Model Of Organizational Culture Research Articles

Integrated model of organisational culture and succession planning in the context of higher education institutions: a brief review

Integrated model of organisational culture and succession planning in the context of higher education institutions: a brief review

Does organizational culture influence employee productivity at the local level? A test of Denison's culture model in Ghana’s local government sector

There is mixed evidence that low levels of productivity at the local government level are not common with organizations with strong cultures as these are less prone to any externalities. The paper investigated the link between organizational culture and employee productivity from the perspectives of employees of the Sekondi-Takoradi Metropolitan Assembly (STMA) in Ghana. The study used the quantitative approach with descriptive and cross-sectional designs. The simple random and stratified sampling techniques were used to select 132 respondents from the STMA using a self-administered survey questionnaire between August 2020 and December 2020. Denison’s 1984 model of organizational culture was adopted to measure organizational culture while employee productivity was measured by target achievement, available resources and hours of work in a week. With the support of the “SPSS version 22,” the study used descriptive statistics, bivariate analysis and ANOVA tests with hypotheses using standard regression methods. The findings indicate a strong and positive culture of mission, involvement, adaptability and consistency in the STMA. Further, two hypotheses of the study were supported while one hypothesis failed to reject the null hypothesis. However, the relationship between the culture of adaptability and employee productivity was negative but statistically significant; hence, the research hypothesis on this variable was modified to reject the null. Denison’s culture model, which was used to measure organizational culture, was less effective in explaining the variance in the dependent variable as a combined variable.

A Model for Assessment of Organizational Culture Based on a Mixed Approach (Case Study: Kurdistan Provincial government)

The study aim is suggesting an appropriate model for identification and measurement of organizational culture in Kurdistan Provincial government. The research method is a combination of an exploratory sequential design which is at the first level qualitative and then at the second level goes quantitative. The final model at the first level was comprised of 5 dimensions, 14 components and 54 indicators. For modeling, the semi-structured interviews were conducted with experts in the organization where using Fuzzy Delphi Technique the qualitative validation performed. In gathering the data a researcher-made questionnaire at the second level (quantitative) was applied. For quantitative model validation, the first and second order Confirmatory Factor Analysis and Structural Equation Modeling were used. The results indicate that all organizational culture model coefficients in Kurdistan state-government office were significant and acceptable with a confidence level more than 99%.

Exploring Strategies to Establish an Effective Organizational Culture to Enhance Corporate Performance: A Concept Paper

Maintaining an effective organizational culture within the corporate group is indeed a must to enhance organizational performance and shareholder return. A concept is proposed for a qualitative study aimed to explore prominent strategies that one corporate group deploys to establish an effective organizational culture to enhance performance. Denison organizational culture model is served as the theoretical underpinning for the study. “What strategies do senior managers deploy to establish an effective organizational culture to enhance performance” is identified as the research problem of the study in order to bridge the prevailing research gap. The research problem is answered through four research questions. An exploratory single-case study design is used for the study. A purposive sample of 20 senior managers from a leading corporate group in Sri Lanka participate in semi structured face-toface interviews. The study corporate group has 47 companies belongs to six main sectors, which is one of the largest corporate groups in Sri Lanka. The chosen participants conform the criteria of a minimum of 5 years of experience with strategies in establishing an effective organizational culture in the corporate group. The findings of this study would reveal a new model for business managers to enhance corporate performance by establishing an effective organizational culture.

The Impact of Organizational Culture on Educational Sector Workers of Paktika Province of Afghanistan

Organizational culture is a believe system exists among the workers of an organization. Through organizational culture, organizations can be distinguished from each others. It is precious to inform the organization's managers and all workers about the organizational culture. The aim of this study is to find out the presence of organizational culture in educational sector workers of Paktika province of Afghanistan. Daniel Denison's organizational culture model is used in this research. Denison's model has four main aspects (involvement, consistency, adaptability and mission), that an organization must have in order to be an effective organization. In this study, the mixed research method (Quantitative and Qualitative) is used whereas questionnaire and interview tools were used for data collection. The administrative staff of the educational sector of Paktika province (University, Directorate of Education, Directorate of Information and Culture, and Directorate of Olympic), numbering up to 120, has been selected as a statistical population for the research. The results of this research are somehow similar to the previous researches done in Afghanistan. Generally, it is seen that working activities of educational sector staff of Paktika province is influenced by organizational culture. The results of this research show that, based on Denison model of organizational culture, educational sector workers of Paktika province has 65% of effective organizational culture and the mission aspect was potent than other aspects of organizational culture.

