Model Of Organizational Culture Research Articles

Implicating Communication: An Analysis of the US House Committee on Transportation and Infrastructure's Investigative Report of the Boeing 737 MAX Crises

ABSTRACTThe Boeing 737 MAX crisis, which started in 2018 and continued in 2019, has drawn researchers to investigate the events preceding and after the deadly crashes. The two accidents involving Lion Air Flight 610 and Ethiopian Airways Flight 302 raised safety concerns over one of Boeing's flagship airplanes, the 737 MAX, occasioning a global grounding of the famous airplane. This study delves into the investigative report produced by the US House Committee on Transportation and Infrastructure concerning the design, certification, and manufacturing of the 737 MAX. The study utilized qualitative analysis to examine the implicit yet impacting communicative elements embedded in the report. Through the analysis, the study identified patterns of organizational culture, corporate power or hegemony, and capitalism as emerging themes that may have contributed to the catastrophic accidents in 2018 and 2019. Implications for the Trans‐MOC model of organizational culture are discussed.

Budaya Organisasi Penanganan Pembiayaan Murabahah Bermasalah

This research examines the factors that cause problematic murabahah financing at BMD Syariah Barat Magetan, and discusses the organizational work culture that is effective in finding solutions to resolve them. This research is field research using qualitative methods. The results of the research show that there are 2 factors that cause financing problems, namely internal factors originating from managerial and governance from the institution, and external factors originating from the customer's economic conditions. This research explains that there is an effective organizational work culture model to reduce the number of problematic murabahah financing, namely rescheduling and the most dominant one is billing customers' homes outside of working hours

Understanding Organizational Culture through Schein's Model

This article explores Edgar Schein's influential model of organizational culture and its application for business leaders seeking to assess and influence culture within their industries. Schein defines culture as having three levels - artifacts, espoused values, and basic underlying assumptions. By examining culture through this framework, leaders gain a nuanced understanding of both visible and unconscious drivers of employee behaviors and organizational dynamics. The article discusses how leaders can analyze each level of culture and provides industry examples from healthcare and higher education. It argues that understanding culture's deeper roots allows leaders to intentionally shape artifacts and espoused values in a way that aligns all levels and helps evolve basic assumptions over time. Using Schein's model, leaders are equipped with a practical tool for purposefully examining and impacting their unique organizational culture to cultivate high performance, fulfill missions, and drive business success.

Analysis of the Impact of Digital Communication Tools on Organizational Culture and Communication Effectiveness Within Enterprises

The issue of improving the organizational culture of enterprises is becoming increasingly relevant in light of the need to enhance the effectiveness of human resources policy and employees’ motivation. Being aware of the importance of developing organizational culture and the effectiveness of internal communication, managers of enterprises very rarely have an information basis for a model of their effective construction. The study aims to analyze the current role of digital transformation tools within the communication process to optimize organizational culture and increase communication effectiveness. The research was conducted using the general methods of scientific cognition, in particular, analysis and synthesis, induction and deduction, abstraction, specification, and formalization. The study identified the potential of digital communication tools for the cultural and communication optimization of companies. The authors have analyzed the factors of insufficiently effective development of organizational culture. The article substantiates the need for the synergy of process, system-behavioral, adaptive-situational, psychodynamic, and competence approaches. The authors have proposed ways of digital transformation of organizational and communication culture. Based on this, the main vectors for optimizing the concept of organizational management of the transformation of the communication sphere of companies have been identified. It has been proved that the conceptual model of an effective organizational culture is based on long-term measures to implement the strategic goals of enterprise development through continuous self-development and continuous improvement of communication skills using modern and innovative digital tools.

Developing a Performance Management Support System for Employees with Hidden Disabilities

Abstract This document outlines a strategy for the Aero Missile and Defense Conglomerate (AMDC) to support employees with hidden disabilities, following a survey revealing that 40% of employees have such conditions. GK Consulting proposes a performance management support system focused on education, accommodations, and Americans with Disabilities Act (ADA) compliance. Key components include Data Collection - surveying prevalence and types of hidden disabilities, and assessing current accommodations; Accommodations - implementing flexible work schedules, customized communication methods, assistive technologies, and mental health support; Leadership - applying transformational leadership to foster an inclusive workplace; Organizational Culture - using Schein’s Organizational Culture Model to align values with disability inclusion; Change Management - employing Kotter’s Eight-Step Change Model for sustainable implementation; and PESTEL Analysis - considering external political, economic, social, technological, environmental, and legal factors. The strategy aims to create a supportive and inclusive environment, enhancing AMDC’s culture, driving innovation, and positioning the company as an inclusive employer where all employees can thrive.

