Elements Of Organizational Culture Research Articles

School Culture: Pillars of Organizational Culture in Developing Disciplinary Character

There is a strong relationship between elements of school organizational culture and the results of character achievements in students. In the context of organizational culture, schools strive to build a conducive environmental system so that disciplinary character is formed in students. The vision of Nurul Fikri Islamic Junior High School makes all graduates have leadership characters, namely Smart sholeh and mushlih. The discipline of students towards discipline is the focus of the institution to overcome it. The purpose of this study is to analyze the elements of positive organizational culture prevailing in Nurul Fikri Islamic Junior and Senior High School in developing disciplinary character. The research method used is qualitative with data collection techniques in the form of interviews, documentation, observation and questionnaires. Data analysis techniques use theory according to miles and Huberman with stages of data reduction, data presentation and data verification. The results of the study found that elements of organizational culture in the form of moral and academic leadership, were able to foster disciplinary character in students.

Employees' perceptions of organizational culture and motivational factors that increase labour productivity in food enterprises

The purpose of the study is to analyze the attitude of food industry workers to the elements of organizational culture and the characteristics of their attitude to the mission, goals and values of the organization. The objectives are to establish the relationship between the demographic characteristics of employees and the concepts being analyzed, to identify key aspects that contribute to the effective work of the team, and to determine the nature of employee relationships outside of work tasks. To test the hypothesis that the opinion about the presence of the mission, values and goals of the company, as well as adherence to them, is associated with the demographic characteristics of the respondents, 60 employees of food enterprises were surveyed, and a non-parametric method of mathematical statistics, the «Chi-square» criterion, was used to check the reliability of the research results. It has been established that there is a moderate connection between age and work experience, on the one hand, and the perception of the organization’s values, on the other. Research has shown that employees who are older and have longer tenure identify more strongly with the organization. It has been proven that employees who accept the concepts of the key characteristics of the organization's organizational culture follow these principles. The special significance of the mission for the majority of the company’s employees was determined. The share of respondents who confirmed that they follow the company’s mission is the highest — 66,7 %. Gender differences in the perception of the mission are identified, and a diversity of opinions is presented regarding the mission in the organization, its assessments and understanding of its significance for the organization. The results obtained show not only the importance of monitoring employees’ commitment to the company, but also allow them to competently draw up a program for training and motivating employees to strengthen team unity.

Effects of university organizational culture on student academic behavior in Indonesia

PurposeThe purpose of this study is to investigate (1) how organizational culture influence student academic behavior at universities in Indonesia; (2) if there is any difference between male and female students in perceiving elements of organizational culture and its effects on student academic behavior; and (3) if there is any difference among students from different university origin in perceiving elements of organizational culture and its effects on student academic behavior.Design/methodology/approachThis study is a part of quantitative research with a prediction design involving survey questionnaire. Participants consist of 800 students as survey respondents that were selected purposively from six government universities of the specified cities in Indonesia. Measures are developed and validated through a confirmatory factor analysis. Data were analyzed using multivariate techniques and path analysis to examine effects of organizational culture types on student academic behavior.FindingsFindings of this study indicate that in general organizational culture significantly influenced the growth of student academic behavior.Research limitations/implicationsThe study is limited to public or government universities in Indonesia, that is why and the findings are not intended to generalize all universities in the world.Practical implicationsLeaders of the university organizations or units are suggested to improve their capacities in exploring the trend of organizational cultures, develop and adopt the cultures that contribute to the growth of student academic behavior.Social implicationsThe study provides high valued insights for university organizations especially people involved in the process of university leadership and management on how they deal effectively with organizational situations including types organizational culture, and develop the cultures that contribute to the growth of student academic behavior.Originality/valueThe study adds to the theories of organizational culture and the growth of student academic behavior on campus. It provides broad insights on types of organizational culture used in universities and its effects on academic behaviors performed by students in campus environment.

