Diverse Organizational Cultures Research Articles

Strategic Alignment: Linking Employee Compensation with Organizational Sustainability

Expanding upon existing research on compensation, this study delves into the intricate connections among employee competencies, corporate cultures, and compensation strategies. These strategies, often discussed in literature pertaining to the implementation of pay-for-performance (PFP) systems or the challenges leading to their failure, have been underrepresented in research directed towards HR education practitioners. This study fills this gap by shedding light on which organizational factors are crucial in determining the suitability of PFP or alternative compensation programs. Drawing upon data gathered from 385 employees in the American manufacturing sector, the findings reveal statistically significant relationships between employee competencies and organizational cultures. These findings align with previous research, underscoring the linkages between compensation schemes, various organizational competencies, and diverse organizational cultures, thereby enriching the existing literature on the subject.

A conceptual framework for analysing partnership and synergy in a global health alliance: case of the UK Public Health Rapid Support Team.

Partnerships have become increasingly important in addressing complex global health challenges, a reality exemplified by the COVID-19 pandemic and previous infectious disease epidemics. Partnerships offer opportunities to create synergistic outcomes by capitalizing on complimentary skills, knowledge and resources. Despite the importance of understanding partnership functioning, research on collaboration is sparse and fragmented, with few conceptual frameworks applied to evaluate real-life partnerships in global health. In this study, we aimed to adapt and apply the Bergan Model of Collaborative Functioning (BMCF) to analyse partnership functioning in the UK Public Health Rapid Support Team (UK-PHRST), a government–academic partnership, dedicated to outbreak response and research in low- and middle-income countries. We conducted a literature review identifying important elements to adapt the framework, followed by a qualitative case study to characterize how each element, and the dynamics between them, influenced functioning in the UK-PHRST, exploring emerging themes to further refine the framework. Elements of the BMCF that our study reinforced as important included the partnership’s mission, partner resources (skills, expertise and networks), leadership, the external environment, management systems and communication. Additional elements identified in the literature and critical to partnership functioning of the UK-PHRST included governance and financial structures adopted, trust and power balance, organizational culture, strategy and evaluation and knowledge management. Because of the way the UK-PHRST was structured, fostering team cohesion was an important indicator of synergy, alongside collaborative advantage. Dividing the funding and governance equally between organizations was considered crucial for maintaining institutional balance; however, diverse organizational cultures, weak communication practices and perceived power imbalances compromised team cohesion. Our analysis allowed us to make recommendations to improve partnership functioning at a critical time in the evolution of the UK-PHRST. The analysis approach and framework presented here can be used to evaluate and strengthen the management of global health partnerships to realize synergy.

A Diverse Organizational Culture and Its Impact on Innovative Work Behavior of Municipal Employees

Representatives of municipalities and their management are invited to develop new managerial skills in order to implement modern approaches to management. Diversity management means using the diverse potential of employees to meet the innovation and development goals of the offices. The aim of our research is to examine the context of beliefs, values, and rules of diverse organizational culture (DOC) and innovative work behavior (IWB) through the mediation effect of teamwork climate, transmitting and moderating this direct effect in the environment of Slovak municipalities. A mediation model was applied using the Sobel test for the mediation effect. A series of regression analyses were used to identify the proposed hypotheses. The mediation effect was correctly estimated. The direct effect of the beliefs, values, and rules of DOC has enhanced IWB. However, a certain part of them that leads through teamwork climate slightly dampens IWB.

Leadership Styles Demonstrated by CEOs and their Impact on Company Performance within Diverse Organizational Cultures: A Study Based on the Private Sector Apparel Manufacturing Firms in Sri Lanka

Leadership Styles Demonstrated by CEOs and their Impact on Company Performance within Diverse Organizational Cultures: A Study Based on the Private Sector Apparel Manufacturing Firms in Sri Lanka

Inspiring Creativity in Diverse Organizational Cultures: An Expatriate Integrity Dilemma

Employee creativity can bolster organizational competitiveness and survival. Although, when in host countries, expatriate top management leaders (ETML) are often challenged to constantly exhibit integrity that positively impacts the creativity of employees, despite prevalent organizational cultures’ (OCs) influences. Varying influences of distinct OCs and questionable ETML integrity have also been argued to have unpredictable influences on the creativity prowess of several emerging economies like Nigeria. It is, thus, unclear from the literature how ETML and distinct OCs act to inspire employee creativity. This study investigated the relationship between ETML integrity, OC and employee creativity. A cross-sectional survey design was administered to 439 participants from 22 manufacturing organizations in Nigeria, and data analysis was executed by leveraging partial least square path modelling (SmartPLS 3). Results indicated that ETML integrity and adhocracy OC have positive associations with employee creativity. Equally, clan and market OCS reflect negative associations with employee creativity. Surprisingly, ETML integrity dampens the positive relationships between adhocracy OC and hierarchy OC, and employee creativity. Furthermore, ETML integrity reinforces the association of clan OC and market OC with employee creativity. This study offers substantive and significant contributions that can be applied to emerging economies with similar concerns and context.