Prevailing Organizational Culture Strategies in Public Primary Schools in Rorya District Council, Tanzania

The study investigated the prevailing organizational culture strategies in public primary schools in Rorya District. The study was guided by cultural dimensions theory and organizational culture model. The study employed pragmatism research philosophy and concurrent triangulation mixed research design. The target population comprised Chairpersons of School Management Committees, teachers, and heads of schools. Questionnaires and interviews were used for data collection. To ensure validity and reliability, various strategies were implemented, including expert reviews, member checking, Cronbach’s Alpha, and pilot studies. Data analysis involved descriptive statistics and thematic analysis. Ethical considerations were addressed through obtaining approvals from relevant authorities. The study found that the organizational culture in public primary schools in Rorya District is generally perceived positively by teachers, with strong support for collaboration, shared values, teamwork, and effective communication. The culture also fosters a sense of belonging and commitment to school goals. However, areas such as continuous learning and professional development were rated slightly lower, indicating potential opportunities for improvement. The study recommends strengthening collaboration, teamwork, and a sense of belonging in Rorya District's public primary schools while enhancing continuous learning and professional development to further support teachers and align with effective organizational culture practices.

From pioneers to pensioners: Addressing aging populations in Israeli kibbutzim

The kibbutz (pl. kibbutzim), deeply rooted in Israeli culture and history, plays an important role in the nation’s narrative as a symbol of communal living and collective values. As demographics shift, the Israeli kibbutz system, originally designed for younger society, is now becoming attractive also for the elderly people. The main aim of this paper is to examine the Israeli kibbutzim’s organisational culture in the context of challenges arising from ageing society. Drawing on Edgar Schein’s three-level model of organisational culture, the research sheds light on the shared services provided for the elderly, their participation in community life, decision-making processes, and the overall attitude of the kibbutz towards its older members. The study contributes to broader discussions on ageing, silver economy, community welfare, and sustainable development. First, a multi- modal approach in collecting and analysing data has been applied by using literature, documents, and statistics concerning all 266 Israeli kibbutzim identified at the end of 2023. In the second phase, the survey questionnaire with each question intentionally designed to reflect particular issues within Schein’s model was conducted in randomly selected settlements. Responses provide valuable insights into the dynamic interplay of traditional communal values and their modern adaptations. Schein’s model has proven practical in unravelling the complex tapestry of cultural elements that define kibbutzim, showcasing their unique blend of tradition and modernity.

THE IMPACT OF SMALL AND MEDIUM-SIZED TOURISM ENTERPRISES DIGITAL TRANSFORMATION ON THEIR COMPETITIVENESS

At present, China's economy has shifted from a high-speed growth stage to a high-quality development stage. At the macro level, high-quality development takes the form of high-quality economic development, while at the micro level, it manifests as high-quality enterprise development. High-quality enterprise development is the foundation of high-quality economic development. This study explores the mechanism of the digital transformation of small and medium-sized tourism enterprises in terms of their competitiveness and analyzes the regulatory role of environmental uncertainty in the relationship between digital transformation and corporate competitiveness. From the perspective of tourism enterprises, it is necessary to improve the level of data application capabilities, build a digital talent training system, and transform organizational culture and management models; from the perspective of the government, it is necessary to improve the top-level design of digital transformation, build a favorable digital environment, and increase government support.

Model of Good Corporate Governance and Islamic Organizational Culture in Improving Employee Performance through Job Satisfaction

Model of Good Corporate Governance and Islamic Organizational Culture in Improving Employee Performance through Job Satisfaction

Redefining Organizational Culture for the Digital Age: A Model Proposal for Digital Organizational Culture

As technology breakthroughs and digital innovations continue to transform business environments, traditional organizational cultures are frequently found insufficient in promoting the innovative thinking, agility, and resilience needed for long-term success. This article presents a comprehensive framework for rethinking organizational culture in the digital age. The model is designed to help organizations navigate the complexity and take advantage of the digitalized economy's opportunities. Based on Schein’s organizational culture model, this study thoroughly examines existing literature to identify the essential elements of a digital culture framework. The suggested model prioritizes incorporating digital tools and mindsets at all levels of the organization, creating an atmosphere that promotes experimentation, cooperation, and a proactive approach to survive in the digital era. Furthermore, the study explores the crucial elements in promoting and integrating digital values, the function of human resource practices in facilitating the growth of digital skills, and the influence of digital culture on achieving a competitive advantage in the digitalized economy. By highlighting the crucial interaction between technology, people, and organizational processes, this study seeks to assist organizations in redefining their culture to thrive in the digital era by offering practical insights and a structured framework.

