Dimensions Of Organizational Culture Research Articles

Developing a quality assessment model (QAM) using logical prediction: Binary validation

This study focuses on evaluating the quality of competency transfer through various assessment methods and results, considering diverse stakeholder perspectives. The research aims to introduce an innovative approach for validating assessment outcomes, leveraging predicted sub-measurements, and transforming Boolean parameters' symbols into a binary coding system. This transformation simplifies the validation process by employing logical equations. The study's sample involves the adaptation of a competency transfer model, which combines internal parameters with the novel logical assessment method. The research findings indicate that the binary 2x system effectively simplifies quantitative and qualitative data representation within the validation process. This system facilitates the early detection of potentially ambiguous results, enabling the creation of validation procedures grounded in organizational cultural dimensions, outcomes, reports, and assessments. The proposed Quality Assessment Model (QAM) serves as a powerful tool for prediction, enhancing the quality of both quantitative and qualitative data outcomes. This approach generates distinct values, precise predictive measurements, and valuable result quality suitable for informed decision-making in various contexts. Ultimately, the study contributes to the advancement of assessment methodologies, enabling stakeholders to make more accurate and reliable judgments based on the quality of competency transfer.

The loyalty imperative: Understanding the link between organizational culture and employee commitment

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.

Organizational Culture, Adaptation, and Performance

Prior research emphasizes how organizational culture can hinder organizational adaptation. In this study, we investigate how organizational culture can help promote organizational adaptation to environmental changes, using a formal model from cultural evolution theory. In the model, organizational members face a trade-off between innovating versus following tradition (because environmental changes are uncertain). Members can also decide to help others who are following the tradition, thereby improving its diffusion. Organizational leaders shape the culture of their organization, which influences members’ decisions to choose innovation or tradition or to help others following tradition. Culture comprises two dimensions: beliefs and prosocial values. We find that increasing the accuracy of beliefs leads to improvements in both innovation and following tradition, thereby mitigating the trade-off between them and boosting adaptation and performance. On prosocial values, we find that increasing their intensity reduces the cost of following tradition but at the expense of reduced adaptation, resulting in an inverted-U relationship between intensity of prosocial values and performance. Overall, we show how leaders can fine-tune the dimensions of organizational culture to foster improvements in adaptation and performance. The formal model we introduce is novel to the literature and offers a way of studying adaptation to a changing environment and to incorporate social learning into models of adaptation under bounded rationality. Funding: J. Poblete was supported by Instituto Sistemas Complejos de Ingenieria [Grant ANID PIA/PUENTE AFB230002]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16791 .

The Moderating Effect of Big Data Analytics Capabilities on the Relationship Between Organizational Culture and Administrative Effectiveness at Higher Education Institution in Sichuan

In the rapidly evolving landscape of higher education, the role of organizational culture and administrative effectiveness has garnered significant attention. This study aims to investigate the moderating effect of big data analytics capabilities on the relationship between organizational culture and administrative effectiveness in higher education institutions in Sichuan, China. The study will employ a mixed-methods approach, combining quantitative analysis through surveys and qualitative insights through interviews. The sample will consist of faculty members, administrative staff, and management personnel from various higher education institutions across Sichuan province. The theoretical framework will draw upon literature on organizational culture, administrative effectiveness, and big data analytics capabilities. Organizational culture dimensions such as innovation, adaptability, collaboration, and leadership will be evaluated using established scales. Administrative effectiveness will be assessed based on factors such as efficiency, responsiveness, transparency, and stakeholder satisfaction. The research will explore how the organizational culture of higher education institutions in Sichuan influences administrative effectiveness. Additionally, it will investigate the role of big data analytics capabilities in moderating this relationship. Specifically, it will examine how institutions with varying levels of big data analytics capabilities leverage data-driven insights to enhance administrative practices and overall effectiveness. Findings from this study are expected to provide valuable insights for higher education institutions in Sichuan, enabling them to cultivate a conducive organizational culture and leverage big data analytics capabilities to improve administrative effectiveness. The results will also contribute to the broader literature on organizational culture, administrative effectiveness, and the role of technology in shaping organizational outcomes.

