Market Culture Research Articles

Effect of School Organizational Culture on Teacher Leadership

This study used distributed leadership theory to investigate the relationship between a school’s perceived organizational culture and teacher leadership in higher education institutions in eastern China. In total, 509 teachers at universities in eastern China participated in a questionnaire survey through the correlation analysis, regression analysis and other data analysis methods for the result analysis. The results indicated that clan and adhocracy cultures had a significant and positive impact on teacher leadership, while a hierarchical and market cultures had a significant and negative impact.The results revealed the influence of clan culture, adhocracy culture, hierarchical culture and market culture on teacher leadership, and provide suggestions for school administrators on how to improve university teacher leadership through school organizational culture. In addition, the contributions and limitations are discussed at the end of this study.

The relationship of organizational culture with management control systems and environmental management control systems

This paper expands upon examinations of the flexibility–stability continuum of organizational culture in the extant literature by identifying how the four culture types of the competing values framework are associated with the emphasis on management control systems (MCS) and environmental management control systems (EMCS). By analyzing data drawn from a dyadic survey addressing both heads of management accounting and heads of sustainability or environmental management, this paper provides empirical evidence for multiple direct associations of different culture types, specifically, adhocracy, bureaucracy, clan, and market cultures, with a set of environmental and general management controls, specifically, action, cultural, personnel, and results controls. For instance, bureaucracy cultures are positively associated with action, personnel, and results controls for MCS and cultural controls for EMCS, while clan cultures are positively associated with cultural and personnel controls for MCS but negatively associated with action and results controls for EMCS. According to our findings, firms cannot transfer their emphasis on general MCS to specific EMCS because different organizational cultures are associated with MCS and EMCS in different ways. This disentanglement of organizational culture facilitates a deeper understanding of environmental controls at the organizational level.

Evaluation of Implementation of Organizational Culture, Leadership, and Employment Management

The research investigates the issue of implementing organizational culture at the current and future General Bureau of the Regional Secretariat of the Province of NTB. The research design uses a quantitative approach to analyze the implementation of organizational culture and its relation to leadership and employee management. The sample in this study was employees of the General Bureau of the Regional Secretariat of NTB Province, with as many as 59 employees. The collection technique was carried out using a questionnaire, and the data obtained were analyzed based on the Organizational Culture Assessment Instrument (OCAI). Empirical findings found that the organizational culture felt in the General Secretariat Bureau of the Province of NTB today is the market culture. The culture desired or expected in the future is clan culture. This finding identifies that employees now perceive leadership as a competitor and a strong driver, with the principle of competition in achieving productivity where all activities focus on organizational and consumer control. However, in the future, the culture that is expected to occur is that the workplace will become a pleasant environment for all. Leaders are role models who can provide needed guidance and facilities, so the leadership of the General Secretariat Bureau for the Province of NTB needs to prepare the following: 1) work involvement; 2) team development; 3) employee empowerment; 4) Development of Human Resources; 5) Organizational openness.
 
 Received: 17 May 2023 / Accepted: 29 July 2023 / Published: 5 September 2023

Toll Disputes, Grain Marketing, and Economic Culture in England, c. 1550–1800

AbstractTolls were not only fundamental to the operation of early modern English markets, but also had the capacity to generate tensions that belied their seemingly unremarkable role in contemporary economic affairs. Yet, tolls and toll disputes have received little attention in studies of market regulation and have also been neglected in studies of the politics of grain supply and marketing. This article revives tolls as an object of enquiry and suggests that they occupied an ambiguous position within early modern English economic culture. Tolls raised complex questions about how self-interest operated in a society that conceptualized bargaining primarily in communal terms and emphasized the social and moral obligations that should underpin it. While this was arguably true of tolls on all goods, it was especially true of tolls on grain – a commodity that occupied a singular place in contemporary socio-economic relations. By examining how competing parties in toll disputes articulated and sought to defend their interests, and how their respective tactics changed over time, this article sheds new light on the dynamics involved in England’s transition from one way of thinking about economic activity to another.

