Hierarchical Culture Research Articles

Features of the value-oriented sphere of managers of enterprises with market and hierarchical organizational culture

Value orientations of a manager are a factor in the formation and development of organizational culture. In a modern economy, an organization whose culture includes the value of a marketing approach will be effective. Knowledge of the value orientations of managers who introduce market culture in organizations will allow organizational psychologists to solve the problem of optimizing culture. The article presents the results of an empirical study of differences in the level of expression of value orientations among managers who implement their professional activities in different organizational cultures. Emphasis is placed on the list of those structural features of the system of individual value orientations of managers that will allow predicting the development of market organizational culture.

A qualitative study of organisational response to national quality standards for 7-day services in English hospitals

BackgroundNational standards are commonly used as an improvement strategy in healthcare, but organisations may respond in diverse and sometimes negative ways to external quality demands. This paper describes how a sample of NHS hospital trusts in England responded to the introduction of national standards for 7-day services (7DS), from an organisational behaviour perspective.MethodsWe conducted 43 semi-structured interviews with executive/director level and clinical staff, in eight NHS trusts that varied in size, location, and levels of specialist staffing at weekends. We explored approaches to implementing standards locally, and the impact of organisational culture and local context on organisational response.ResultsSenior staff in the majority of trusts described a focus on hitting targets and achieving compliance with the standards. Compliance-based responses were associated with a hierarchical organisational culture and focus on external performance. In a minority of trusts senior staff described mobilising commitment-based strategies. In these trusts senior staff reframed the external standards in terms of organisational values, and used co-operative strategies for achieving change. Trusts that took a commitment-based approach tended to be described as having a developmental organisational culture and a history of higher performance across the board. Audit data on 7DS showed improvement against standards for most trusts, but commitment-focused trusts were less likely to demonstrate improvements on the 7DS audit. The ability of trusts to respond to external standards was limited when they were under pressure due to a history of overall poor performance or resource limitations.ConclusionsNational standards and audit for service-level improvement generate different types of response in different local settings. Approaches to driving improvement nationally need to be accompanied by resources and tailored support for improvement, taking into account local context and organisational culture.

The impact of organizational culture on employee creativity amongst Zimbabwean academics

The fourth industrial revolution has created a highly complex global market landscape that requires creative employees. In such an environment, a conducive organizational culture is a prerequisite for high levels of employee creativity. However, prior research suggests that the link between organizational culture and employee creativity remains under-researched. For this reason, this study investigated the impact of organizational culture on employee creativity in a public university. This study adopted a survey design to collect data from a sample of 195 respondents. The data were analyzed using the structural equation modelling technique and the results revealed that whereas group, developmental and rational cultural typologies were positively associated with employee creativity, hierarchical culture had a negative relationship with employee creativity. These results are important in facilitating the creation of appropriate policies that can facilitate the development of a conducive organizational culture for employee creativity at the workplace. This study contributes to the field of organizational behaviour by validating the link between organizational culture and employee creativity from a developing country perspective.

Management Control Systems, Organizational Culture and Village Credit Institution Financial Performance

This study aims to provide empirical evidence about the influence of misfit management control systems (levers of control) with organizational culture will negatively affect the financial performance of LPDs. This study uses a survey method (questionnaire) based on a sample of 149 LPD units in Buleleng Regency with purposive sampling criteria. The research respondents were all three LPD officers (penyarik, pemucuk and petengen) and one staff each from the credit and accounting department.. The research hypothesis suggests that each organizational culture orientation, namely clan, adhocracy, hierarchy and market shows a fit (through misfit values) with levers of control (belief, boundary, diagnostic and interactive control system) has a negative effect on LPD financial performance. The analysis technique uses OLS regression residual approach to testing the research hypothesis. The results showed that the hierarchical culture was able to have a fit (a small misfit value) with a management control system (levers of control) to influence the financial performance of the LPD.