Efek Moderasi Manajemen Perubahan Dalam Pengaruh Kepemimpinan Transformasional Terhadap Budaya Organisasi

Background - Educational institutions, such as schools and universities, have a strategic role in shaping the character, intellectual abilities and skills of students to face future challenges. However, educational institutions also have to face complex challenges, such as social, technological and environmental changes that continue to develop. Therefore, educational institutions need to have an adaptive and innovative organizational culture. In this article, we will discuss the concept of organizational culture and its important role in creating a conducive work environment, as well as the factors that influence organizational culture in educational institutions. Aim - The purpose of this study was to examine the influence of transformational leadership on the dimensions of Dennison's organizational culture, namely work relations, employee involvement and satisfaction and change management as moderating variables and carried out at the Bina Insan Bangkalan Foundation as a research object. Desaign/ methodology/ approach - This research was conducted using a quantitative approach, which is a study that aims to test theory and examine causal relationships on research objects at the Bina Insan Foundation Educational Institution, so that it can produce a general conclusion. Research using a quantitative approach emphasizes data consisting of numbers, and can be analyzed. using statistical procedures with the SMART PLS data processing application system. Results and Discussion - Transformative leadership is still considered to be one of the most important things for the continuity of good performance and organizational culture at the Bina Insan Bangkalan Foundation. this is shown based on research results, how leadership influences significantly and positively towards the creation of a good Organizational Culture dimension, which includes employee involvement, employee satisfaction, and work relations. a leader who is considered good and able to accommodate the existing system at the Bina Insan Bangkalan Foundation is still the main axis for carrying out all existing activities. In addition, it is also based on research results that change which is a control variable actually weakens the relationship between transformational leadership and organizational culture that has been built. This means that for the current period, the Bina Insan Foundation still has not accepted any structured changes. Conclussion - The results showed that transformational leadership had a positive and significant effect on the Denison dimensions of Organizational Culture (change management, employee satisfaction, and involvement. However, change management weakened the relationship between transformational leadership variables on the Denison dimensions of organizational culture at the Bina Insan Bangkalan Foundation. Research Implication – This research can provide an overview of the independent variables from the Denison dimensions of organizational culture, one of which is transformational leadership and change management.

Navigating Work-Life Harmony: The Effects of Corporate Culture on Mental Health

In today's settings, finding work-life balance has become more crucial than ever, and this has significant effects on the mental health of employees. In order to clarify the critical role that work settings play in influencing people's mental health outcomes, this study explores the complex relationship between corporate culture and mental health.Through a comprehensive review of existing literature, it becomes evident that corporate culture significantly influences employee attitudes, behaviors, and mental health (Cameron & Quinn, 2011; Schneider et al., 2017). This research examines the dimensions of organizational culture, encompassing its norms, values, leadership styles, and policies, to discern their impact on WLB and mental health. Empirical evidence consistently underscores the association between a supportive corporate culture and positive mental health outcomes (Schein, 2010; Hofstede, 2011). Conversely, toxic cultures characterized by high stress, excessive workload, and lack of support mechanisms have been linked to increased stress, burnout, and deteriorating mental health among employees (Maslach et al., 2001; Leiter &Maslach, 2009).This study aims to identify critical factors within organizational frameworks that either foster or hinder WLB and subsequently effect mental health. By examining successful case studies and interventions promoting mental wellness within corporate cultures (Ryan & Deci, 2017; Spreitzer et al., 2012), it seeks to provide actionable insights for leaders and policymakers to cultivate environments conducive to WLB and bolster employee mental health. The findings of this research will contribute to a deeper understanding of the nexus between corporate culture, WLB, and mental health, offering valuable implications for fostering supportive cultures that prioritize employee health and productivity..

An Investigation of the Factors That Influence Information Security Culture in Government Organizations in Bhutan

ABSTRACT Organizations make large investments to secure data and networks, but information security breaches as a result of insiders continue to rise. One possible contributor to this is poor information security culture. This study investigated the key factors that contribute to effective information security culture in government organizations in Bhutan and how information security culture influences employee security behavior. A research model was developed for the study based on an analysis of the information security literature. Data was collected using an online survey of 181 government employees. Senior management support, information security policy, training and awareness campaigns, interpersonal trust, and job- versus employee-oriented organizational culture were all found to influence information security culture, and information security culture contributed to information security behavior. The study extends understanding of the roles of trust and different dimensions of organizational culture in improving information security culture and behavior. The findings should help government policy makers and information security practitioners when developing information security strategies and programs.