The relationship between environmental turbulence and organizational improvisation in hospitals: The moderator role of organizational culture

Aim: In today's business environment, dynamism, uncertainty, and environmental turbulence are quite high. Organizational improvisation is seen as an effective mechanism for organizations operating in these environments to respond to demands from the environment. This study aims to examine the relationship between environmental turbulence and organizational improvisation, and also the moderator role of organizational culture (adhocracy, clan, hierarchy, and market culture). 
 Methods: The study used a descriptive cross-sectional design. The data were collected from 487 lower, middle, and upper-level managers working in private hospitals in Istanbul. The disproportionate stratification method was used since hospitals are not homogeneous regarding technological and financial structure, size, and human resource quality. The data was analyzed using Statistical Package for the Social Sciences 23 program through PROCESS macro. 
 Results: The results show a positive relationship between environmental turbulence and organizational improvisation. Also, adhocracy, clan, and market cultures moderate the environmental turbulence and organizational improvisation relationship. As these three organizational cultures increase, the effect of environmental turbulence on organizational improvisation weakens. 
 Conclusion: This study indicates that environmental turbulence is an effective factor in hospitals' organizational improvisation capability. Furthermore, the moderation analysis suggests that organizational culture may be an important mechanism underlying environmental turbulence and organizational improvisation relationship.

The Mediating Effects of Market Culture and Customer Service Skills in the Sensory Marketing and Non-Economic Performance Relationship of Ghana’s Restaurant Sector

The Mediating Effects of Market Culture and Customer Service Skills in the Sensory Marketing and Non-Economic Performance Relationship of Ghana’s Restaurant Sector

The impact of globalization on the art market and national art cultures

The object of the study is the process of globalization, the subject of the study is its impact on the structure of the art market and national artistic cultures. Based on the idea of a dialogical cultural model, which was adhered to by V. Bybler and M. Bakhtin, the author justifies the use of the term "dialogue of cultures" to characterize the processes taking place in the space of the modern art market. Special attention in the study is paid to the analysis of its structural transformations: according to the author, inclusivity, which primarily consists in the decentralization of the internal structure of the art market, is a key characteristic that allows to periodize its development into classical and modern stages. A special contribution of the author of the study is an in-depth analysis of exhibition projects: "Magicians of the Earth" by J.-Y. Martin, as well as "Cities in Motion" by H.-W. Obrist and H. Hanru. It is established how these projects aroused the interest of Western collectors in the exotic and changed the share of representation in the art market of non-European art. The main conclusion is that the process of globalization of the art market acutely poses the problem of deformation of the perception of cultural heritage: the appeal of the Western world to traditional cultures in the forms of cultural and art tourism leads to fragmentation and differentiation of once integral national artistic cultures.

Dampak Globalisasi Terhadap Dinamika Budaya Dalam Konteks Komunikasi Bisnis

This article discusses the impact of globalization on cultural dynamics in the context of business communication. Globalization has changed the business landscape with intense cultural exchanges thereby increasing interactions between countries. In the context of business communication, complex cultural dynamics can influence the way individuals and organizations communicate, interact, and build effective business relationships.The writing of this article uses the literature or literature study method, in which the authors reveal that globalization has brought many significant changes in business and cultural communication. In the context of global business communication, the important aspects are the growth of multiculturalism, the adoption of global languages, and the influence of culture in marketing. In dealing with the dynamics of diverse cultures it is also very important to have a good cultural understanding, adopt communication styles, and use effective strategies.

