Impact Of Organizational Culture Research Articles

You can’t win with them all. The impact of organizational cultures of difference on the organizational quality of life

It is now widely recognised that a ‘good’ diversity management (DM) is crucial for promoting organisational innovation and well-being. However, recent evidence shows diversity management (DM) often doesn’t guarantee the desired results. We assumed DM could be hindered when the underlying organisational culture of difference (OCD) does not authentically legitimise diversity. Thus, OCD is the sediment of the organisational assumption about diversity that defines dynamics at a deep level and determines the everyday ‘field’ into which all DM proposals ‘land’. Assuming that only an OCD that authentically recognises diversity as an intrinsic worth can provide a positive impact through DM, we investigated the impact that different OCDs can have on the organisational quality of life. A total of 3.247 questionnaires were collected. Data were analysed in aggregate form using ANOVA and MANOVA through SPSS. Results supported our assumption: OCDs have a statistically significant impact on organisational quality of life; specifically, the ‘diversity-driven’ OCD has the most significant impact in promoting participation, innovation, commitment, and well-being. We conclude by discussing theoretical and practical implications, highlighting that when not adequately contextualised and supported by the OCD, DM may exacerbate the idea of diversity as an organisational disadvantage.

DAMPAK BUDAYA ORGANISASI KOMPETENSI DAN MOTIVASI TERHADAP KINERJA ASN PADA DINAS LINGKUNGAN HIDUP KABUPATEN SITUBONDO DENGAN KEPUASAN KERJA SEBAGAI VARIABEL INTERVENING

The aim of this research is to analyze the influence of variablesThe Impact of Organizational Culture, Competency and Motivation on ASN Performance at the Situbondo Regency Environmental Service with Job Satisfaction as an Intervening Variable. By using the Partial Least Square (PLS) Structural equation model. Results of direct influence hypothesis testing using the Smart PLS 3.0 application. Organizational culture has a significant positive effect on ASN job satisfaction, Competency has a significant positive effect on ASN job satisfaction, Motivation has a significant positive effect on ASN job satisfaction, Organizational culture has a significant positive effect on ASN Performance, Competence has a positive but not significant effect on ASN Performance, Motivation has a significant positive effect on ASN Performance, ASN job satisfaction has a significant positive effect on ASN Performance, Organizational culture has a significant positive effect on Performance ASN through ASN job satisfaction, Competency has a significant positive effect on ASN Performance through ASN job satisfaction, and Motivation has a significant positive effect on ASN Performance through ASN job satisfaction.

The Impact of Organizational Culture on Employee Performance: A Case Study at Foreign-Invested Logistics Service Enterprises Approaching Sustainability Development

The Impact of Organizational Culture on Employee Performance: A Case Study at Foreign-Invested Logistics Service Enterprises Approaching Sustainability Development

Assessing the Impact of Organizational Culture on the Sustainability of TQM Programs

This study investigates how organizational culture affects the long-term viability of Total Quality Management (TQM) initiatives. TQM, a holistic management strategy that emphasizes customer satisfaction as the means of achieving long-term success, needs a supporting corporate culture to be successful. In order to create a TQM environment that is sustainable, this research examines a number of cultural elements, including leadership, communication, teamwork, and continuous improvement. The study finds critical cultural characteristics that have a major impact on the durability and efficacy of TQM projects using a mixed-methods approach that includes surveys and case studies from a variety of industries. Results show that TQM initiatives are more likely to be effectively sustained in firms with a strong collaborative culture, open communication, and leadership commitment to quality. It is more likely for firms to successfully maintain TQM programs when there is a strong culture of collaboration, open communication, and leadership commitment to quality. The research ends with suggestions for developing an organizational culture that upholds and reflects TQM's core values, strengthening the methodology's overall viability and influence on company performance.