Presenting a Model for Developing Employee Commitment in Iranian Government Organizations

Objective: Employee commitment [participation and role performance] typically encompasses mechanisms or methods that allow employees and their representatives to intervene in organizational decision-making within the company and to implement joint decisions regarding company management, thereby supporting the employees' viewpoint. Intervention and participation can be either direct or indirect. Methodology: The current research aimed to present a model for developing employee commitment in Iranian government organizations. This study is of mixed-methods research type (qualitative and quantitative). In the qualitative phase, the Delphi method and research literature were used to identify concepts, dimensions, and components. In the quantitative phase, the model presented in the qualitative part was tested using a questionnaire tool and the Structural Equation Modeling (SEM) method with a Partial Least Squares (PLS) approach. The statistical population in the qualitative phase for Delphi analysis included managers and heads (10 individuals) and academic professors (10 individuals), all of whom were selected as the sample population. The statistical population in the quantitative phase comprised all employees of government organizations under the Deputy for Human Resource Development of the Presidency, with the Agricultural Bank considered as one of the government organizations and banks for the quantitative section's population. A multi-stage random sampling method was used to select an appropriate research sample. The population size was 16,130 individuals, with a sample size of 376 based on Morgan's table. Findings: According to Delphi results, a total of 39 components were ultimately approved, and the quantitative phase questionnaire was designed based on 42 components. Considering the quantitative section's results, the dimensions of selection and employment, employee communications, empowerment, performance management, and compensation management had impact coefficients of 0.852, 0.798, 0.778, 0.88, and 0.773, respectively, in relation to processes. Furthermore, the dimensions of organizational culture, organizational structure, the country's ICT infrastructure, strategy and organizational goals, and the level of acceptance and development of EHRM had impact coefficients of 0.683, 0.796, 0.831, 0.923, and 0.822, respectively. The impact coefficients for processes and infrastructures were 0.954 and 0.895, respectively, in relation to the development of employee commitment. Conclusion: Therefore, it can be concluded that the research model has a high capability in measuring the main variables of the research. Given the standard nature of the model, the software findings are reliable.

How to Foster Project Citizenship Behavior in Construction Industry: Organizational Culture Matters

Seller's project citizenship behavior has recently received much attention due to its role in promoting project success and improving the performance of both the overall project and of each stakeholder. However, previous studies have paid insufficient attention to how organizational culture affects a seller's project citizenship behavior, especially in the context of interorganizational conflicts. Therefore, this study explores the influence mechanism of three dimensions of seller's organizational culture with spillover effects (social responsibility, customer orientation, and innovation) on employees’ project citizenship behavior, and investigates the moderating role of interorganizational conflict (task conflict, relationship conflict, and conflict profiles) in the relationship between organizational culture and project citizenship behavior. Based on 248 surveys gathered from the Chinese construction industry, the empirical results show that the social responsibility and customer orientation of a seller's organizational culture have a significant positive impact on the project citizenship behavior of its employees. Meanwhile, interorganizational task conflict negatively moderates the relationship between customer orientation and project citizenship behavior, while relationship conflict positively moderates it. Moreover, the conflict state profile with low task conflict and high relationship conflict is most conducive to enhancing the positive impact of customer orientation on project citizenship behavior. This article reveals the impact of the spillover effect of a seller's organizational culture on its employees’ project citizenship behavior, contributes to organizational culture theory in terms of its spillover effect and the impact on promoting the development of project citizenship behavior, and provides practical guidance for construction practitioners.

Investigating Cultural and Structural Influences on Optimizing Engineer-to-Order Project Delivery and Sustainability

Several culture theories, which explain the formation, embedment, and propagation of organizational culture, suggest that certain organizational culture practices of an executing organization may enable sustainable outcomes in project manufacturing. However, practices that support sustainability may not support project delivery, and vice versa. We explore the effects of organizational culture practices and structural complexity on the ability of manufacturing projects to optimize both sustainability and project delivery. We use data envelopment analysis to calculate a sustainability-delivery quotient—a measure of each organization's ability to optimize both sustainability and project delivery outcomes—for 186 projects conducted in the U.K. By conducting generalized linear modeling and censored regression of the sustainability-delivery quotient, we estimate the effects of the GLOBE organizational culture dimensions, principal components of culture dimensions, and project structural complexity indicators. Results indicate a noteworthy gap between the delivery of projects and their sustainability performance, which is worse. Both institutional and in-group collectivism may support the optimization of each. However, neither the principal components of culture dimensions nor structural complexity indicators are likely to be significant. We discuss the managerial implications.