Analysis of the Impact of Digital Communication Tools on Organizational Culture and Communication Effectiveness within Enterprises

The issue of improving the organizational culture of enterprises is becoming increasingly relevant in light of the need to enhance the effectiveness of human resources policy and employees’ motivation. Being aware of the importance of developing organizational culture and the effectiveness of internal communication, managers of enterprises very rarely have an information basis for a model of their effective construction. The study aims to analyze the current role of digital transformation tools within the communication process to optimize organizational culture and increase communication effectiveness. The research was conducted using the general methods of scientific cognition, in particular, analysis and synthesis, induction and deduction, abstraction, specification, and formalization. The study identified the potential of digital communication tools for the cultural and communication optimization of companies. The authors have analyzed the factors of insufficiently effective development of organizational culture. The article substantiates the need for the synergy of process, system-behavioral, adaptive-situational, psychodynamic, and competence approaches. The authors have proposed ways of digital transformation of organizational and communication culture. Based on this, the main vectors for optimizing the concept of organizational management of the transformation of the communication sphere of companies have been identified. It has been proved that the conceptual model of an effective organizational culture is based on long-term measures to implement the strategic goals of enterprise development through continuous self-development and continuous improvement of communication skills using modern and innovative digital tools.

ორგანიზაციული კულტურის განვითარების ხელშემწყობი ფაქტორები და თანამედროვე მიდგომები

Organizational culture development, focusing on facilitating factors and modern approaches within Georgian organizations is an important factor. Organizational culture holds fundamental importance for organizational functioning, influenced by decisive factors extending beyond the economic sphere into social and political contexts. Consequently, organizations must address these external influences positively in today's world. The development and implementation of organizational culture are crucial for the long-term success and sustainable growth of an organization. However, the concrete execution of these processes often encounters challenges. Over time, leaders increasingly recognize the significance of fostering a healthy organizational culture for successful operation, necessitating the exploration of new, modern approaches and their implementation. The factors and support programs contributing to the establishment of organizational culture are qualification enhancement programs, human resources management strategies, team-building initiatives, and motivational activities and events. Special attention is given to employee evaluation systems, which significantly impacts employee motivation and offers a comprehensive view of employee performance. The integration of modern technology in organizations has brought significant changes in traditional operational methods, facilitating a new level of organizational management. Different models of organizational culture and the methods, strategies, and enabling factors that support their development are explored in the article, even though there isn't a single model for fostering organizational culture that meets the needs of all organizations in terms of content, roles, and functions.

The axiological foundations of innovation in STEM education – A systematic review and ethical meta-analysis

IntroductionValues are crucial in decision-making, including processes related to science and technology, despite scientists often being unaware of them. Because a goal of science, technology, engineering, and mathematics (STEM) is to foster innovation, values have become fundamental in directing science and technology policies and shaping organizational cultures to leverage innovation. However, most research on STEM education has focused on improving performance or access to STEM education while overlooking its axiological configuration. This study analyzes the different value systems emerging in the current literature on STEM higher education and identifies the relevant stakeholders. MethodIn this systematic review and ethical meta-analysis, we aimed to assess the most prominent studies on STEM education and its core values. We followed a Ricoeur-inspired hermeneutical methodology using Atlas ti 8.4.4. Values are identified and classified using a systematic approach to integrate axiological landscapes. ResultsThe literature does not explicitly discuss the value of STEM education for innovation. However, social values appear to be at the intersection and the cornerstone of basic, economic, aesthetic, and epistemic values, as most social values also manifest these four systems. The most common manifestation of the value system is the capability approach to justice, followed by the beauty of recognition and success and, in third place, racism and social disparities. The analyzed literature emphasizes STEM education's social, political, and economic determinants. However, there is an epistemic gap in the indispensable value of innovating and assessing STEM education. ConclusionsWe propose an organizational culture model for STEM education that considers the goals, ends, values, and behaviors of students, teachers, educational institutions, and the government. This model can help fill the axiological gaps in STEM education.