The Effect of Organizational Culture on Employee’s Performance and Productivity

The objective of this research is to investigate the effects of organizational culture on employee performance and productivity, analyze its impact on employee behavior, and explore its benefits for employees and customers. The primary research questions are: (1) What is the impact of organizational culture on employee performance and productivity? (2) What role does organizational culture play in influencing employee performance and productivity? (3) What benefits does organizational culture provide to employees and customers? The hypotheses are: (1) Organizational culture directly impacts employee performance and productivity. (2) Organizational culture plays a vital role in enhancing employee performance and productivity. (3) Organizational culture increases organizational performance, motivates employees to achieve organizational goals, and affects customer loyalty. The research employs a binary system approach and collects data from both primary and secondary sources. Primary data was gathered through a survey of 50 questionnaires distributed to students at Jahan University. Secondary data was sourced from books, websites, and research papers. The findings indicate that organizational culture is practiced within the organization and is perceived as important for improving employee performance. This is supported by the statistically significant contributions of mission and involvement to employee performance. However, consistency and adaptability, while positively correlated with performance, were not statistically significant. The study concludes that not all cultural dimensions significantly contribute to employee performance, suggesting that other unexamined factors may also play a role.

Organizational Culture and Its Effect on Employee Motivation

Organizational culture plays a critical role in addressing these demands by maintaining the stability of the social system within the organization and minimizing individual differences. It fosters a sense of identity and belonging among employees, which is directly related to employee turnover and workplace harmony. The primary objective of this research is to examine the impact of organizational culture on employee motivation. Sub-objectives include assessing the impact of organizational culture on employee retention and organizational performance. The main research questions are: How does organizational culture affect employee motivation? How does it influence employee retention? And how does it impact organizational performance? Corresponding hypotheses posit that organizational culture positively affects employee motivation, retention, and organizational performance. For this study, data were collected using both primary and secondary methods. Primary data were gathered through a 30-question questionnaire distributed to 30 employees at Jahan University, while secondary data were sourced from relevant journals, books, and websites. The aim of this research is to elucidate the effects of organizational culture on employee motivation.

The Impact of Organizational Culture and Spiritual Leadership on Performance: Mediating Roles of Workplace Spirituality and Innovation

Objective: This study investigates the relationship between organizational culture, spiritual leadership, workplace spirituality, innovative behavior, and organizational performance in SMEs in Madura]. Theoretical Framework: The study enriches the understanding of the role of organizational culture, spiritual leadership, and spirituality in organizational performance Method: Data were collected through in-depth interviews, observations, and document analysis from 35 SME owners and employees in four districts of Madura. Results and Discussion: Results show that an organizational culture that emphasizes spiritual values such as integrity, fairness, and empathy has a positive impact on organizational performance. Spiritual leadership is instrumental in shaping an organizational culture that supports these values and champions employee well-being, thus creating a productive and meaningful work environment. Spirituality at work serves as a significant mediator between organizational culture, spiritual leadership, and organizational performance. Employees who perceive spiritual values in the organizational culture are more connected to their work and have higher intrinsic motivation, which increases innovative behavior and organizational performance Research Implications: These findings can be used by organizational leaders and human resource managers to develop effective strategies for creating an organizational culture that supports high-performance and continuous innovation. However, this study had methodological limitations that should be addressed in future research.

Enhancing Service Innovation Performance of Hotels: The Role of Organizational Learning Culture and Dynamic Capabilities

Organizations are beleaguered by stiff competition, a dynamic market environment, and rapid technological changes that threaten the survival of businesses rambling to gain a competitive advantage. Past studies bring forth the role of innovation in services, crucial in driving tremendous growth in terms of economic activity. But, what contributes to innovation in services remains a sparsely researched area. The present study proposes a research model to examine the impact of organizational learning culture on service innovation performance in hotels with dynamic capabilities as a mediating variable. Structural Equation Modeling (SEM) is used for assessing the relationship between variables and validates the research model. The unit of analysis comprised individual employees working in four-star and five-star rated hotels located in the tourist-bound cities of Lucknow, Agra, and Varanasi in Uttar Pradesh (India). Empirical evidences support the positive role of dynamic capabilities in the relationship between organizational learning culture and service innovation performance thereby asserting the importance of developing distinctive capabilities for enhancing service innovation performance in hotels.

Impact of dimensions of organisational culture on employee satisfaction and performance level in select organisations

The study explores the impact of different dimensions of organisational culture on job performance and satisfaction level of employees via mediating effect of psychological capital. The cause-and-effect relationship of employees’ job performance with job satisfaction and satisfaction with life is determined. The structural equation modelling method is used for determining the relationship among factors. There is a significant and positive impact of organisational culture on employees’ job performance that indeed affects the job and life satisfaction level of people in the organisations. Psychological capital plays a significant partial mediating role between organisational culture and employees’ job performance.

