Different Types Of Organizational Culture Research Articles

Types of organizational culture and sustainability in ecotourism businesses in southern Mexico

PurposeThe purpose of this paper is to contribute to the understanding of the relationship between different types of organizational culture (hierarchical, clan or group, market or rational and adhocratic) and sustainability through three dimensions (economic, environmental and social) in ecotourism businesses in Oaxaca and Chiapas, Mexico.Design/methodology/approachIn this research 80 questionnaires were administered in the form of face-to-face interviews to ecotourism business owners'. Through a discriminant analysis and the theoretical support of the competing values framework (CVF), the prevailing types of culture were identified, and their influence was analysed through a regression analysis.FindingsThe results show that ecotourism businesses which are driven by hierarchical culture tend to have a greater focus on economic sustainability, while those businesses with a market or rational culture show a positive and significant influence on environmental sustainability. Likewise, businesses with adhocratic culture achieve sustainability holistically; however, the data reveal that clan or group culture is not associated with social sustainability.Originality/valueThis study offers empirical research that explains the relationship between organizational culture and sustainability. Additionally, it contributes to the study of environmental management issues in the ecotourism sector.

The Organizational Culture and Organizational Performance of The Construction Industry in Jiangsu

This study aims to explore the impact of organizational culture on the performance of companies in the construction industry. By collecting survey data from 402 construction firms and employing statistical analysis methods, the paper examined the relationship between different types of organizational culture and firm performance. The results indicate significant correlations between four distinct types of organizational culture – clan culture, adhocracy culture, market culture, and hierarchy culture – and firm performance. Clan culture is closely related to teamwork and shared objectives, adhocracy culture is associated with innovation and a spirit of risk taking, market culture emphasizes competition and customer satisfaction, while hierarchy culture focuses on power distribution and organizational structure clarity. Furthermore, factors such as company size, employee age, and educational background were found to influence this relationship. The study also reveals the reciprocal relationship between organizational culture and firm performance. The findings suggest that enhancing firm performance may be achieved by shaping a culture that fits the paper examined needs. Therefore, construction industry enterprises can actively improve and guide their organizational culture by encouraging collaboration, innovation, customer orientation, and clarifying roles and organizational structure, thus enhancing their performance. However, this requires active involvement from leadership teams and strategic planning to ensure the success of cultural transformations. In conclusion, this research offers key insights for construction industry companies striving for excellence in performance. By understanding how different cultural types impact performance, organizational leaders can make better strategic decisions and management practices to maintain a competitive edge in a competitive market environment.

The Impact of Organizational Culture on Financial Performance of the Company

Abstract Organizational culture as a complex phenomenon has been subjected to numerous researches in the economic science and corporate practice, among which the analysis of the influence of organizational culture on financial performance has an important place, with the basic goal of understanding the link, but also potentially developing “the optimal culture" whose adoption would contribute to achieving optimal financial effects of economic entities. The subject of research of this paper is thus the connection between organizational culture and financial performance, while the goal is to understand the relationship as well as the nature of the influence. Therefore, organizational climate and subcultures were also considered as relevant aspects of organizational culture, but also as a basis for understanding the classifications, as well as its general influences on company business. Based on the review of the most important results of a significant number of researches on this topic, it was concluded that there currently isn’t a generally accepted view on the existence of a relationship between different types of organizational cultures and financial performances. Thus this paper was designed as a review of the topic and could be used as a theoretical basis for future research or for the development of alternative approaches in the analysis of causality between the observed phenomena.

Boosting Sustainable Operations with Sustainable Supply Chain Modeling: A Case of Organizational Culture and Normative Commitment.