The bright side and dark side of performance expectations: the role of organizational culture and the impact on employee performance and wellbeing

Organizational culture has the potential to contribute to employee performance and wellbeing when it creates reasonable expectations and provides employees with the necessary skills and other resources to succeed. A wide range of stakeholders inside and outside the organization influence performance expectations, which largely revolve around workload (the quantity, quality and timeliness of the tasks they are entrusted with), customer service, innovation, and internal relationships. Given the relative lack of attention paid in prior research to performance expectations as an element of organizational culture, our qualitative study sought to investigate the sources and types of expectations of employees and the impact on their actual performance and wellbeing. We focused on the finance industry, which has received considerable criticism in various countries in terms of the undue pressure exerted on employees and the effects on their stress levels. It was therefore surprising to find that most of our New Zealand participants felt that expected performance levels were reasonable, apart from the extra but temporary demands created by the Covid-19 pandemic, and that their wellbeing was a genuine concern to their employers. We signal new research directions to explore how organizations can shape cultures where performance expectations lead to good results and staff wellbeing.

Clan Culture Implementation at Sang Hyang Seri With the Improvement Evaluation Method

In order to ensure the continuity and progress of the company, leaders are required to be able to carry out various special management of employees. One way is to pay attention to the application of culture in the organizational environment. The purpose of this study is to review the position of implementing the clan culture used by PT Sang Hyang Seri and provide recommendations for improving the applied clan culture. The method of this research is evaluative research. The data used in this study came from questionnaires and direct observation of the research object. Based on the results of the assessment using the Likert scale method, it can be seen the position of each element of organizational culture. The results of the study show that there are three elements of culture that are in a "strong" position including, elements of clarity, elements of performance and elements of cohesion. While in the "medium" position three elements were found, namely the element of intensity, the element of dissemination and the element of ritual. Overall it is stated that PT Sang Hyang Seri has implemented a clan culture which is in a "strong" position with a total interval score of 65.00%.

Örgüt Kültürü ve Yeşil Uygulamaların İçselleştirilmesi: Yabancı Alt Kuruluşlarda Karşılaştırmalı Bir Araştırma

This study aims to reveal whether organizational culture has an impact on the internalization of green practices. In this respect, the aim of this study is to show how structural practices arising from organizational culture are reflected in environmental practices developing at the organizational level. In line with the research purpose, a multiple case analysis was conducted on 3 subsidiaries that invested in the context of Türkiye. Eight interviews were conducted by following a semi-structured interview form to collect data on what kind of organizational culture three companies have and to what extent green practices are internalized. Subsequently, the collected data has been subjected to content analysis and research findings were obtained in this way. It was observed that the companies included in the research had an Eiffel tower and/or family type organizational culture. In the Company 1, which has an Eiffel tower culture, it was observed that green practices were adopted at a low-medium level. While it was observed that green practices were internalized at a high level in the Company 2, which incorporated eiffel tower culture and family-type culture elements, it was observed that green practices were internalized at a low-medium level in the Company 3, which adopted the same type of organizational culture as Company 3. Although the research findings show that there is no identical pattern in the adoption of green practices and organizational culture, the findings also shed light on how the elements of organizational culture should be in the context of required or volunteerism in the internalization of green practices in organizations.

ИМИДЖ ОРГАНИЗАЦИИ КАК ЭЛЕМЕНТ ОРГАНИЗАЦИОННОЙ КУЛЬТУРЫ

The purpose of the study was to identify the predominant type of culture in the company, the image profile of the enterprise in the eyes of employees, the level and type of loyalty of personnel. The following research methods were applied in the work: a survey of the staff of a medical institution using the OCAI (Organizational Culture Analyze Instrument) methodology by Kim Cameron and Robert Quinn; a survey using the methodology of A. Ya. Kibanov to study the image profile of the employer; polling on the John Meyer and Natalie Allen organizational loyalty scale; Survey based on the methodology for assessing the level and parameters of the employee’s demonstrated loyalty to the organization. The analysis made it possible to determine what should be paid attention to when carrying out measures to improve and develop the image as an element of organizational culture. Attention was paid to strengthening and improving the organizational culture itself, increasing the loyalty of personnel, as well as improving the poorly developed qualities of the enterprise. The proposed recommendations can be used by the company’s management to strengthen its competitiveness and increase the loyalty of personnel.

Impact of organizational mission on innovation: Evidence from Guarantee Trust Bank, Nigeria

The purpose of this study was to evaluate the effect of organizational mission as an element of organizational culture on the level of innovation in Nigerian banking. The questionnaire was designed using structured questions to gather data from employees at five Guarantee Trust bank branches in the metropolis of Ilorin, Kwara State, Nigeria. A total of 132 respondents participated in this study, and the OLS-based regression analysis revealed that the mission and the consistency of mission implementation have a significant effect on product and service innovation. Therefore, this study recommends that banks in Nigeria should give serious consideration to their vision and mission, and consistently implement the mission in all company operations.