The effect of organizational culture on supply chain management in uncertain environments

Purpose The purpose of this paper is to investigate the impact of environmental uncertainty (EU) on supply chain management (SCM) in Korea, and assess the moderating role of organizational culture. Design/methodology/approach Quantitative data analysis was conducted on data that were collected from 125 Korean manufacturing firms listed on the Korean Stock Exchange. First, structural equation modeling was employed to test the hypothesized paths. Second, multi-group analysis was used to explore the possibility of differences between groups with diverse organizational cultures. Before testing the measurement model, confirmatory factor analysis was run to test the reliability and validity of the measurement items. Findings The findings indicate that all the hypotheses on the relationships between EU, SCM antecedents and SCM activities are supported except the relationship between commitment and cooperation. The outcome of the multi-group analysis shows that the impact of EU on SCM antecedents varies across organizational cultures. Originality/value This study proposes managerial guidelines for implementing effective SCM in response to EU and emphasize that these are consistent with organizational culture.

Breaking the Ice

This case explores the challenges of implementing an enterprise system (ES) across a university with a diverse organizational culture. This teaching case describes the process through which Southern University sought to implement the Delta student management system (SMS) and the challenges encountered due to the university’s organizational culture. The project team ran into a change resistant culture with organizational units that enjoyed autonomy in their business processes. Rather than attend to various needs by customizing the system, the project team implemented a plain version of the system. Although this approach ensured the project team was able to complete the implementation on time and within budget, it left behind many dissatisfied users and organizational members, and created resistance within the organization toward the system. Therefore, this case provides opportunities for students to discuss the impact of organizational culture and user resistance on IS implementations as well as the merits and limitations of the strategies employed by the project team to ensure the new system was implemented on time and within budget.

Implications of organizational culture for supply chain disruption and restoration

To manage supply chain disruptions, many diverse organizational cultures must work together to restore services and help ensure resiliency. We use a model of culture taken from social anthropology, economics and public management illustrated through two interorganizational cases of humanitarian supply chain disruption: the Federal Emergency Management Agency contracting with Universe Truck Lines to deliver ice after Hurricane Katrina, and the World Food Programme interacting with the Southern African Development Community to deliver maize after the floods of 2002. We illustrate ways in which a lack of understanding of cultural biases is one explanation for poor management of supply chain disruption and how this hypothesis can help direct future research.

The impact of organizational culture on the use of ICT for knowledge management

The paper aims at analyzing the influence of diverse organizational cultures on the use of ICT for strategic KM. By combining literature from different areas, namely strategic KM, ICT for KM, organizational culture and effectiveness, a theoretical model is proposed and tested in a sample of more than 300 firms in Spain. Results show that diverse organizational cultures (hierarchy, clan, adhocracy and market) are found to impact on the use of ICT for strategic KM (personalization and codification) differently. Specifically, corporate cultures based on hierarchies and markets do not impact on the use of ICT for KM, while clan culture favours the use of ICT for personalization strategy and adhocracy positively influences technologies for personalization and codification as well. These findings may have significant implications for researchers and managers.

Using Analytic Network Process to Predict the Performance of International Construction Joint Ventures

Strategic collaborations such as joint ventures (JVs) have become an important way of exploiting business opportunities for construction companies. However, such entities are difficult to manage due to their composite structures, which entail diverse organizational cultures, styles, and objectives. Therefore, measurement of JV performance has been an interesting research topic although there is no consensus on the definition, measures, and variables of performance yet. Considering the inherent complexities of the construction projects, only an adequate combination of criteria allows assessing the international construction joint venture (ICJV) performance. Within this study, an analytic network process model is developed to examine the links between the determinants of performance and to observe the influences of these factors on the ICJV performance. As a result, interpartner relations, structural factors and interpartner fit are found to be the most important determinants of ICJV success. Effectiveness ...

An examination of the organizational and cross‐cultural challenges facing international hotel managers in Russia

With the ever increasing globalization of the hospitality industry, an exploration of the issues facing international hotel managers in Russia is both timely and important. The ability to manage people in an international context is one of the greatest tests of managerial skill and, in many novel cultures, success is dependent not only on the managers’ technical and professional expertise but also on their understanding of the local culture and local staff. There are many important cultural factors that impact on the expectations and attitudes of Russians about work which are therefore essential for managers to appreciate and understand. The paper highlights the range of challenges that exist and illustrates those that arise from cross‐cultural differences between eastern and western expectations, as well as the range of diverse organizational cultures within Russia’s hotel industry. Managers must be aware of these differences and develop appropriate skills and competencies to help them adapt their style accordingly.

How CEOs influence organizational culture following acquisitions

Research has demonstrated that mergers and acquisitions often fail, in significant part because companies fail to effectively integrate their diverse organizational cultures. This case study provides an in‐depth description of one company’s organizational culture just prior to being acquired, and demonstrates how it began to change almost immediately following the acquisition. The new CEO affected the acquired company’s culture directly by changing roles, responsibilities, policies, procedures, and practices. He affected it indirectly through his influence on other organizational members. Suggestions for effectively managing the integration of diverse organizational cultures following an acquisition are discussed.