Appendix - Are we there yet? A Mapping Study about Digital Transformation of Organizational Culture and Business Models

Appendix - Are we there yet? A Mapping Study about Digital Transformation of Organizational Culture and Business Models

Appendix - Are we there yet? A Mapping Study about Digital Transformation of Organizational Culture and Business Models

Appendix - Are we there yet? A Mapping Study about Digital Transformation of Organizational Culture and Business Models

Worry at work: How organizational culture influences anxiety

Organizational culture profoundly influences how employees think and behave. Established research suggests that the content, intensity, consensus, and fit of cultural norms act as a social control system for attitudes and behavior. We adopt the norms model of organizational culture to elucidate whether organizational culture can influence how employees experience emotions. We focus on a pervasive emotion, anxiety. We propose four important pathways that link organizational culture with anxiety. First, we propose that when norm content is result-oriented, employees must strive for challenging goals with specific targets under time pressure, and are more likely to experience anxiety. Second, when norm intensity is weak, employees do not internalize norms and they engage in deviant behaviors that increase uncertainty and promote anxiety. Third, a lack of consensus about norms commonly creates conflict between factions within an organization and increases anxiety. Fourth, when there is a mismatch between employees’ values and organizational norms and values, the misfit engenders anxiety. Taken together, different features of organizational cultural norms can independently and multiplicatively influence the magnitude of anxiety, which has constructive or destructive effects on performance.

Studying the Impact of Leadership Style on Organizational Culture in New Agencies Under the Ministry of Culture and Islamic Guidance

Purpose: The performance of an organization’s members and its results root in an ethical organizational culture. One of the most critical factors that promote the organizational culture and develop the news agencies is leadership style. Accordingly, the present study aims to evaluate the impact of leadership style on organizational culture in news agencies under the Ministry of Culture and Islamic Guidance. Design/Methodology/Approach: The statistical population includes all employees of news agencies governed by the Ministry of Culture and Islamic Guidance, who were 500 people. Using Cochran's formula and a simple random sampling method, 217 people were selected as a statistical sample. A questionnaire was used to collect the data, and they were analyzed using SPSS software. Findings: The descriptive results of the research showed that the organizational culture average is 74.6%, leadership style average is 66.8%, organizational behavior average is 65.1%, individual behavior average is 52.9%, and internal intention average is 70.9%. Practical Implications: The inferential results of the study also showed that the relationship between leadership style and its dimensions (organizational behavior, individual behavior, and internal intention) with organizational culture is statistically significant. Also, the variables of organizational behavior, individual behavior, and internal intention (as dimensions of leadership style) were significantly effective in the regression model of organizational culture, which could explain 45% of the changes in organizational culture, from that the effect of organizational behavior was more than the other two variables. Originality/Value: This study confirms the positive effect of leadership style on organizational culture in news agencies under the Ministry of Culture and Islamic Guidance, which can improve the working situation.

Study on corporate culture of vietnamese enterprises: An approach of denison’s model

This study was conducted to identify the elements that constitute corporate culture, applying Denison’s organisational culture (DOC) model. The study uses the following data analysis methods: descriptive statistics methods were used to determine the enterprise culture's strengths and weaknesses and the DOC model to assess corporate culture. The results show that the corporate culture scale of the studied business is made up of 12 factors: empowerment, team orientation, capacity development, core values, agreement, coordination and integration, creating change, customer focus, organizational learning, strategic direction and intent, goals and objectives, and vision. The results show that the studied enterprises achieve consistency when building a long-term vision and mission, and stable objectives. According to the DOC model's calculation formula, core values, agreement, coordination and integration are also significantly promoted in the studied enterprises' corporate culture.

Applying competing values framework to Jordanian hotels

ABSTRACT This paper aims at deepening our understanding of organizational values and leadership in 3–5 star rated hotels in Jordan. This would be achieved through using the Competing Values Framework multidimensional instrument, to which 140 individuals responded. Cluster analysis was conducted to categorize responses into distinct groups of clear leadership roles and organizational culture models. The most dominant leadership roles were monitor, innovator, and mentor; also, there was an obvious presence of Open System and Human Relations Models. That was expected since most of respondents were in supervisory and non-managerial levels. Moreover, the absence of the Rational Goal Model indicates that Jordanian hotels should consider motivating staff more through personal achievement, recognition, growth, promotion, and providing opportunities for advancement.