The importance of sustainability in supply chain management is growing worldwide. It is possible to find reasons for this using various phenomena that negatively affect humanity, e.g., climate change, scarce materials, supply disruptions, and complex fossil fuel dependency. Because of that, is extremely important to constantly look for new ways to systematically increase sustainability in enterprises and their logistics and supply chain processes by considering different stakeholders and influential factors. Therefore, this paper explores how different types of organizational culture and normative commitment impact sustainability and each other in business logistics and supply chains and develops a conceptual model to manage this challenge. Gaining new insights is valuable especially for managers to obtain better information on how to improve sustainability not just by integrating green technologies but mainly by changing culture, attitude, and perception in their enterprises. The research is focused on employees from global logistics or related branches in micro, small, medium, and large enterprises with the primary activity mostly related to manufacturing, transport, and storage. The findings are based on the questionnaire which was sent directly to 1576 employees from 528 enterprises. A total of 516 employees from enterprises that are mostly located in 34 countries responded to requests for participation. The results reveal statistically significant positive and negative impacts, e.g., clan culture has a positive statistically significant impact on the sustainable development of supply chains. Most of the connections to the eighth Sustainable Development Goal by the United Nations (decent work and economic growth) were also found, which was the enterprise’s highest priority with a share of 52.99%. A contribution to the theory development is gained using the developed model that considers both positive and negative statistically significant impacts studied.

The Impact That Different Types of Organizational Cultures Have on the Adjustment of Self-Initiated Expatriates.

This paper investigates the adjustment of self-initiated expatriates, with a particular emphasis on organizational culture. One hundred and twenty-five self-initiated expatriates around the globe participated in the online survey. We examined the impact that organizational culture has on self-initiated expatriate work and non-work-related adjustment using multiple linear regression analysis. Four types of organizational culture (clan, adhocracy, market, and hierarchy) were explored. The results revealed that Clan culture has a positive effect on the work and non-work-related adjustment of self-initiated expatriates.

Exploring the Link Between Strategic Human Resource Management, Organizational Culture, and Corporate Entrepreneurship

Today's dynamic and highly volatile environment underlines the relevance of corporate entrepreneurship in all types of organizations to respond to current and forthcoming forces in a sustainable way. While extant research has identified several factors that impact corporate entrepreneurship, our understanding of how corporate entrepreneurship is impacted by strategic human resource management (SHRM) is underdeveloped. Drawing upon a dataset from 185 HR managers in Eastern Switzerland, Liechtenstein, and Western Austria, this study replicates the study of Wei et al. (2008) and examines the role of organizational culture in the SHRM adoption and implementation process and transfers their research design into the context of corporate entrepreneurship. The results indicate that SHRM impacts the implementation of organizational culture and that different HRM systems affect the implementation of different types of organizational culture.

The effect of perceived organizational culture on employees’ information security compliance

PurposeThis paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.Design/methodology/approachThe survey using the Organizational Culture Assessment Instrument was sent to white-collar workers in Sweden (n = 674), asking about compliance with information security policies. The survey instrument is an operationalization of the Competing Values Framework that distinguishes between four different types of organizational culture: clan, adhocracy, market and bureaucracy.FindingsThe results indicate that organizational cultures with an internal focus are positively related to employees’ information security policy compliance. Differences in organizational culture with regards to control and flexibility seem to have less effect. The analysis shows that a bureaucratic form of organizational culture is most fruitful for fostering employees’ information security policy compliance.Research limitations/implicationsThe results suggest that differences in organizational culture are important for employees’ information security policy compliance. This justifies further investigating the mechanisms linking organizational culture to information security compliance.Practical implicationsPractitioners should be aware that the different organizational cultures do matter for employees’ information security compliance. In businesses and the public sector, the authors see a development toward customer orientation and marketization, i.e. the opposite an internal focus, that may have negative ramifications for the information security of organizations.Originality/valueFew information security policy compliance studies exist on the consequences of different organizational/information cultures.

Relationships among organizational culture, open innovation, innovative ecosystems, and performance of firms: Evidence from an emerging economy context

The exploration and retention of knowledge are key elements for improving innovative performance. Although some studies indicate that organizational culture (OC) is a factor that influences knowledge management in companies, the relationships between different types of OC and the adoption of open innovation (OI) remain unclear, especially in the context of emerging economies such as Brazil. Our study addresses this research gap by investigating the relationships among OC, inbound and outbound OI, innovation ecosystems and innovative performance. With data collected from 169 companies in Brazil, our main results show that adhocracy culture is the type of OC that most influences the adoption of inbound and outbound OI flows, and that hierarchy culture discourages the adoption of OI. Our results also suggest the importance of adopting knowledge management practices that foster creativity and flexibility.