A Study of Exploring the Instruments to Analyze Organizational Culture in Indian Higher Education Institutions

A positive and inclusive work environment can encourage commitment, satisfaction, loyalty, enthusiasm, and productivity among employees. By examining any organization’s culture, the proper training can be provided to keep the workplace healthy and also help address various issues within the organization. Various dimensions have been identified and used by academics, practitioners, and researchers alike, but there needs to be more consensus about how culture should be analyzed. Many instruments based on these dimensions of organizational culture have been identified while reviewing the literature. To speed up the identification process, only those tools researchers have widely utilized to study organizational culture have been included in this study. Therefore, this study found the three instruments OCAI, competing value framework by Camerons and Quinns, Organisational Culture Survey (DOCS) by Denison, and OCTAPACE by Udai Pareek, which the researcher widely uses for analyzing organizational culture. The primary goal of this study is to identify the instruments used to study organizational Culture in Higher Education Institutions by looking at the existing literature.

Relationship Between Coaching Leadership Style and Follower’s Job Performance: Role of Involvement and Consistency as Moderator

The purpose of this study is to explore the relationship between coaching leadership style and followers’ job performance with organizational culture dimensions involvement and consistency as a moderator. The study is based on the combination of work by Daniel Goleman’s theory of emotional intelligence by incorporating its coaching leadership style, the work performance framework by Campbell, and the model of organizational culture by Denison and Mishra. The study follows positivism, explanatory, and quantitative approaches. Data have been collected through questionnaires from 187 respondents. SPSS 20 is been used for Data tabulation and regression analysis and Process 3 is been used for moderation. Results reveal the positive relationship of coaching leadership with task and contextual performances and the negative relationship with counterproductive work behaviors in employees. Moreover, moderation of organizational culture has also been identified in the relationship between coaching leadership with task performance and counterproductive work behaviors. The study further uncovers the moderating role of the dimensions of organizational culture like innovation and consistency on the relationship between coaching leadership and dimensions of job performance. This study will be helpful for managers or decision-makers to realize the importance of coaching leadership in the workplace including the Pharmaceutical sales force.

Pandemi Koşulları Sonrasında İş Sağlığı ve Güvenliği Kültürü

Practices regarding occupational health and safety in organizations do not go beyond a legal obligation, and the perspective regarding its adoption as a corporate culture is inadequate. The COVID-19 pandemic has taken on a role that can directly affect business applications and individual safety and risk prevention workplace practices. Ongoing awareness of precautions related to individual risk perception after the pandemic can also affect the emergence of an occupational health and safety culture against risks in organizations. The aim of this study is to examine how riskpreventive practices implemented by corporate management and individuals themselves in organizations under pandemic conditions will affect the occupational health and safety culture in the future. The scope of the study is to examine this relationship in organizations in the service sector, where face-to-face communication is particularly limited and is expected to be more affected than the production sector in the pandemic term. The quantitative research method was preferred in the study, which was conducted with a sample of 245 individuals determined by the convenience sampling method. Correlation and multiple linear regression were applied to diagnose the proposed relationships among variables after examining the data collected through scales and achieving reliability and validity tests through descriptive statistical analysis. According to the research findings, the policy dimension of culture and the strategy-oriented workplace safety and employee health dimension of culture are affected by workplace safety management practices during the pandemic period. The research has originality in terms of revealing which dimensions of the occupational health and safety culture were affected by the pandemic period and workplace safety management practices after the pandemic for service-sector enterprises in Turkey. Adopting occupational health and safety practices as a dimension of organizational culture beyond a legal obligation will ensure that occupational health and safety systems are designed and implemented effectively.