An Inferential Response of Organizational Culture upon Human Capital Development: A Justification on the Healthcare Service Sector

Abstract Research background Many studies have declared the influence of organizational culture on the performance of employees, however little attention was given to the correlation of organizational culture and human capital development in the healthcare sector in the Indian context. Purpose The current study intends to elucidate the effects that organizational culture has on the development of Human Capital for various healthcare service sector organizations in Odisha. Research methodology A total of 300 responses were gleaned from various employees employed in different healthcare service sector organizations operating in the Odisha market. The positive influence of Organizational Culture (OC) was observed on the development of human capital as was found from the results of the data analysis. Results From the findings of the study the positive influence of various Reward Systems, Trend towards Participation and Trust was observed on the development of human capital. However, the results of the study showed no significant influence of the dimensions of information systems on the development of human capital. Novelty There are no previous studies which have substantiated the positive impacts of Organizational Culture on Human Capital Development (HCD) which were explicit to the Indian healthcare service sector. Furthermore, the findings of this study provide a unique insight into the influences of certain elements of organizational culture upon developing the human capital of healthcare service sector employees in the Indian context.

Organizational Culture of the Educational Institution as a Predictor of Organizational Stress across Teachers

The purpose of this paper is to examine the level of organizational stress through the lens of organizational culture and practices of psychological well-being implemented by the leaders of educational institutions. This study used data from 457 pedagogical employees working in 18 educational institutions (school and kindergartens) located in the Nevskiy district of St. Petersburg. 
 A mixed-method approach with interviews and surveys was utilized for data collection. The coping with stress checklist developed by McLean was used to measure the level of organizational stress. The assessment of organizational culture was carried out on the basis of the Denison Organizational Culture Survey, adjusted to the educational environment through this study. The attitudes of the leaders of educational institutions and their practices implemented toward the formation of psychological well-being across school staff members were indicated via interviews. 
 The results revealed that organizational stress affects negatively educational institutions, increasing employee turnover. Preschool educational institutions are more homogeneous compared with schools in terms of the level of organizational stress across teaching staff. School teaching teams are quite heterogeneous regarding the level of organizational stress. Moreover, the elements of organizational culture coupled with the practices used by the leaders for the development of psychological well-being influence the stress level in each school studied.

MECHANISM OF ORGANIZATIONAL CULTURE IN A MULTINATIONAL ORGANIZATION: ESSENCE AND COMPONENTS

One of the specific characteristics that distinguish modern network-oriented models of multinational organizations is the extreme importance of the human factor in achieving the target level of economic performance, considering the organizational component. That is why the study of the essence and members of the mechanism of the organizational culture of a multinational organization is now highly relevant. The purpose of this study is to determine the nature of the "mechanism of the organizational culture of a multinational organization" and to systematize and analyze all components of the mechanism of the organizational culture of a multinational organization. Based on the results of the morphological analysis of the essence of the concept of "mechanism" and the results of the systematization and analysis of the main elements, factors, and components of the mechanism of organizational culture, it was determined that organizational culture is also a mechanism for setting the behavior of employees on a target course through shared values, norms as critical elements of organizational culture. It is proved that to study the mechanism of organizational culture; it is necessary to use retroduction as a method of inference, in which events are explained by identifying the mechanisms capable of generating them. It was determined that in the process of consciously forming the mechanism of the organizational culture of a multinational organization, the employee fully identifies with the organization, because of which he not only understands the goals of the organization and follows the behavior patterns, but also fully shares all the values of the organization, positively perceives the procedures and artifacts created on their basis. Moreover, the established mechanism of organizational culture will have a positive synergistic effect on the effectiveness of the organization's activities; therefore, in addition to determining the dominant types of organizational culture, it is necessary to decide on the level of their compatibility with the requirements of the national culture of the country in which the multinational organization operates. Key words: mechanism of organizational culture, multinational organization, mechanism of organizational culture of a multinational organization.