The Impact of Leadership Style, Employee Motivation, and Organizational Culture on Job Performance of Start-Up Employee

The Impact of Leadership Style, Employee Motivation, and Organizational Culture on Job Performance of Start-Up Employee

COVID-19 Lessons for the Tourism Sector: Role of Top Management Support, Communication, and Organisational Culture in Supply Chain Resilience

Tourism is a worldwide industry that is associated with global risks. Tourists from various countries are susceptible to diseases that are transmitted as a result of ecological, genetic, and human-related causes. Presently, the escalating spread of viruses, epidemics, and pandemics exemplify the adverse repercussions of globalisation, resulting in fatalities and substantial economic downturns due to their detrimental effects on the tourism sector. During the COVID-19 pandemic, unique and long-lasting risks made many tourism-related companies very difficult to run; they even risked survival. Because of this, we need a better understanding of the factors that affect or improve supply chain resilience. Addressing the public health sector of tourists is a pressing concern in such a scenario. This study seeks to examine the management of tourism, specifically focusing on the role of top management support, communication, and organisational culture in supply chain resilience. A particular focus is made on the impact of top management support, communication, and organisational culture on supply chain resilience, as well as the impact of supply chain resilience on supply chain performance. A total of 128 pieces of information were collected from various tourism sector organisations to analyse the potential relationship between the variables. Among respondents, there were 35 females and 93 males. SPSS 23 and SmartPLS, both based on structural equation modelling, are used to perform tests on the obtained data. The investigation findings indicate that the support of top management, communication, and organisational culture substantially improves supply chain resilience in the tourism sector. Furthermore, research has demonstrated that a higher level of supply chain resilience positively impacts the overall performance of firms engaged in providing tourism services. Enhancing the efficiency of the supply chain can decrease the health hazards faced by tourists, leading to an overall improvement in public health within the tourism and leisure business.

Understanding the effect of contractual complexity on regulatory focus in construction projects: the moderating role of organizational culture

How the behavioral motivation of each organization is shaped or emerges during the interorganizational transaction deserves more investigation. Drawing on regulatory focus theory, this study delves into the impact of contractual complexity and organizational culture on regulatory focus as behavioral motivation in construction projects. This study dissects contractual complexity into control, coordination, and adaptation grounded in a functional perspective, decomposes regulatory focus into prevention focus and promotion focus, and splits organizational culture into group culture, developmental culture, hierarchical culture, and rational culture. Through validating the empirical data from 411 questionnaires within Chinese construction sector, this study uncovers that contractual control and contractual coordination positively affect prevention focus, while contractual adaptation positively affects promotion focus. Four different types of organizational culture play different moderating roles in the process of stimulating regulatory focus. Organizations with high group culture have a strong driving force for the formation of both regulatory focuses. In contrast, the average level of hierarchical culture, developmental culture, or rational culture is not conducive to the formation of prevention focus or promotion focus. These findings explain how behavioral motivation is impacted by transaction characteristics such as contracts from the perspective of social psychology, confirm the spillover effect of organizational culture of one party at the interorganizational level, and provide suggestions for practitioners on how to develop interorganizational relationships and allocate resources appropriately.

Cultivating Excellence: The Impact of Organizational Culture of BerAKHLAK and Civil Servants’ Competence on Performance

Cultivating Excellence: The Impact of Organizational Culture of BerAKHLAK and Civil Servants’ Competence on Performance

The impact of organizational culture on job adaptation: A field study at the general tourism authority in Baghdad

The impact of organizational culture on job adaptation: A field study at the general tourism authority in Baghdad

Do the Project Manager's soft skills foster knowledge sharing?

In the realm of project management, the significance of soft skills, including communication, leadership, and problem-solving, has been acknowledged as pivotal to project success. Furthermore, the role of knowledge management within projects has emerged as another critical determinant of performance enhancement. This entails disseminating best practices, lessons learned, and insights garnered throughout the project lifecycle. Thus, the Project Manager's role acts as a catalyst, cultivating an environment that promotes effective knowledge sharing.The primary objective of this study is to explore the relationship between project manager soft skills and knowledge sharing within project environments. Additionally, considering the acknowledged impact of organizational culture and environment on knowledge sharing practices, this research aims to examine the moderating effect of organizational culture in shaping the relationship between soft skills and knowledge sharing effectiveness within project contexts. A questionnaire involving project team members was conducted to find answers to these questions.Findings reveal the project manager leadership was positively associated with knowledge sharing among project management team members. This conclusion innovatively connects the importance of soft skills in fostering knowledge sharing within project teams. It places a significant emphasis on the project manager's leadership skills assigning them a key responsibility. Additionally, moderation analysis showed that knowledge creation and knowledge capture strengthened the relationship between project manager's problem-solving skills and knowledge management environment. This underscores the role of a robust organisational culture in supporting knowledge sharing, thereby enhancing the connection between problem-solving abilities and explicit knowledge sharing.