Student alienation and perceived organizational culture: A correlational study

<span>It is generally expected that the students are supposed to gain an engaging and enriching experience throughout their journey of higher education. The educational institutions have to take up the responsibility to ensure that students are engaged meaningfully and are in a state of well-being. However, in the present scenario, students at colleges and universities have started to feel alienated from the campus life. Research shows that alienation levels are rising among the youth. Factors like stress, coping mechanism, restrictive parental behavior, peer pressure, academic performance, and organizational culture have an impact on alienation among the students. This study attempts to understand the relationship between student alienation and organizational culture in an educational institution. The study employed a descriptive correlational design and collected data from 600 under graduate students studying in a university. The study used student alienation scale and organizational culture assessment instrument to collect the survey data. Study revealed that there is a negative correlation between student alienation and organizational culture. There were 30% variation in student alienation is explained by different types of organizational culture. Clan culture reduces student alienation compared to hierarchy culture. The researchers urge for further research to identify ideal organizational cultures that can promote student engagement and student well-being.</span>

Intellectual capital, organizational culture and ambidexterity in Colombian firms

PurposeThis study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.Design/methodology/approachFrom a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).FindingsThe results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.Practical implicationsDirectors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.Originality/valueThis work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.

Investigating the influence of organisational culture on the performance of Small and Medium Enterprises (SMEs)

The study assessed the impact of organizational culture on the performance of Small and Medium Enterprises (SMEs) in Abuja. The questionnaire used was created based on Cameron and Quinn’s Organizational Culture Assessment Instrument (OCAI) in identifying different types of organizational culture. Using a cross-sectional survey research design, the primary data was obtained through administered structured questionnaire to one hundred and twenty-seven (127) SMEs at different sampled locations in Nigeria. Pearson Product Moment Correlation analysis was used to identify the relationship that exists between the variables and the results revealed that organizational culture measured by clan culture, market culture, adhocracy culture and Hierarchy culture variables have significant relationship of r = 0.616, 0.514, 0.604 and 0.784 respectively with performance. The study concludes that organizational culture have significant influence on the performance of Small and Medium Enterprises (SMEs) in Abuja and that Hierarchy culture is found important in promoting innovative performance than the other type of culture. The study recommendation is thus that SME owners should ensure that all new employees receive a formal briefing on the company's traditions, beliefs, vision, and strategies. They should create and print a common set of procedures and policies to promote seamless discharge of duties and responsibilities in such a way that will foster innovative performance in the work place.

Image and Attributes of the Police as an Employer in Poland – Perspective of the Z-Generation

Abstract Recruitment to the Police is a continuous process aimed at supplementing the shortage of human resources, whose number for many years has oscillated around 4 thousand. Taking into account the difficulty of obtaining candidates for service, as well as high competitiveness on the labour market among employers, the aim of the conducted research was to identify the quality of the image of the Police as an employer in Poland from the perspective of generation Z, i.e. the group of potential candidates for service. The analysis also focused on the attributes of Police attractiveness, paying particular attention to attractiveness in the economic, developmental and psychological dimensions. An attempt was also made to indicate a typical image of the Police as an employer by means of subjective associations with the brand. For this purpose, potential associations associated with different types of organizational culture were distinguished, and then subjected to the assessment of respondents. The research using a diagnostic survey was conducted on a sample of 100 people in 2019.