The Institutional Change from E-Government toward Smarter City; Comparative Analysis between Royal Borough of Greenwich, UK, and Seongdong-gu, South Korea

The research questions of the current study include: “Is it beneficial for countries, local governments, and autonomous districts with a high level of e-government to become smarter cities with the electronic, digital, and smart introduction of information and communications technology (ICT) technologies?” “Do cities with well-developed e-governments have a similar process from e-government to smarter cities?”, and “Do cities with similar levels of e-government or smarter cities go through different development processes in terms of their socio-cultural attributes?” This study focuses on the fact that e-government and smart cities, whose academic roots arose differently over time, are evolving to address governance, including next-generation e-government, urban e-government, and civic engagement, which has expanded to digital government and platform government concepts. Therefore, the scope of this study is set to e-government and smart/smarter cities as platforms. By comparing the key success factors of e-government with the smart city through a prior study, some intersections were found, but the success factors of the e-government and smart city were different. In order to explain the change of system from e-government to smart city as a platform in the socio-cultural attributes in which each case is involved, two cases—the Royal Borough of Greenwich and Seongdong-gu—were selected under similar conditions by comparing the e-government development level, economic indicators, and smart city development level. As a result of the case analysis, it was confirmed that the development level of e-government affected the smarter city process. The changes in the system from e-government to smart city was capable of being explained in different ways depending on the social and cultural attributes. In the process from e-government to smarter city, the case of Seongdong-gu, which has followed the informatization project and e-government development formula, was analyzed from the viewpoint of institutional overwrap, and the case of the Royal Borough of Greenwich, which was an active innovation agent for solving urban problems through public-private cooperation, was analyzed from the viewpoint of institutional transformation. In the Korean context with a collective hierarchical culture, citizens and stakeholders have participated in the public sector to the extent that they raise issues and express their preferences in policy-making decisions. The governments, including the autonomous district, have still treated citizens and stakeholders as guidance targets or customers rather than cooperative partners. On the other hand, the UK, which has an individualistic rational culture, citizens and stakeholders have become accustomed to maintaining cooperative relationships and operating cities based on partnerships as innovators. Since the socio-cultural contexts of each country have affected the actual system operations and changes, implementation plans and solutions under feasibilities need to take into account critical success factors and the socio-cultural properties of each autonomous district for the introduction, expansion, and establishment of smarter cities. This result of this study is that transferability considering sociocultural properties should be considered when introducing best practices, etc.

Building teacher leadership capacity in schools in Kazakhstan: a mixed method study

ABSTRACT The mobilization of teacher leadership, simultaneous decentralization of power, and centralization of support for teacher-led initiatives is seen as important to educational improvement in post-Soviet Kazakhstan where hierarchical cultures and structures still prevail. The current study reports on results from the Teacher Leadership in Kazakhstan (TLK) initiative, which was based on the internationally recognized Teacher-led development work strategy that enabled teachers to lead individual development projects throughout one academic school year. The TLK initiative involved 16 principals, 32 school-based facilitators, and 150 teachers. Using a mixed-methods design, research for the initiative was conducted over one academic year and collected a wide range of data through questionnaire surveys, interviews, and focus groups. Analysis using structural equation modeling suggested that improved teacher program experience resulted in enhanced teacher leadership capacity, and that teachers from more collaborative school cultures enjoy more impactful initiatives. Semi-structured interviews and focus groups provide further insights into these findings. Implications for policy and practice and future directions are also discussed.

Early childhood teacher research and social-emotional learning: Implications for the development of culturally sensitive curriculum in Singapore

Teacher research has been promoted as a context-relevant approach to improving children’s learning experiences in early childhood settings. In this article, we focus on social-emotional learning (SEL), a crucial domain of the early childhood curriculum, to illustrate the role of teacher research in changing early childhood teachers’ everyday practices. We present an informative project on facilitating toddlers’ conflict resolution to exemplify the process of early childhood teacher research for supporting SEL. Evidence of the teacher research project revealed that integrating the child-focused approach into the existing curriculum was beneficial for promoting children’s conflict resolution skills and self-regulation. As situated in the particular context of Singapore, this case of teacher research presents how to successfully innovate early childhood curriculum practices within sociocultural realities, which include the hierarchical management culture, the imbalance between pressure upon and support for teachers, and limited time and resources. Suggestions and implications for early childhood practitioners and policymakers are also discussed.