The Role of Organizational Culture and Climate for Well-Being among Police Custody Personnel: A Multilevel Examination.

United Kingdom Police custody is one of the most challenging of work environments, liable to excessive demands and reduced well-being. Being difficult to access, it is also a much-neglected area of research that has focused on one or two roles, rather than the full range available, and on individual-level research, rather than a more comprehensive multilevel understanding of how organizational culture and climate can simultaneously influence a range of well-being outcomes. The present longitudinal study explored all types of roles, in both the public and private sectors, across seven English police forces and 26 custody sites (N = 333, response rate 46.57%, with repeated returns = 370). The Integrated Multilevel Model of Organizational Culture and Climate (IMMOCC) was applied to examine the organizational-level influences on individual well-being. Results indicated that (1) custody sergeants were most vulnerable to low well-being, followed by publicly contracted detention officers; (2) shared leadership (a source of team cohesion) was linked to four of six well-being outcomes; (3) two sub-components of culture reflected tensions never acknowledged before, especially in respect of role; and (4) reverse relationships existed between well-being outcomes and the dimensions of culture and climate. The findings inform practical recommendations, including resilience training and the need to raise the status of police custody, while also highlighting concerns about private sector scrutiny that may be relevant to other professions.

"It Was Definitely an Eye-Opener to Me"-People with Disabilities' and Health Professionals' Perceptions on Combining Traditional Indoor Rehabilitation Practice with an Urban Green Rehabilitation Context.

Research points to the health benefits of rehabilitation in urban green spaces. Nevertheless, more studies indicate complexity of utilising urban green spaces in an established health system context. An understanding of challenges related to rehabilitation in urban green spaces remains unaddressed. Therefore, the aim was to describe and analyse people with disabilities’ and health professionals’ perceptions on combining traditional indoor rehabilitation practice with an urban green rehabilitation context. The interpretive description methodology was applied supplemented by Edgar Schein’s Model of Organisational Culture. Three online focus group interviews were conducted with people with disabilities (n = 4) and health professionals (n = 10). Three interrelated themes formed an understanding of rehabilitation practice in an urban green rehabilitation context: “ambivalence due to contextual change”, “negotiating rehabilitation assumptions” and “expanding the frame of rehabilitation”. Expanding the frame of rehabilitation to an urban green context may provide a basis for enhancing compatibility to everyday life for people with disabilities and still accommodate structural quality standards of professional rehabilitation practice.

School staff perceptions on education for sustainability and sense of community as reflected in an elementary school culture in Israel

Promoting education for sustainability (EfS) within schools requires adopting a whole-school approach for organizational change. In this study, we adopted Schein’s (1985) organizational culture model in school context, which includes three levels: artifacts, espoused values and basic underlying assumptions. Since sense of community is an important component in school culture, we explored the relationships between EfS, school culture and sense of community. Our findings indicated that the elementary-school staff felt committed to EfS and to their school community at all levels of school culture and every level served as a stable platform for the development of the next level. Furthermore, interconnections between artifacts, teachers’ values and underlying assumptions indicated a deep connection between EfS and school culture, which is not common in schools. The study concludes that schools’ investment in their staff’s sense of community is necessary for creating teachers’ commitment to promoting EfS as part of a whole-school approach.

Интервенции стресс-менеджмента на организационном уровне в таможенных органах

It is urgent to develop a complex of primary, secondary and tertiary interventions for stress management, taking into account the specifics of both the models of labor and organiza-tional culture and regulatory recommendations for the implementation of personnel and educa-tional activities in the customs authority. The subject of this study is the methods of stress man-agement interventions at the organizational level in the customs authorities. The work implements diagnostic tools: the McLean Organizational Stress Scale test, the “Coping behavior in stressful situations CISS” technique.

Competing values at public universities: Organisational cultures and job demands‐resources in academic departments

AbstractDiverse influences on national higher education (HE) systems result in variability in organisational cultures in academic workplaces. We implemented the competing values model of organisational culture to explore the departmental cultures at Czech public universities and the workplace perceptions of academics from different cultures. The participants (n = 2,229) completed an electronic questionnaire including the Organizational Climate Measure (OCM) as an indicator of departmental culture. The OCM dimensions were processed by k‐means cluster analysis, with four emerging clusters in the competing values dimensions of internal–external orientation and low–high control. The clusters included self‐actualisation (internal/external, low control), collegial (internal/low control), performance, (external/high control), and fraternity (internal/high control). We argue that the resulting clusters draw from different models of HE governance that historically shaped Czech HE, including state‐controlled, market and academic self‐governance. Work environment variables related to academic leadership were most significant in distinguishing between the clusters, especially along the control dimension.