The effect of university organizational culture on organizational silence and faculty–student interaction

Colleges/universities outside the Seoul metropolitan area (hereafter “non-Seoul universities”) are in a crisis of existence due to a decline in the school-aged population in South Korea. Most non-Seoul universities are making efforts to implement self-rescue measures for survival. This study examines the relationships among different types of organizational culture (innovative, collective, rational, and hierarchical), organizational silence (acquiescent, prosocial, and defensive), and faculty–student interaction as perceived by non-Seoul university professors to provide useful implications for effective human resource management plans for the professors, who are responsible for entrance examinations and education at non-Seoul universities in crisis. An online survey was employed to collect data from professors at private community colleges/universities outside the Seoul metropolitan area. Responses from 421 professors were used for data analysis. Results are as follows. First, when professors perceived innovative and collective cultures, their defensive silence decreased while prosocial silence increased. Second, when rational culture was perceived, defensive silence increased while prosocial silence decreased. Third, acquiescent silence increased while prosocial silence decreased when hierarchical culture was perceived. Fourth, faculty–student interaction was enhanced when innovative and collective cultures were prevalent. Finally, prosocial silence had a positive effect on faculty–student interaction. The findings imply that if university managers change policy to encourage professors to perceive the university culture as innovative and collective, prosocial silence, which is positive from the organization’s perspective, will increase, facilitating interactions between professors and students.

Organizational culture in logistics companies and its impact on employee satisfaction

The aim of this research was to analyze organizational culture and the impact of different types of organizational cultures on employee satisfaction in the Slovenian logistics sector. Logistics is a service-oriented sector and therefore the impact of employee satisfaction on the quality of logistics service is even more important than in general. For the purpose of research, we conducted a quantitative survey, which combined the OCAI survey for the determination of organizational culture and the survey of employee satisfaction. The research results showed that organizational culture in Slovenian logistics sector has an impact on employee satisfaction. We can also confirm that type of organizational culture influences the satisfaction of employees. The clan and hierarchical type of organizational culture are dominant in Slovenian logistics sector. Employees prefer the clan culture which, accordingly, also leads to more employee satisfaction. It can be argued that employees in Slovenian logistics sector are the most dissatisfied with the type of market culture.

Linking organizational culture with financial performance

Organizational culture and firm performance are some of the most researched topics in management because of their importance to organizations. Many studies have explored the relationship between organizational culture and firm performance. The aim of the study is to link organizational culture and firm financial performance and this link was explained by conducting a literature review. The paper investigated the linking organizational culture and financial performance and found that there are different types of organizational cultures and all of them affect the performance of organizations.

Types of organizational culture as predictors of corporate social responsibility

Corporate social responsibility has recently become an important part of any organization’s activities. However, organizational culture is undoubtedly crucial and fundamental for the sustainable functioning of organizations. Thus, the purpose of this study was to determine the relationship between organizational culture and corporate social responsibility. Linear regression analysis was used to achieve this goal. Data on four types of organizational culture and the opinions of employees from different enterprises in eight industries were compared using ANOVA variance analysis. Three hypotheses have been put forward that: all types of organizational culture predict the direction of corporate social responsibility “the effectiveness of the organization’s activities in relation to social issues»; all types of organizational culture predict the direction of corporate social responsibility “the organization meets the interests of its agents”; different types of organizational culture dominate in different industries. An empirical study of enterprises in eight industries has shown the relationship between types of organizational culture and corporate social responsibility. Different types of organizational culture dominate in different branches of industry. In addition, certain types of organizational culture are more important for different areas of corporate social responsibility. In the course of the research, the results were obtained, which showed that all the analysed types of organizational culture predict the directions of corporate social responsibility that are responsible for the effectiveness of the organization’s work in relation to social issues and show its effective implementation. The “clan”, “hierarchy”, and “bureaucracy” types of organizational culture provide an opportunity of anticipation of circumstance that the organization respects the interests of its agents. As a result, a model has been developed, that shows their relationship.

Organizational Culture and Entrepreneurial Orientation: Mediating Role of Entrepreneurial Leadership

The purpose of this study was to investigate the mediating role of entrepreneurial leadership between different types of organizational cultures and entrepreneurial orientation. A total of 181 online responses from the small and medium size industries were gathered with the help of chamber of commerce and were analyzed using Partial Least Square (PLS). The result revealed that adhocracy culture and clan culture significantly affected the entrepreneurial orientation only if entrepreneurial leadership style acted as a mediator showing innovative solution development and mentorship were highly dependent on entrepreneurial leadership style. However, the relationship between market culture and entrepreneurial orientation became insignificant with the mediation of entrepreneurial leadership showing lack of external focus towards the market. The role of entrepreneurial leadership style remained significant in hierarchical culture to enhance entrepreneurial orientation suggesting higher internal focus and control. This study will help researchers and practitioners to understand the entrepreneurial leadership style in different organizational perspectives to generate entrepreneurial orientation.