Chinese Hospital Culture Profile for Better Performance and Staff Satisfaction: A Case Study

Background: Chinese public hospitals are facing ‘business-like’ transformation challenges in the Health Care Reform policy era, with increasing focus on lean management and efficiency. At the same time, other issues have occurred, including tense physician-patient relations, heavy workloads and high job stress which have led to low job satisfaction and burnout among medical staff. This paper aims to explore a Chinese hospital culture profile with the possibility of combining a culture of a patient wellness-centered approach and a business-like approach. Methods: A questionnaire (n=110) using convenience sampling was carried out at Sun Yat-sen University Cancer Center (SYSUCC). Observation and interview (n=8) data on the hospital’s operations were also collected. Results: SYSUCC’s culture profile includes clan culture (mean = 4.35), hierarchical culture (mean = 4.40) and rational culture (mean = 4.32). The Chief Clinical Professor Responsibility System is a key strategy that enables this culture profile to be successful in the hospital. Conclusion: This culture profile focuses on teamwork inside and outside of the medical teams to achieve a positive and cohesive effect, with standardized operational and formal procedures, as well as, a performance assessment system to reach the goal of operational stability, efficiency and better financial outcomes.

Achieving Sustainable Organisational Performance through Employee Job Satisfaction and Organizational Culture

The reason for this examination is to inspect the intervening function of occupation fulfillment on the connection between the components of authoritative culture, association culture, consistency culture, flexibility culture and mission culture with hierarchical execution on the financial segment of Pakistan. This investigation was directed to advance the idea of hierarchical culture out in the open banks with the goal that it very well may be reflected in the exhibition of the bank. The example of this investigation comprises of 320 including branch chief (BM), provincial supervisor (RM), operational director (OM), and colleague branch administrator (ABM) workingin eight public banks inside the region of Punjab and Sindh,Pakistan.Dimensions of hierarchical culture weremeasured by a prior approved 12item instrument, work fulfillment 16 things and authoritative execution were estimated by 7 things. Factor examination was utilized to develop four elements of hierarchical culture (i.e., contribution culture, consistency culture, versatility culture and mission culture). The connection between hierarchical culture measurements, work fulfillment, and authoritative execution was tried by SmartPLS 3.2.9.Among the variousdimensions of authoritative culture, inclusion culture, versatility culture and mission culture had a critical, positive relationship with work satisfactionalso as hierarchical execution. Moreover, consistency culture displayed the most grounded, negative relationship however huge impact on work fulfillment, while consistency culture indicated aninsignificant impact, negative relationship with hierarchical performance.Bank administrators and policymakers ought to be cognizant that circumspect the authoritative culture can assist them with figuring out where to endeavor to help increment their worker work fulfillment and bank execution. The aftereffects of this investigation could likewise be helpful to bank leaders who wish to broaden authoritative execution. Improving worker work fulfillment inside the work environment may expand productivity and help guarantee steady and effective representatives.

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.

The Effects of Organisational Culture on Service Delivery in Public Institutions in Namibia

This study examined the effects of organisational culture on service delivery at public institutions in Namibia. The organisational culture assessment instrument (OCAI) was used to identify the organisational culture type. The study found hierarchy culture to be the dominant culture type. Further, a customer satisfaction survey based on the SERVQUAL metrics was used to measure the client's perception of the reliability, assurance, empathy, tangibles, and responsiveness of the chosen public institution. In total, 106 staff and clients participated in this study. Most of the clients felt that the chosen institution's empathy and assurance in service delivery were unsatisfactory suggesting that the institution's employees neither display a caring attitude nor politeness when dealing with the clients. The study concluded that lack of assurance and empathy from this hierarchical public institution culture type is the possible cause of poor service delivery among public institutions in Namibia since the study found strong relationship between organisational culture and service delivery.

Decentralized Urban Governance and Water Supply Service Delivery in Ethiopia: The Case of Adama City

