but a need with important strategic consequences for the whole organization. Reliable answers to all research questions and hypothesises are conditioned by a statistical analysis of the data collected in more organizations, however.

Knowledge Management and Organizational Culture: An Exploratory Study

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys

This review traces the development of survey research methods within the organizational culture tradition and focuses specifically on those instruments that measure the aspects of culture that are related to organizational effectiveness. Our review suggests that the reliability and validity of most instruments in this category is quite limited. This review outlines the recommended logic for the development and validation of culture effectiveness surveys and identifies three key challenges for future culture researchers to address: (1) the confirmatory testing of nested models, (2) the guidelines for aggregating data to the organizational level, and (3) the establishing of criterion-related validity. Using data from the Denison Organizational Culture Survey, we present an empirical illustration of the three challenges identified above and conclude by considering limitations and opportunities for future research.

Do consistent corporate cultures have better business performance? Exploring the interaction effects

Past research has shown a close connection between organizational culture and effectiveness, but nearly all of this research has examined the direct effects of culture on performance outcomes. In contrast, this article examines the idea that the effects of cultural consistency on organizational performance may differ depending on the levels of other culture traits. Data from 88,879 individuals in 137 public companies using the Denison Organizational Culture Survey were paired with three objective measures of organizational performance and used to examine the interaction effects of consistency with mission, adaptability, and involvement. Consistency shows a significant positive interaction with all three traits in predicting market-to-book ratios and sales growth. Firms that are both consistent and adaptable, for example, are high performers. In contrast, the results show a significant negative interaction when predicting return on assets. The implications of these results are discussed with respect to future culture and effectiveness research.

English

This study examines the effects of leadership styles and organizational culture on organizational effectiveness in Iranian sport organizations. 341 sport experts in the Physical Education Organization of the Islamic Republic of Iran and various sport Federations voluntarily filled out the Denison organizational culture survey (DOCS), multifactor leadership and organizational effectiveness questionnaires. Results of structural equation modeling (SEM) showed that transformational leadership has a significant positive influence on the effectiveness and organizational culture. Transactional leadership had a direct significant negative influence on organizational effectiveness and indirectly had a significant positive influence through organizational culture. In conclusion, the results showed that the proposed model has a good fit with this research data.    Key words: Leadership style, organizational culture, effectiveness, sport organizations.

Linking organizational culture and customer satisfaction: Results from two companies in different industries

This article presents a test of the relationship between organizational culture and customer satisfaction using business-unit data from two different companies. The first study examines 32 regional markets of a residential home-building company and the second study examines 148 automobile dealerships. The Denison Organizational Culture Survey (DOCS) is used to measure organizational culture, while customer satisfaction data were collected from customers themselves by independent third parties. With a few exceptions, the culture measures related significantly to customer satisfaction, explaining 28% of the variance for the home-building markets and 11 – 28% of the variance for the auto dealerships.

Organisational culture and financial performance in a South African investment bank

The relationship between the organisational culture and financial performance of a South African investment bank was explored in this study. The Denison Organizational Culture Survey was used to measure the organizational culture and was administered to a sample of 327 employees. Income statement ratio analyses were used to assess the financial performance. The validity and reliability of the Denison Organizational Culture Survey was examined in a South African context for the first time. High correlations between the cultural traits suggested that the items were measuring a single trait rather than four distinguishable traits. Correlations above the 0.50 level between some subscales (team orientation, agreement, customer focus, core values and vision) and certain financial ratios were obtained. However, the results were regarded as tentative, because statistical significance was not reached for most of the correlations. The cultural trait consistency was significantly correlated with two of the four profitability ratios.

Culture in Family-Owned Enterprises: Recognizing and Leveraging Unique Strengths

Through years of consulting experience and culture research, a fuller picture of family firms began to emerge. It became increasingly clear that family business sustainability and accomplishment were rooted in something deeper, something beyond superficial explanation. Belief in the innate value and uniqueness of family business culture drove collaboration on this project between the disciplines of family business and organizational behavior. The goal was to critically examine family business culture and performance relative to nonfamily firms. The Denison Organizational Culture Survey, a cultural assessment tool that has linked corporate culture to financial performance, was administered to a sample of 20 family businesses and 389 nonfamily businesses, allowing us to compare their cultures. The results showed that the corporate cultures of family enterprises were more positive than the culture of firms without a family affiliation. Family enterprises scored higher on all 12 dimensions of the assessment tool. Despite the small sample, several of these differences were statistically significant. This suggests that family firms perform better because of who they are. In addition, recent research that shows they also perform better because of what they do strategically. Their histories and shared identities provide a connectedness to time-tested core values and standards of behavior that lead to bottom-line success.