Management skills and organizational culture as sources of innovation for firms in peripheral regions

The existing literature shows that the knowledge and skills of managers and organizational culture are key elements to innovate. We present a model that explores the relationship of innovation with management skills and some elements of organizational culture. The study has selected indicators previously compiled from the literature, reorganized for the purpose of this research, and the model proposed here has been assessed using a multivariate technique. Through the method of Structural Equation Modeling there were tested and evaluated the causal relationships. We have used a representative survey of 416 companies, which was designed for executives working in different economic sectors. The results provide strong linkages between organizational culture and innovation and contribute clarifying to firms in peripheral regions how the strategies of cultural aspects are above the management skills of managers. Interestingly, management skills have a negative impact on innovations outcomes. This could be explained by the diffuse capabilities. The cultural elements operate at a deeper level, probably due to a deficit in the management and technical training in R&D&I of managers or to the absorptive capacity between employees. Although there is still no clear explanation for these negative senses, this can be a motivation for future analysis.

ORGANIZATIONAL CULTURE OF THE ENTERPRISE: THEORETICAL ASPECT

The necessity of studying the theoretical aspects of the organizational culture of an enterprise in the conditions of transformation and intensification of globalization processes substantiated. A variety of theoretical concepts for the formation and implementation of organizational culture in the activities of enterprises presented within the framework of their management system, in which the essence of the concept of “organizational culture” interpreted ambiguously. In the process of the conducted research, it proposed to understand the concept of “organizational culture” of an enterprise as a set of norms and behavior patterns that formed in the organizational system of enterprise management within the framework of effective subordination and coordination organizational relations. They determine the way of uniting groups and individuals in the process of functioning of the enterprise to achieve its goals in accordance with the needs of the internal development of the enterprise and the requirements of the external environment. The properties of corporate culture described in accordance with the system of values, beliefs, norms and rules of the enterprise, which it is advisable to include: versatility, objectivity, dynamism, uniqueness, consistency, heterogeneity, adaptability, sociality, economic character. A comparison of organizational culture with corporate culture carried out. Despite the dialectical proximity of the concepts of “organizational” and “corporate” culture, it proposed not to consider them identical. A set of functions of the organizational culture of an enterprise proposed, taking into account the degree of its influence on the interests of participants in the socio-economic process and elements of organizational culture. The first group is internal integration functions. The second group is the functions of external adaptation. It is advisable to consider the main elements of organizational culture to be the values that are generally known in the enterprise and provide an orientation towards : results, employees, team, attention to detail, stability. So, organizational culture is formed as a conscious and intentional improvement of any actions in the culture of the enterprise in order to create a favorable socio-psychological climate for uniting workers into a single team within the framework of certain moral, ethical and cultural values.

ЦІННІСНІ ВИМІРИ КУЛЬТУРИ ЯКОСТІ ВИЩОЇ ОСВІТИ

The article analyses the changes in the social and cultural context in the functioning of the modern university, which lead to the actualization of the issues of development of quality culture and its assurance. It is identified that the problems of quality assessment arise due to the insufficient articulation of the essence of concept of "quality" and "quality culture" in international standards and national legislation. The purpose of the study is to define the essence and dimensions of quality culture as a necessary element of the mission of a contemporary university. Results. It is noted that in current processes of quality assurance in the higher education and its assessment there is an excessive focus on purely managerial procedures, which results in threats to the cultural mission of the contemporary university and loss of motivation for authentical academic activity. Consideration of complex educational activities through the prism of the quality of learning outcomes and the quality of research, teaching, learning, and assessment processes opens up prospects for theoretical justification of quality requirements with the use of the theories of consequentialism and virtue ethics. The article demonstrates the possibilities of justification the quality in education from the standpoint of the common good of all stakeholders, firstly, as maximizing the instrumental goods of all participants in the educational process and, secondly, as continuous improvement of members of the university community in complex joint activities based on "intrinsic" values. Thus, the university is able to realize its mission, which can combine instrumental "extrinsic" and self-sufficient "intrinsic" values-goals. In this way the understood quality in education allows to broaden the focus of consideration of the essence of quality culture, which is unique for each university. Quality culture, as an element of organizational culture, bears the imprint of the value system of national culture, the value system of the professional activity for which the university prepares future specialists, the value system of subcultures that arise within the university (academic groups, departments, faculties; teachers, students, administration, etc.) Given the multidirectional incorporation of members of the university community into the system of social relations, it is proposed to consider the culture of quality through the prism of four structural elements - value, normative, sign and symbolic, and managerial components. Taking into account the fact the non-homogeneous nature of the quality culture of each university, its assessment remains problematic both by the university itself and by institutions of external evaluation.