Through devolving political powers, financial resources and administrative responsibilities to urban local government level, municipal decentralization in Ethiopia is largely intended to improve public service delivery. In this perspective, the aim of this study is to analyze whether the decentralization process has empowered the urban local governments to meet the demands for potable water supply services. The study relies on a case study design with particular reference to the city of Adama. It uses an extensive data collection, including key informant interviews, administrative and fiscal data. The analysis makes effective use of all these materials to investigate the effect of decentralization policy on water supply service delivery and local governance processes in Adama. The study found out that decentralized urban governance has been ineffective in the delivery of water supply service in Adama. This is because; firstly, the city lacks legal and institutional security. This makes it politically dependent upon the upper level regional state government. Secondly, contrary to the logic of ‘Enterprise model’ of water supply, the hierarchical political culture and the upward accountability of the Enterprise’s Manager have reinforced the political control from above. Thirdly, the power to determine the structure, technical and financial sources of the city’s water-supply project has been granted to regional water Bureau, while Adama water supply enterprise is practically required to provide water supply service to the residents. Fourthly, the decentralized urban water-service delivery is incompatible with the rapid and mostly informal pace of urbanization of Adama; and the city’s horizontal physical expansion and demographic changes have already gone beyond the pressure zones for the water supply distribution system. Finally, the coordination and partnership among the multilevel water institutions -at federal, state and local governments- were mainly observed at times of water crises to moderate political and electoral contingencies. The implication is that for the urban local government to deliver effective water-supply service, this study contends, decentralization process needs to ensure adequate local capacity and effective coordination and partnership between the multilevel water institutions and stakeholders.

A Comparative Study of Entrepreneurial Leadership and Organizational Culture Oriented toward Innovation in Central Government Agencies, Public Enterprises, and Executive Agencies

Research indicates that entrepreneurial leadership is positively related to organizational innovation among central government agencies, public enterprises, and executive agencies in Korea. In addition, a performanceoriented with a humane orientation supports organizational innovation, while hierarchical culture has a negative impact on organizational innovation in Korean public sectors. Among organization types, only central government agencies have been found to have a significant moderating effect on the relationship between performance-oriented culture and organizational innovation. Given that public enterprise is more market-based and that executive agencies have great autonomy in budgeting and personnel to ensure the maximization of performance, central government agencies should adopt more practices designed to improve performance in a positive work culture.

Developing interprofessional collaborative practice competencies in rural primary health care teams

BackgroundLeaders from a university, Area Health Education Center, and primary care centers (PCCs) collaborated to integrate Interprofessional Collaborative Practice (IPCP) in PCCs. PurposeDescribe the facilitators and barriers of IPCP implementation in rural clinics and the impact on decision-making and safety culture. MethodsThe implementation team used engagement strategies to support the development of IPCP. PCC team participants completed surveys measuring collaboration and satisfaction with care decisions and safety culture. Qualitative data were analyzed to describe facilitators and barriers to IPCP. FindingsSignificant improvement (p < .035) in the Global Amount of Collaboration made over time. Barriers to IPCP included high turnover, hierarchical culture, lack of role clarity, competing time demands, limited readiness for change, and physical space limitations. Facilitators included structured huddles, alignment of IPCP with organizational goals, and academic-practice partnership. DiscussionPartnering with academic-practice partnerships may facilitate collaboration and team learning as PCCs incorporate IPCP into practice.

The Effect of Organizational Culture and Supplier Integration to Supply Chain Performance

This study aims to investigate the influence of four types of organizational cultures and supplier integration to supply chain performance. The methodology of this research is an explanatory study by testing two hypotheses. The data’s were collected from a convenience samples of 171 manufacturing companies of total 850 companies in Kepulauan Riau Province being represented by manager in supply chain management divisions. Data’s were collected using questionnaire and technical data analysis using SEM (Structural Equation Model). The result of this study found that: (1) Group Culture and Rational Culture affect Supply Chain Performance positively and significantly but Development Culture and Hierarchical Culture are not significant; (2) Supplier Integration affects Supply Chain Performance positively and significantly. The managerial implication of this research is as a guidance for decision maker in the company or manager in the supply chain management to implement suitable organizational culture and consider the supplier integration as a strategic to improve Supply Chain Performance.

A mediated model of the effect of organizational culture on the intentions to engage in change-supportive behaviors: insights from the theory of planned behavior

AbstractThis study positions perceived organizational culture's (OC) as an important internal contextual factor that influences employee reactions to change. Drawing on the theory of planned behavior (TPB) and organization theory research, we analyze the mechanisms through which employee perceptions of OC generate its effect on employee responses to organizational change. Data from a field study of 171 employees in Kurdistan Region of Iraq's public school teachers showed that employee perceptions of developmental culture were positively and directly related to their change-supportive intentions (CSIs) and, as suggested by the TPB, its effects are simultaneously mediated by change-related attitude (CRA), subjective norm and perceived behavioral control. However, our findings demonstrated that hierarchical culture was only indirectly related to employee CSIs; this relationship was mediated only by CRA and subjective norm. This study is important because it broadens the remit of OC's role as change agent and provides valuable insight into how OC influences employee responses to change efforts in public organizations.