CEBU ASIANA LOGISTICS, INC. LEADERSHIP STYLES TOWARDS CREATING ORGANIZATIONAL CULTURE

This study intent to investigate the leadership style of middle to top managers of Cebu Asiana Logistics Inc. and to create an organizational culture for the organization. The researcher made use of Burnss Transformational and Transactional theory of leadership, Edgar Scheins theory, and Denisons Model of Organizational Culture as its theoretical framework for this research work. This study ascertains the leadership styles of managers and supervisors in the organizational culture of Cebu Asiana Logistics Inc. A significant contribution to understanding this concept of leadership styles is the transformational leadership theory of McGregor Burns which has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory as cited by Purwanto, A. et al. (2020) in their study on the Effect of Transformational and Transactional Leadership Style on Public Health Centre Performance, was developed in the late 20th century by Burns (1978) in his investigation of political leaders. Most of the managers in Cebu Asiana Logistics Inc., are 41 to 45 years old. And the majority are males with bachelors degree holders. They had been with the company for 1 to 5 years of service, and most of them attended seminars in the Maritime Industry Authority and Philippine Ports Authority; Supervisor respondents are mostly belonging to the age bracket of 46 to 50 years; are males and bachelors degree holders. In terms of length of service, they have been working in the company for 1 to 5 years and have attended seminars from the Philippine Ports Authority. Personnel respondents are ages 26 to 30 years old; Majority of them are males, and are bachelors degree holders; They are also working in the company for 1 to 5 years. Based on the significant findings and conclusions of this research, the following recommendations are offered. 1. Managers and supervisors should pursue graduate education and should be given incentives by the company. 2. Managers and supervisors as well as personnel should be given the chance to continuously evaluate the leadership styles and implementation of organizational culture competencies for results that could promote the quality, efficiency, flexibility, and productivity of the whole Cebu Asiana Logistics Inc. system. KEYWORDS: Leadership styles, organizational culture, Transformational leadership, Transactional leadership

Want a More Effective School? Better Start with the Culture

ABSTRACT In this article, the relationships between the nature of the professional leadership culture and student learning are examined according to the professionals’ perceptions. The qualitative case study examined the perceptions of school-level professionals in one elementary school with a reputation for strong results in student learning, regarding the nature of the professional leadership culture and its relationship to student learning. Professional leadership culture is defined by this author as shared assumptions, practices, beliefs and values concerning leadership activities that are understood and practiced among school professionals. E. H. Schein’s (2010) organizational culture and leadership model provided the conceptual framework for the study. The three most common representations of the professional leadership culture included pervasive collaboration among professionals, a culture of trust, and a supportive environment. This study prompts some reflection for theory-building on the connection between the concept of leadership and its role in improving school culture. Policy implications of the study are discussed as they relate to human resources issues and their connection to culture and leadership, priorities regarding personnel supervision and evaluation, standards for a respectful workplace, the institutionalization of trust, open communication, supportive relationships, collaboration, and the anticipation and management of workplace conflict.

Definitions and Models of Organizational Culture

Definitions and Models of Organizational Culture

Research on the Mechanism and Implementation Path of Enhancing Innovation Capability in Manufacturing Enterprises Based on Human-Machine Collaboration

In today's rapidly evolving business landscape, manufacturing enterprises face the challenge of enhancing their innovation capabilities to remain competitive. This research aims to investigate the mechanism and implementation path of enhancing innovation capability in manufacturing enterprises through human-machine collaboration. By examining the case of Xingyu Co., Ltd., this study explores the effects of human-machine collaboration on production efficiency, cost reduction, product quality improvement, and employee innovation potential. Additionally, it discusses the need for further research to explore the long-term impact of human-machine collaboration on innovation capability, the differences in innovation capability among enterprises of different scales and industries, and the relationship between human-machine collaboration and innovation capability in conjunction with other factors such as organizational culture and management models. The findings suggest that human-machine collaboration significantly enhances innovation capability in manufacturing enterprises, and future research should focus on optimizing implementation strategies to enhance competitiveness and sustainable development capabilities.

Relationship Between Coaching Leadership Style and Follower’s Job Performance: Role of Involvement and Consistency as Moderator

The purpose of this study is to explore the relationship between coaching leadership style and followers’ job performance with organizational culture dimensions involvement and consistency as a moderator. The study is based on the combination of work by Daniel Goleman’s theory of emotional intelligence by incorporating its coaching leadership style, the work performance framework by Campbell, and the model of organizational culture by Denison and Mishra. The study follows positivism, explanatory, and quantitative approaches. Data have been collected through questionnaires from 187 respondents. SPSS 20 is been used for Data tabulation and regression analysis and Process 3 is been used for moderation. Results reveal the positive relationship of coaching leadership with task and contextual performances and the negative relationship with counterproductive work behaviors in employees. Moreover, moderation of organizational culture has also been identified in the relationship between coaching leadership with task performance and counterproductive work behaviors. The study further uncovers the moderating role of the dimensions of organizational culture like innovation and consistency on the relationship between coaching leadership and dimensions of job performance. This study will be helpful for managers or decision-makers to realize the importance of coaching leadership in the workplace including the Pharmaceutical sales force.