The competing value framework model of organizational culture, innovation and performance

PurposeInnovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.Design/methodology/approachThe data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.FindingsThe findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.Practical implicationsThe CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.Originality/valueThis paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.

Exploring Relationships among Sustainability Organizational Culture Components at a Leading Asian Industrial Conglomerate

Although it is well recognized that organizational culture is important for ensuring corporate sustainability, most existing models on an organizational culture do not have a sustainability-oriented organizational culture. While a few models about sustainability organizational culture are available, they focus on a particular aspect of the sustainability organizational culture (e.g., strategy, practice). To fill in the gap in the literature, the present study aims at developing a sustainability organizational culture model. It identifies components of a sustainability organizational culture, develops an Integrated Sustainability Organizational Culture model, and explores the model by adopting the case study approach, mixed data collection methods, and the working analytical framework. As an empirical contribution, findings indicate that, through a widely shared organizational culture, the sustainability organizational vision and values drive emotionally committed organizational members to perform corporate sustainability practices that lead to enhanced Triple Bottom Line outputs, satisfied stakeholders, and brand equity. As a theoretical contribution, the empirically endorsed Integrated Sustainability Organizational Culture model provides directions for further theoretical development. Managerial implications are discussed.

Excavating Organizational Assumptions about Cultural Change: The Unintended Consequences of Safety Committee Initiatives

This study contributes to the emerging literature on the interplay between safety committees and employee perceptions of organizational safety culture. Creating, managing and maintaining a safety culture in organizations involves significant investment in the establishment of safety committees. The role of such committees in improving safety culture perceptions has remained underexplored in the safety management and organizational literature.This study addresses that gap and focuses on a safety committee within the facilities management operations of a large American academic institution. The objective is to generate understandings of how a committee can influence organizational cultural change and impact employee perceptions of safety.Using Schein’s organizational culture model as a prism, we unpack the employees’ implicit cultural beliefs. Data from over sixty employee interviews revealed that formation of the Safety Committee resulted in unintended consequences in terms of employee perceptions.Employees attributed most safety-related actions to the committee when, in fact, the managers and supervisors had actually carried them out. Thisoverestimationof committee activities and concomitantunderestimationof managerial actions by employees was an unintended consequence of establishing a committee. Employees, in fact, collectively attributed all positive changes in the organizational culture to the committee. The committee ultimately influenced the employees’ basic assumptions, such change being, according to Schein, a prerequisite for organizational cultural change.This study, therefore, contributes to the literature by proposing that unintended consequences can operate in three different ways to support organizational change. First, unintended consequences can promote positive outcomes; second, they can reveal a new understanding of committees, which under certain circumstances can act as a proxy for management and encourage positive perceptions of managerial commitment. Lastly, unintended consequences can provide a means to detect and ‘excavate’ hidden, implicit assumptions that drive organizational culture’s deepest layers.

Culture of an inclusive educational organization as an indicator of the quality of education in a contemporary metropolis

In modern realities, the design of conceptual aspects of educational inclusion is the actual research problem. The key concept for the formation of an inclusive platform of an educational organization is “organizational culture” which is understood as the result of the complex integrative interaction of the educational process participants and various learning environments created in the space of educational organizations of megacities. The purpose of the present study is to substantiate the need to support and develop organizational culture by different participants, including pupils with health limitations. This naturally removes the restrictions on any kind of support, care, and accompaniment that children with developmental disabilities can receive in an inclusive educational organization to achieve social and academic success. The review presented in the article is based on the analysis of several significant scientific and practical studies on the concerned problem. Following this goal, the article reveals the conditions for building, as well as trends in the development of an inclusive culture in educational organizations, which is necessary for the effective inclusion of the latter in a broader inclusive educational environment. The article emphasizes that different actors need different training to implement organizational culture, which significantly affects the involvement of different learning environments as an incubator in such training. The authors carried out the analysis of the Russian and Western models of organizational culture. Based on the data of foreign studies, the authors show the characteristic features of the European model of an organizational inclusive culture, as well as list the basic principles necessary to form an organizational culture included in the inclusive practice of an educational organization in the Russian Federation.