Budaya Organisasi Salah Satu Faktor Penentu Kinerja Karyawan

Organizational culture is one of the factors that differentiate the performance results of a company. Organizational culture is proposed to employees as the way a job is done. National and social culture of a country influences organizational culture, based on the Hofstede’s and Trompeneaar’s model, there are dimensions of community culture that influence and shape the values and norms of a founder, employees, and customers of a company. Performance is the result of an employee's ability coupled with effort and support. The ability of an influential person is influenced by talent and interest, while effort is influenced by motivation, incentives and work patterns. The importance of organizational culture on employee performance has two research views. Some researchers consider that organizational culture has no significant effect on performance, while some studies prove that organizational culture has a positive and significant effect on employee performance. Organizational culture that is found in many Indonesians organizational culture is a hierarchical culture, which focuses on control and stability associated with the bureaucratic system. So that this becomes one of the factors, where organizational culture is not a determining factor for improving performance.

Active learning of medical students in Taiwan: a realist evaluation

BackgroundActive learning is defined as any instructional method that engages students in the learning process. Cultural differences in learning patterns can play an important role in engagement with active learning. We aimed to examine process models of active learning to understand what works, for whom and why.MethodsForty-eight sixth- and seventh-year medical students with experience of active learning methods were purposively selected to participate in ten group interviews. Interactions around active learning were analysed using a realist evaluation framework to unpack the ‘context-mechanism-outcome’ (CMO) configurations.ResultsThree core CMO configurations, including cultural, training and individual domains, were identified. In the cultural context of a strong hierarchical culture, the mechanisms of fear prompted students to be silent (outcome) and dare not give their opinions. In the training context of teacher-student familiarity alongside teachers’ guidance, the mechanisms of learning motivation, self-regulation and enthusiasm were triggered, prompting positive learning outcomes and competencies (outcome). In the individual context of learning how to learn actively at an early stage within the medical learning environment, the mechanisms of internalisation, professional identity and stress resulted in recognising active learning and advanced preparation (outcomes).ConclusionsWe identified three CMO configurations of Taiwanese medical students’ active learning. The connections among hierarchical culture, fear, teachers’ guidance, motivation, the medical environment and professional identity have been shown to affect the complex interactions of learning outcomes. Fear derived from a hierarchical culture is a concern as it is a significant and specific contextual factor, often sparking fear with negative outcomes.

Perspectives of health workers on the referral of women with obstetric complications: a qualitative study in rural Sierra Leone

ObjectivesSierra Leone has one of the highest maternal mortality ratios in the world. Timely and well-coordinated referrals are necessary to reduce delays in providing adequate care for women with obstetric...

Stereotypes among health professions in Indonesia: an explorative study.

PurposeEffective and efficient health services require efforts to increase collaboration among health professionals. One of the barriers to effective collaboration is stereotypes. Stereotypes represent perceptions or perspectives about a person or group of people. This study aims to explore the perceptions of health professional students and practitioners regarding stereotypes.MethodsThis was a qualitative study using a phenomenology approach. A sample of health professions students from both preclinical and clinical stages, as well as health practitioners, was selected using a maximum variation sampling method. Primary data collection was conducted through focus group discussions. Data obtained were analyzed using thematic analysis. A total of nine focus group discussions were conducted.ResultsFour themes were identified from this study, including the types of stereotypes, factors affecting stereotype formation, the implications of stereotypes, and how to overcome stereotypes. Stereotype formation was affected by the lack of understanding of other health professions’ roles, hierarchical culture, personal experience in receiving healthcare, and community view. Stereotypes among health professionals created obstacles to healthcare team communication and reduced self-confidence in certain health professionals. These stereotypes may be overcome through competency development and knowledge sharing among professionals as well as through education on other health care professionals’ roles and competencies so that each profession possessed similar goals for patient safety.ConclusionBoth positive and negative stereotypes negatively affected collaboration. Stereotypes were greatly affected by multifactorial causes. Therefore, understanding other professions’ roles and conducting interprofessional education are important to overcome stereotypes.