Structural Equation Modeling Analysis on Associations of Moral Distress and Dimensions of Organizational Culture in Healthcare: A Cross-Sectional Study of Healthcare Professionals

Objective Moral distress is a complex phenomenon experienced by healthcare professionals. This study examined the relationships between key dimensions of Organizational Culture in Healthcare (OCHC)—perceived psychological safety, ethical climate, patient safety—and healthcare professionals’ perception of moral distress. Design Cross-sectional survey Setting Pediatric and adult critical care medicine, and adult hospital medicine healthcare professionals in the United States. Participants Physicians (n = 260), nurses (n = 256), and advanced practice providers (n = 110) participated in the study. Main outcome measures Three dimensions of OCHC were measured using validated questionnaires: Olson’s Hospital Ethical Climate Survey, Agency for Healthcare Research and Quality’s Patient Safety Culture Survey, and Edmondson’s Team Psychological Safety Survey. The perception of moral distress was measured using the Moral Distress Amidst a Pandemic Survey. The hypothesized relationships between various dimensions were tested with structural equation modeling (SEM). Results Adequate model fit was achieved in the SEM: a root-mean-square error of approximation =0.072 (90% CI 0.069 to 0.075), standardized root mean square residual = 0.056, and comparative fit index =0.926. Perceived psychological safety (β= −0.357, p <.001) and patient safety culture (β = −0.428, p<.001) were negatively related to moral distress experience. There was no significant association between ethical climate and moral distress (β = 0.106, p = 0.319). Ethical Climate, however, was highly correlated with Patient Safety Culture (factor correlation= 0.82). Conclusions We used structural equation model to test a theoretical model of multi-dimensional organizational culture and healthcare climate (OCHC) and moral distress. Significant associations were found, supporting mitigating strategies to optimize psychological safety and patient safety culture to address moral distress among healthcare professionals. Future initiatives and studies should account for key dimensions of OCHC with multi-pronged targets to preserve the moral well-being of individuals, teams, and organizations.

Organization Culture and Strategy Implementation Choices in The Ministry of East Africa Community and Regional Development, Nairobi City County, Kenya

Strategy implementation choices adopted by an organization determines the success of strategy implementation. Ministry of East African Community and Regional Development (2018) reports that it has faced various challenges in implementation of its strategies and as such has managed to implement 40% of its strategy plan. East African Community and Regional Development is characterized by low implementation of strategies, and this could be attributed to the existing organization culture. The study sought to investigate effect of organization culture on strategy implementation choices in Ministry of East African Community and Regional Development (EAC&amp;RD). The study’s objectives were to investigate the effects of clan culture, adhocracy culture, market culture and hierarchy culture on strategy implementation choices in the Ministry of EAC&amp;RD. The study was guided by Institutional theory, McKinsey 7S model and Schein’s model of organizational culture. The study adopted descriptive survey design. The target population was 78 employees in the Ministry of EAC&amp;RD. Since the target population was small, the study used a census approach. Primary data was gathered using structured questionnaires1and1key1informant1interviews. The pilot test was conducted in the ministry of industrialization on eight employees. Reliability was tested by Cronbach’s alpha coefficients of 0.7 and above. Validity of the research instrument was tested by expert opinions. The structured questionnaire yielded quantitative data and the key1informant interviews yielded qualitative data. Content analysis was used to analyse qualitative data. Furthermore, descriptive and inferential statistics were employed for quantitative analysis of data. Descriptive statistics included means, frequencies, percentages and standard1deviation. The inferential statistics in this study comprised of regression and correlation analysis. The study found that clan culture had positive and significant effect on strategy implementation choices in the Ministry of EAC&amp;RD. The study also found that adhocracy culture positively and significantly affects strategy implementation choices in the Ministry of EAC&amp;RD. The study established that market culture significantly and positively affects the strategy implementation choices in the Ministry of EAC&amp;RD. Moreover, hierarchy culture has a positive and significant effect on the strategy implementation choices in the Ministry of EAC&amp;RD. The study concludes that clan culture, adhocracy culture, market culture and hierarchy culture significantly affect strategy implementation choices in the Ministry of EAC&amp;RD. Therefore, this study recommends that the management of the Ministry of EAC&amp;RD should ensure continuous improvement in teamwork among all stakeholders participating in strategy implementation. In addition, the management of the Ministry of EAC&amp;RD should support innovativeness and creativity among the employees as a way of improving strategy implementation choices. The study recommends that there should be an increased employee involvement during strategy implementation. Also, the management should ensure that there is effective and frequent communication between employees and the management.