Scratching beneath the surface: How organisational culture influences curricular reform.

Curricular reform is often proposed as the means to improve medical education and training. However, reform itself may not lead to noticeable change, possibly because the influence of organisational culture on change is given insufficient attention. We used a national reform of early-years surgical training as a natural opportunity to examine the interplay between organisational culture and change in surgical education. Our specific research question was: in what ways did organisational culture influence the implementation of Improving Surgical Training (IST)? This is a qualitative study underpinned by social constructivism. Interviews were conducted with core surgical trainees (n = 46) and their supervising consultants (n = 25) across Scotland in 2020-2021. Data coding and analysis were initially inductive. The themes indicated the importance of many cultural factors as barriers or enablers to IST implementation. We therefore carried out a deductive, secondary data analysis using Johnson's (1988) cultural web model to identify and examine the different elements of organisational culture and their impact on IST. The cultural web enabled a detailed understanding of how organisational culture influenced IST implementation as per Johnson's six elements-Rituals and Routines (e.g. departmental rotas), Stories (e.g. historical training norms and culture), Symbols (e.g. feedback mechanisms, visibility and value placed on education), Power Structures (e.g. who has the power in local contexts), Organisational Structures (e.g. relationships and accountability) and the Control System (e.g. consultant job plans and service targets)-and how these interact. However, it did not shed light on the influence of exogenous events on change. Our data reveal cultural reasons why this curricular reform met with varying degrees of success across different hospital sites, reinforcing that curricular reform is not simply about putting recommendations into practice. Many different aspects of context must be considered when planning and evaluating change in medical education and training.

Влияние организационной культуры на человеческий капитал и эффективность управления организацией

The article considers the role of organizational (corporate) culture as an environment-forming tool in improving the efficiency of organization management by influencing human capital. The connection of the elements of organizational culture with the effectiveness of investments in human capital, and as a consequence, the achievement of management goals, is shown.

The Effect of Social Environment and Organizational Culture on Employee Performance at The Social Services of West Sulawesi Province

The Social Service of West Sulawesi Province has duties and functions in terms of formulating technical policies in the social sector following the Regional Development Plan (RPD), namely planning, fostering, and controlling technical procedures in the social sector, developing, fostering, and controlling technical policies for the implementation of the Technical Implementing Unit (TIU), and carrying out other tasks assigned by superiors following their field of duty. This type of research is descriptive qualitative research, where the data is in words and pictures, not numbers. Analysis of the data used is a descriptive-analytical method, describing the data collected in words, pictures, and not numbers. Data that comes from scripts, interviews, field notes, documents, and so on is then described so that it can provide clarity on reality or reality. In collecting this data, the authors go directly to the research object to obtain valid data. The results show that the relationship between elements of organizational culture is dynamic through a reciprocal process. Organizational values manifest basic assumptions and vice versa, so this process continues towards a balance point between stability and changing elements of the corporate culture. Performance quality is a result that can be measured by the effectiveness and efficiency of a job done by human resources or other resources in achieving the goals or objectives of the company properly and efficiently.

The transfer of technology from the organizational viewpoint

The transfer of technology from the organizational viewpoint

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

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

Workplace Factors, Burnout Signs, and Clinical Mental Health Symptoms among Mental Health Workers in Lombardy and Quebec during the First Wave of COVID-19.

Several research contributions have depicted the impact of the pandemic environment on healthcare and social care personnel. Even though the high prevalence of burnout depression and anxiety in healthcare settings before COVID-19 has been well documented in the research, the recent increase in psychological distress and mental health issues in healthcare and mental health workers should be attributed to the effect of the COVID-19 pandemic. The aim of the present study is to develop, evaluate, and compare a model of COVID-19 workplace stressors between two different territories, the Italian region of Lombardy and the Canadian province of Quebec. Within this model, burnout is depicted as the strongest determinant of mental health symptoms for mental health workers. In turn, the main workplace determinants of burnout are the perception of a lack of support from the organization and the fear of contracting COVID-19 at work. Findings also provide insights for designing interventions to promote and protect mental health workers in the context of the pandemic. In conclusion, it is necessary to monitor burnout and carefully analyze elements of organizational culture, in addition to offering clinical and psychological care for those in need.