The interrelationships among organizational culture and service quality under different levels of competitive intensity

Purpose This study aims to investigate the interrelationships among organizational culture and service quality by applying the SERVQUAL instrument under different levels of competitive intensity in the shipping industry context. Design/methodology/approach This study used the questionnaire investigation method to evaluate the hypothesized relationships. The authors utilized widely accepted and validated instruments as identified in the literature to measure the constructs under examination. The sample consisted of 684 shipping organizations located in Greece. The factorial structures of the constructs were identified through exploratory and confirmatory factor analyses, while the examined relationships were established through regression analyses. Findings The findings argue in favor of a parsimonious three-dimensional structure of the SERVQUAL instrument in the shipping industry context, illustrate the associations among the different types of organizational culture and the dimensions of service quality and explicate how the former impacts the latter. Moreover, the findings showed that the above-mentioned interrelationships are conditioned by the varying levels of competitive intensity. Originality/value Although much research and writing has occurred on the topics of service quality and organizational culture, relatively less is known about their interrelationships, that is how a company’s culture relates to the service quality offered especially under different levels of competitive intensity. Thus, the current study aims to fill in this gap in the literature and empirically address the need to look at the interrelationships among the theoretical constructs under examination.

Corporate real estate strategies and organizational culture

PurposeThe purpose of this paper is to investigate how strategic corporate real estate (CRE) management varies across different types of organizational culture. Additionally, the authors examine how a set of well-established strategies is categorized by CRE executives and investigate whether there have been any changes in priorities of managers’ rating in importance of these strategies compared to a post-GFC study. Design/methodology/approachA wide-scale survey of CRE managers was undertaken in summer 2016. Two key components of the survey are namely importance scoring of CRE strategies after the framework of Gibler and Lindholm (2012) and organizational culture assessment based on the competing values framework of Cameron and Quinn (2006). Analysis of CRE strategy importance is undertaken based on the average score comparison per each cultural family, and additional features are reported based on the industry sector, firm size and CRE department size. Principal component analysis is used to provide statistical evidence on the grouping of CRE strategies by practitioners. FindingsEmpirical evidence points toward a clear division on the organizational culture dimension that differentiates effectiveness criteria of flexibility and discretion from stability and control. More specifically, clan and adhocracy cultural types prioritize employee-centric CRE strategies, whereas hierarchy and market cultures consider “Reducing real estate cost” as their single most influential strategy. Research limitations/implicationsThe competing values framework has been adapted from the original ipsative scoring process to reflect the fact that only one respondent per firm assesses their organization’s culture. Practical implicationsThe findings of this study are useful to CRE managers striving for maximum strategic fit within their firms as they unveil clear patterns of CRE strategy prioritization among different organizational culture types. Originality/valueTo the authors’ best knowledge, this is the first study that analyzes the inter-relationships among CRE strategies and organizational culture variations. Additionally, the paper provides a categorization of CRE strategies through statistical methods that follow a clear pattern based on the scope of each strategy.

The effect of organizational culture on deviant behaviors in the workplace

This study investigated the impact of organizational culture (OC) on deviant behaviors in the workplace (workplace deviant behaviors: WDB). We tested the hypothesis that different types of OC (according to the Competing Values Framework model) had an impact on WDB, in addition to the effect of Big Five personality traits. Survey research was undertaken with 954 employees of 30 enterprises in the public and private field, using a hierarchical model approach (HLM) to test the effects of four types of OC (Clan; Adhocracy; Market, Hierarchy) on WDB, over and above the effect of Five Personality traits. The HLM results partially supported our hypotheses, showing that the OC had a significant effect on WDB, with the adhocracy and clan cultures characterized by lower levels of WDB. Managerial implications about the importance of managing the OC are discussed.