Organizational Culture Analysis Using The Organizational Culture Assessment Instrument (OCAI) Method At PT Ruby Starindo East Lombok Branch

This study aims to determine the current and future picture of organizational culture at PT Ruby Starindo East Lombok Branch. This study uses a descriptive design designed to solve the research problem posed. The respondents in this study were permanent employees of PT Ruby Starindo East Lombok Branch which amounted to 30 employees. Data were collected through questionnaires and analyzed using the organizational culture assessment instrument (OCAI) method. The results showed that the current organizational culture felt at PT Ruby Starindo East Lombok Branch is Market Culture and the culture that is desired or expected in the future is Clan Culture. This finding identifies that employees now perceive leadership as a competitor and a strong driver, with the principle of competition in achieving productivity where all activities focus on organizational and consumer control. But in the future the culture that is expected to occur in the organization is that the organization becomes a fun place like in one big family. Leadership is a mentor who provides facilities and guidance.

K-pop TikTok: TikTok's expansion into South Korea, TikTok Stage, and platformed glocalization

We examine how TikTok expanded into the South Korean landscape by utilizing K-pop as a vehicle, thus demonstrating the theory of ‘platformed glocalization’. After several failed attempts to enter the Korean market – having been stigmatized as a ‘vulgar Chinese app’ – TikTok Korea eventually launched a successful event series known as ‘TikTok Stage’ to leverage on the gaps in the K-pop market arising from the COVID-19 pandemic. While ‘platformization’ has been studied as the pervasive reach and impact of platforms on cultures, we showcase the potential for a variant that we term ‘platformed glocalization’, usually observed when domestic market cultures and their associated socio-politics are particularly strong. We investigate K-pop stars and fans’ ‘promotional labour’ during the events, which is essential in the process of platformed glocalization. We discuss how the mainstream entertainment industry and newly emerging social media platforms work in tandem to produce a market-specific mobilization of digital cultures.

A research competing model of organizational culture, organizational learning, management innovation and NPD: Evidence from technology firms

This study aims to develop a competing model to identify the best-fitting culture type in the relationship between organizational learning, management innovation, and New Product Development (NPD) performance, and it also aims to explore the moderator role of organizational culture in this relationship. The study collected data from 661 employees through survey methods from 234 firms in Turkey and tested with Structural Equation Modelling (SEM). The research shows that, despite the acceptable goodness of fit indices for each type in comparing four culture types, the market and adhocracy culture model is the best-fitting model and performs better with the best goodness of fit. In addition to the fact that the market and adhocracy cultures have partial moderator effects on the relationship between organizational learning, management innovation, and new product development, the study explains the relationship between organizational learning, new product development performance, and management innovation within a competing model based on organizational culture. It also provides a framework for firms to prioritize new product development to decide which cultural structure to choose.

ORGANIZATIONAL CULTURE AT UNIVERSITIES: COMPARATIVE STUDY OF INTERNATIONAL PRACTICES

Organizational culture for effective functioning of universities is one of the main prerequisites for ensuring a good environment. Although organizational culture is informal in nature, it can serve as a crucial factor in managerial decision-making and quality enhancement of processes. The current article explores four main types of organizational culture (clan, adhocracy, hierarchy and market cultures) [4] at international higher education institutions (HEIs). By comparing and analyzing the professional literature, it becomes evident that at international HEIs clan organizational culture is more vivid. Even if other types of organizational culture are mostly adopted by universities, they still strive to have a clan organizational culture. Clan culture fosters a sense of cohesiveness and connectedness among members, and, respectively, enhances their ownership and organizational commitment. In a clan culture, everyone collaborates for the betterment of the organization, making it easier to make collective decisions that are best for the group.