ASSESSING STAFF PERCEPTIONS OF WORKPLACE SAFETY IN NURSING HOMES: ITEM SET DEVELOPMENT AND TESTING

Abstract Workplace safety is important for advancing resident safety and eliminating harm to both nursing home staff and residents. The goal of this study was to develop and test survey items to assess how the organizational culture in nursing homes supports workplace safety for staff. After conducting a literature review and background interviews with nursing home staff and workplace safety experts, we identified important areas of workplace safety culture (i.e., workplace hazards; moving/transferring/lifting residents; inappropriate resident behavior toward staff; interactions among staff; supervisor/management support for workplace safety; workplace safety reporting; and, work stress/burnout) and drafted survey items to assess each area. These draft items were administered with the AHRQ Surveys on Patient Safety Culture (SOPS) Nursing Home Survey to staff in 48 U.S. nursing homes. We conducted psychometric analysis on data from 2,468 respondents. Confirmatory factor analysis results and internal consistency and site-level reliability coefficients were acceptable for the 18 survey items grouped into 6 composite measures. All composite measures were significantly correlated (p< 0.05) with each other and with the overall rating on workplace safety, indicating adequate conceptual convergence among survey measures. On average, 33% of respondents reported symptoms of burnout. Higher burnout was significantly correlated with lower job satisfaction (rs=-0.42) and greater intent to leave the nursing home (rs=0.37). Nursing homes and researchers can use the Workplace Safety Supplemental Item Set to assess nursing home staff burnout and the dimensions of organizational culture that support staff safety, and to identify both strengths and areas for improvement.

Structural Equation Modeling Analysis on Associations of Moral Distress and Dimensions of Organizational Culture in Healthcare: A Cross-Sectional Study of Healthcare Professionals

Objective Moral distress is a complex phenomenon experienced by healthcare professionals. This study examined the relationships between key dimensions of Organizational Culture in Healthcare (OCHC)—perceived psychological safety, ethical climate, patient safety—and healthcare professionals’ perception of moral distress. Design Cross-sectional survey Setting Pediatric and adult critical care medicine, and adult hospital medicine healthcare professionals in the United States. Participants Physicians (n = 260), nurses (n = 256), and advanced practice providers (n = 110) participated in the study. Main outcome measures Three dimensions of OCHC were measured using validated questionnaires: Olson’s Hospital Ethical Climate Survey, Agency for Healthcare Research and Quality’s Patient Safety Culture Survey, and Edmondson’s Team Psychological Safety Survey. The perception of moral distress was measured using the Moral Distress Amidst a Pandemic Survey. The hypothesized relationships between various dimensions were tested with structural equation modeling (SEM). Results Adequate model fit was achieved in the SEM: a root-mean-square error of approximation =0.072 (90% CI 0.069 to 0.075), standardized root mean square residual = 0.056, and comparative fit index =0.926. Perceived psychological safety (β= −0.357, p <.001) and patient safety culture (β = −0.428, p<.001) were negatively related to moral distress experience. There was no significant association between ethical climate and moral distress (β = 0.106, p = 0.319). Ethical Climate, however, was highly correlated with Patient Safety Culture (factor correlation= 0.82). Conclusions We used structural equation model to test a theoretical model of multi-dimensional organizational culture and healthcare climate (OCHC) and moral distress. Significant associations were found, supporting mitigating strategies to optimize psychological safety and patient safety culture to address moral distress among healthcare professionals. Future initiatives and studies should account for key dimensions of OCHC with multi-pronged targets to preserve the moral well-being of individuals, teams, and organizations.

The role of organizational culture dimension in business recovery: a post Covid-19 perspective in the hotel industry in Kenya

The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four types of organizational culture were studied in business recovery. Three objectives guided the study focusing on the extent of the adoption of culture types, levels of business recovery attained and the effect of the level of adoption on the level of business recovery attained. A sample of 57 hotels was selected and 189 respondents were drawn from functional units in each of the hotels. The study reports that the level of adoption of the culture is at a high level while the extent of business recovery is at a moderate level of between 20-40% growth. Innovation culture does not have a significant statistical effect while market, customer orientation and adhocracy cultures have a significant statistical effect on the level of business recovery. The study concludes that the relevant cultures were responsible for aligning culture with the strategy formulation phase through the component of the mission of an organization and that the process needs to embrace combined attributes of the underpinning theories of RBV and the organizational culture theory. The study calls on future research to integrate more aspects of strategic thinking and consider using more objective sources of research data.