Investigating The Impact of Auditor Competence, Independence, and Organizational Culture on Auditor Performance in The Inspectorate of West Bandung District

Investigating The Impact of Auditor Competence, Independence, and Organizational Culture on Auditor Performance in The Inspectorate of West Bandung District

Impact of Intellectual Capital and Organisational Culture on Financial Performance: Mediation by Knowledge Management in Higher Education Institutions in Libya

Purpose: Sustained volatility has worse affected, again, the already, noteworthy decline in the financial performance of Libya’s higher education system since the year 2011. Hence, the purpose of this paper is to develop a conceptual frame work that would help in understanding the factors that affects the financial position of Libyan university. Design/Methodology/Approach: The intended study will adopt a quantitative research approach and data collection tool for the study will be through a questionnaire survey. The participants of the sample will be the people occupying the positions of directors of the Office of Administrative and Financial Affairs, chiefs and senior managers of financial departments, accountants, auditors, and other officials engaged in financial administration. All the information collected from the survey shall be tested by structural equation modeling (SEM) in the AMOS program. Findings: This study significantly advances our understanding of how organizational culture, knowledge management, and intellectual capital impact the financial performance of higher education institutions in Libya. The findings provide actionable insights and tools for financial stakeholders, policymakers, and decision-makers to enhance financial performance within these institutions effectively. Implications/Originality/Value: This study aims to address the existing gaps in the present literature on organizational culture, knowledge management, intellectual capital, and their influence on financial performance in higher education. The study's results will have practical ramifications for financial professionals, regulators, and stakeholders, providing useful insights and methods to improve the financial performance of Libyan higher education institutions

The Impact of Instructional Leadership, Organizational Culture, and Job Satisfaction on Teacher Commitment in Primary Schools

The Impact of Instructional Leadership, Organizational Culture, and Job Satisfaction on Teacher Commitment in Primary Schools

From Tolerance to Transformation: Unraveling the Impact of Organizational Culture and Policies on Addressing Gaslighting in Academia

This paper explored gaslighting in academia, focusing on its impact on women's career development and leadership experiences. Using feminist and critical race theories, the study examined how organizational culture, mentorship, networks, and policies supported or hindered women's academic careers. An inter-sectional perspective revealed how race, ethnicity, and disability intersected with gender to shape women's experiences in academic leadership. The paper analyzed how gaslighting operated in academia and the various forms it took. It also examined strategies for institutions and individuals to challenge gaslighting and promote a culture of equity and respect. Drawing inspiration from Kate Elizabeth Russell's My Dark Vanessa and Zoë Heller's Notes on a Scandal, the research offered insights into psychological manipulation, gender dynamics, and power relations within the academic sphere. Keywords: Gaslighting, Organizational Culture, Academia, Women, Leadership, Psychological Manipulation, Feminist theory, Critical Race Theory

Determinant Factor of Pamong Praja Police Unit; Evidence from Bogor District, West Java, Indonesia

The objective of this study is to ascertain and examine the direct and indirect impact of organizational culture on employee performance, specifically via the lens of work satisfaction within the Civil Service Police Unit in Bogor Regency. The population in this study was Bogor district Civil Service Police Unit. The number of samples in this study was 232 samples. Data analysis uses path analysis. The research results show that (1) Strengthening organizational culture can improve the performance of civil service police units. (2) Strengthening job satisfaction can improve the performance of civil service police units. (3) Strengthening organizational culture can increase job satisfaction. (4) The performance of a civil service police unit is positively influenced by its organizational culture. The work happiness variable serves as an efficient mediator between organizational culture factors and employee performance variables. Strengthening both organizational culture and job satisfaction can enhance the performance of civil service police units.