Human Resource Management Strategy: Organizational Culture on Local Government Agency in using IT Governance System

Nowadays, much attention is directed to IT in order to facilitate better human resource management and improve decision-making results with the factors that influence it, such as the cost of using ICT, setting regulations and the implications of reporting standards that are accurate and comprehensive, and the need to deal with increasing rate of change in organizations. IT governance is one of the main concerns of public organizations today, which seek to gain value from their ICT implementation and create a competitive advantage. Within an organization, the habit of using the IT governance system becomes the part of work culture of human resource management itself and is often associated with the organizational culture. Organizational culture as human resource management strategy is one of the various factors that influence IT governance performance in organizations. However, this topic needs a lot of in-depth research, especially in the public sector. In describing the profile of organizational culture, this research uses quantitative methods through OCAI questionnaires and semistructured interviews as a qualitative approach with the total sampling. The results of the research show that the current organizational culture on the selected local government agency during the adoption of IT governance system was dominated by the market culture. Whereas, the preferred organizational culture for the future is the adhocracy culture.
 Keywords: organizational culture, organizational culture assessment instrument, IT governance, cultural analysis on IT governance

Linking Organizational Culture to Employee Creativity: Mediating Role of Psychological Well-Being

The purpose of this study was to investigate whether organizational culture is related to employee creativity and whether employees' psychological well-being has a mediating role in this relationship. In order to achieve this aim, data were collected from 310 employees working at the IHH Humanitarian Relief Foundation using the questionnaire technique. Hypotheses were tested with linear regression analysis. The findings showed that market, clan and adhocracy cultures were positively associated with employee creativity. However, it was seen that hierarchy culture had a negative relationship with employee creativity. In addition, it has been understood that psychological well-being mediates the relationship between market culture and employee creativity. It has been revealed that there is a negative relationship between market culture and psychological well-being in the mediation relationship, and a positive relationship between psychological well-being and employee creativity. As far as is known, these relationships have been examined in a single model for the first time. For this reason, it is believed that the findings have valuable insights in terms of practice and theory.

Can Organizational Culture Encourage Corporate Social Responsibility and Improve Environmental Performance in [B]³ Companies?

Organizational culture is one of the resources used by companies to obtain competitive advantage and organizational sustainability, whether by financial, social or environmental efficiency (Chatman & O’Reilly, 2016; Dyck et al., 2019). Another resource that is being encouraged to try and achieve sustainability is Corporate Social Responsibility (CSR), which can be facilitated or inhibited by organizational culture (Leandro & Rebelo, 2011; Shanak et al., 2020). Therefore, this study aims to analyze the relationship of organizational culture and CSR practices on environmental performance in companies listed on [B]³ (Brasil, Bolsa, Balcão), São Paulo’s stock exchange. The results indicated that there are no direct relations between organizational culture, environmental performance and the mediating effect; however, at the significance level of 10%, companies with high polluting potential become more harmful to the environment when there is a predominance of market and hierarchical culture.

Analysis Of Enhancement Of Employee's Performance Strategy Through Mapping Of Organizational Culture In KPKNL Sidoarjo

This study aims to analyze strategies to improve the performance of employees through mapping the organizational culture in the Office of State Assets and Auction (KPKNL) Sidoarjo. The method used in this research is descriptive method with quantitative approach. In this study the primary data were obtained from the questionnaire Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn. In OCAI, the cultural type of an organization will be mapped into 4 (four) quadrants: clan culture, ad- hocracy culture, market culture and hierarchy culture measured through 6 main dimensions. The results show the organizational culture in KPKNL Sidoarjo today and organizational culture is expected to require changes but not significant. The strategy needed to improve employee performance is to improve clan culture and ad- hocacy culture by doing more emphasis on intimacy and emotional bonding for sharing and teamwork as well as fostering enthusiasm for innovation.