Management accountants with a growth mindset and changes in the design of costing systems: The role of organisational culture

AbstractBased on implicit person theories, this paper investigates the relationship between the growth mindset of management accountants and changes in the design of costing systems, as well as the role that organisational culture plays in this relationship. Using survey data from 146 management accountants of manufacturing companies, we find that management accountants who have a growth mindset increase the complexity, inconclusiveness, and functionality of their firm's costing system, compared to those who have a fixed mindset. Additionally, our results show that innovation‐oriented culture (a dimension of organisational culture) strengthens the relationship between growth mindset and changes in the design of the costing system.

Digital transformation dilemma in the era of changing dynamics: How organizational culture influence the success of digital transformation

BACKGROUND: Digital transformation has become one of the most important topics in business, as companies try to use technology to improve their processes and gain a competitive edge. However, the success of digital transformation projects can be affected by organizational culture, which can make it easier or harder for digital transformation projects to be successfully implemented. OBJECTIVE: This study seeks to investigate the impact of organizational culture on the success of digital transformation. The study measures dimensions of organizational culture and how they impact the success of digital transformation projects. METHODS: 264 employees from various firms provided information via a questionnaire, and the study used Structural Equation Modelling (SEM) with AMOS software to evaluate the information and develop the proposed conceptual framework. RESULTS: The results demonstrate that employee empowerment has a positive and significant impact on digital transformation, while new organizational practice, support of change, and teamwork do not. CONCLUSIONS: These findings are crucial for advancing the current understanding of the role of organizational culture in the success of digital transformation projects. By shedding light on this relationship, this study contributes to the literature on digital transformation and provides organizations with insights that can inform their digital transformation strategies.

A Conceptual Framework for Assessment of Moderating Role of Organizational Culture in the Relationship Between Workplace Bullying and Organizational Performance

Workplace bullying has a significant impact on employee and organizational performance. Organizational culture also plays a crucial role in influencing employee performance and can help mitigate workplace bullying. This study aims to propose a conceptual framework to assess the relationship between workplace bullying and organizational performance, taking into account the moderating role of organizational culture. Data for this study will be collected using stratified random sampling from academic staff at 20 public sector universities in Malaysia. The Structural Equation Modeling (SEM) technique through SmartPLS will be employed to test the hypotheses. The study will analyze the significance of the interrelation between workplace bullying, organizational performance, and organizational culture using SEM with SmartPLS. The moderating role of organizational culture in the relationship between workplace bullying and organizational performance will also be examined. It is worth noting that the framework in this paper does not include specific dimensions of organizational culture. To enhance the scope of future research, additional dimensions should be added. Furthermore, this study is limited to exploring the moderating role of organizational culture; including the mediating role could further enrich the research. The findings of this research will be valuable for university and organizational management in creating a bullying-free work environment. Eliminating workplace bullying can lead to improved organizational performance and foster a progressive culture within the organization. By investigating the moderating role of organizational culture, this paper offers a comprehensive approach to understanding the impact of workplace bullying on organizational performance. The unique focus on organizational culture as a moderating factor makes this study a valuable addition to the existing body of knowledge in this area.&#x0D; Keywords: workplace bullying, organizational performance, organizational culture, organizational behavior, conceptual framework

Organisational culture as a prerequisite for human resource management in public administration and its change in the time of COVID-19

Organisational culture stands as a fundamental prerequisite for the efficacious operation of any given organisation. The primary aim of this study is to discern potential alterations within the dimensions of organisational culture across the pre-COVID-19, contemporary, and favoured paradigms within the realm of public administration. The data set was obtained from a cohort of 1189 officials in the Czech Republic. The Organisational Culture Assessment Instrument (OCAI) was deployed for the purposes of conducting an online survey. The dominance of the clan archetype across all examined time frames has been corroborated. In addition, a statistically significant manifestation of these dimensions has been determined. In relation to pertinent variables, specifically gender, age, tenure, manager gender, and the dimensions typifying organisational culture, no statistically significant correlations have emerged. Respondents have not reported a sense of work-life imbalance in the aftermath of the pandemic. In summary, it is deduced that the pandemic has not exerted a drastic influence on the metamorphosis of organisational culture within the ambit of public administration. This study provides invaluable information on the repercussions of the pandemic within a sphere that, as an intangible constituent, often goes under-recognised. Mastery of the positioning of dimensions across diverse archetypes is of paramount significance for managers, as it can provide guidance in the cultivation of an apt organisational culture.