Analyzing the Impact of Organizational Culture on Performance: A Study of Public and Private Hospitals in India

This study aimed to analyze the impact of organizational culture on performance in public and private hospitals in India. A mixed-methods research design was used, involving a survey of hospital employees and interviews with hospital managers. The Organizational Culture Assessment Instrument (OCAI) was used to measure the four types of organizational cultures: clan, adhocracy, market, and hierarchy. Performance was measured using a composite score of patient satisfaction, clinical outcomes, financial performance, and employee satisfaction. The results showed that hierarchical culture was predominant in both types of hospitals, followed by clan, market, and adhocracy cultures. Private hospitals outperformed public hospitals in terms of overall hospital performance and employee satisfaction with the organizational culture. The findings suggest that healthcare managers and policymakers in India need to adopt more flexible and collaborative approaches to management, address the systemic issues facing public hospitals, and improve the work environment and employee engagement in public hospitals. Further research is needed to explore the relationship between organizational culture and other outcomes, such as patient satisfaction and clinical outcomes. The study adds to the growing body of literature on organizational culture in healthcare and provides valuable insights for healthcare managers and policymakers in India.

RESOURCE VALUE CO-CREATION IN RETAIL: INTEGRATING SERVICE DOMINANT LOGIC OF MARKETING AND CONSUMER CULTURE THEORY

To establish the framework for the research of the value co-creation process in the retail sector, the study merges the Service Dominant Logic of Marketing (S-DL) and Consumer Culture Theory (CCT). S-DL is widely adopted, criticized, developed, and coupled with many disciplines on a global scale. This logic heavily relies on the concept of value co-creation (VCoC), which outlines the overarching objective of marketing interactions and partnerships. S-DL offers a framework for actors' actions and reactions when they collaborate to integrate resources with the intention of creating experiences. Further, thirty-eight interviews were conducted to find out the type of resources that are part of cocreated retail process. The study found out two main resources hard skills and soft skills. The largest frequencies scored was by soft skills. Further, hard skills got four sub themes. They are availability of the stock and on logging it on e-live, smooth operations, marketing research, evaluation and comparison with other brands, and good understanding and knowledge about the products they are selling. However, soft skills depicted thirteen sub themes. They are selling, vision, see the picture in long term, innovative people, adaptable, fresh ideas and new way of doing things, communication, build relation, judge the psychology of customer, creating value, experience to co-create value, try to build a good relationship, and honesty and integrity.

Gamification as an innovation: a tool to improve organizational marketing performance and sustainability of international firms

PurposeThis study aims to investigate an under-researched area, an international marketing perspective, based on international dynamic capability, environmental sustainability and organizational marketing performance in gamification and non-gamification-based organizational culture (OC). This paper deepens the understanding of gamification-based and non-gamification-based OC influence on innovation capability and environmental and organizational marketing performance through the theory of organizational creativity and the theory of administrative behavior (AB).Design/methodology/approachThe authors collect data from firms that abide by the ISO 14091 certifications to ensure the proper quality standards. Primary data from 384 firms are used to test the hypotheses. The results would help firms invest in technological solutions by practicing creativity over time. Additionally, the study helps explore how AB is critical in steering technological creativity for making firms climate-conscious.FindingsThe study's findings identified that OC has a positive influence on technological innovation capabilities and environmental innovation capabilities. Technological innovation capabilities have a beneficial impact on environmental sustainability. Environmental sustainability appears to have a substantial correlation with technological innovation skills. Environmental innovation capabilities positively impact environmental sustainability and organizational marketing performance. A moderating effect of gamification on the international dynamic capabilities within a relationship between organizational culture and environmental innovation capabilities exists.Originality/valueThe investigation is confined to understanding how gamification-based and non-gamification-based organizational marketing culture affects innovation capability, environmental sustainability and organizational performance through the lens of theory of organizational creativity and theory of AB.

An Investigation of Teachers’ Perceptions of School Competitiveness and Organizational Work Environment in a Rural Area

School choice is expected to generate competition and thereby lead to organizational improvements. Using teachers’ original survey responses, this study uses the market culture within the competing values framework and finds substantial variation in how rural schoolteachers perceive competitive pressure and school climate. When we restricted our analysis to teachers from low-income schools, the relationship between competition and work environment is amplified for some organizational climate variables. Findings, which suggest that higher levels of perceived competition are associated with somewhat higher morale and stronger organizational cultures, are important for school leaders and policymakers.