Organizational Culture Assessment Research Articles

Cameron and Quinn’s organisational culture traits In the context of university-SME cooperation: A qualitative study

Partnerships between universities and enterprises (U-E) have become increasingly important. However, research into the style of organisational culture in these collaborations is limited. Thus, the aim of this study is to identify, using the psychometric tool developed by Cameron and Quinn (1999): OCAI ( Organizational Culture Assessment Instrument), the relevance and style of corporate culture in collaboration between universities and small and medium-sized enterprises (U-SME). We decided to carry out multiple case studies, which involved the cooperation relationships between a Portuguese university and eight incubated SMEs. To obtain the data, semi-structured interviews were conducted with the aim of gaining a deeper understanding of the meaning, importance and type of organisational culture present in U-SME cooperation. The results suggest that a U-SME cooperation relationship can display different cultural traits simultaneously. The coexistence of different cultural types is since organisational culture can be influenced by different factors, such as the nature of the work, the sector in which it operates, the objectives pursued, the hierarchical levels, among others.

ORGANIZATIONAL CULTURE - THE PATH TO A SUCCESSFUL CORPORATION

The essence of every successful business organization is reflected in a good organizational culture, particularly for organizations that operate through a network of branches and subsidiaries. The modern business environment is characterized by dynamism and uncertainty, making organizational culture one of the ways to develop and strengthen the uniqueness of successful operations. Through norms, customs, and an ingrained value system, an organization shapes the thinking and collaboration of its employees. This paper presents an analysis of the organizational culture of a bank branch, utilizing the Organizational Culture Assessment Instrument (OCAI) model for this purpose. Its mission is to provide an overview of the existing and preferred type of organizational culture. The goal is to identify and analyze the characteristics of the organizational culture within the bank's branch using the OCAI model and highlight elements that require further consideration or potential corrective measures.

Perceptions of organizational culture among mental health providers at a Veterans Affairs hospital.

A mixed method approach was utilized to assess the organizational culture of the mental health service line at a large Veterans Affairs (VA) hospital. The goals of the study were to assess the organizational culture, identify how employees differ in perceptions of organizational culture, and identify areas of strength and challenges. Two hundred thirteen participants returned a questionnaire assessing perceptions of organizational culture using the Organizational Culture Assessment Questionnaire (Sashkin & Rosenbach, 2013). Additionally, 22 employees and seven service line leaders participated in five focus groups that assessed for perceptions of culture. Quantitative results suggest that employees had a generally average to high average opinion of the organizational culture of the mental health service line within their VA hospital. Subscale scores suggested that customer orientation was a particular strength of the organization. Relative areas of weakness were that staff felt many decisions were imposed from outside the service line and that hard-working clinical staff were not always sufficiently recognized or rewarded for their actions. In general, demographic variables were not significantly related toward respondent opinion of the organizational culture. Substantial overlap existed between the qualitative and quantitative results. This study suggests that, at this VA's mental health service line, customer service was a strength. However, increased recognition of employees and externally imposed decision-making needed improvement. Although interventions have been implemented in these areas, it would be useful to repeat aspects of this study over time and across different institutions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Analysis of the Influence of Organizational Culture, Transformational Leadership Style and Employee Performance Assessment on Employee Satisfaction at Bio Farma

Bio Farma (Persero) is a state-owned pharmaceutical company that was established in 1890 as a bacteriology laboratory by the colonial government of the Dutch East Indies and has undergone many transformations until it became Bio Farma (Persero) in 1997. This study aims to examine the influence of leadership style, organizational culture, and performance assessment on the satisfaction of permanent employees at Bio Farma. In this scientific paper, the influence of employee participation through latent variables Power Distance Index (FOC1), IDV (FOC2), Masculinity versus Femininity (FOC3), Uncertainty Avoidance Index (FOC4), Ideal Influence (FOC5), Individual Consideration (FOC6), Inspirational Motivation (FOC7), Intellectual Stimulation (FOC8), Validity (FOC9), Approval (FOC10), Reliability (FOC11), Objective (FOC12), Salary (FOC13), Promotion (FOC14), Co-workers (FOC15), Boss (FOC16), and Employment (FOC17). The researcher used Partial Least Square to see the influence between variables by testing the outer model as well as testing the inner model. Penelitian ini dilakukan terhadap 120 responden karyawan Bio Farma. The results of the study show that the three independent variables had a direct influence on employee satisfaction (p-value < 0.05), meanwhile, the simultaneous influence of the three variables showed no real influence (p-value = 0.639) with a p-value limit of < 0.5.

Psychological characteristics of environmental stakeholders and interactions in their social network

This research explores the roles of (1) the stakeholder categories conservation association, land use association, public authority and research group, (2) Organizational Culture, operationalized by the Organizational Culture Assessment Instrument; (3) Environmental Worldview, operationalized by the New Environmental Paradigm; and (4) Environmental Risk Perception, operationalized by the Myths of Physical Nature, in shaping the interactions in the social network of environmental stakeholders in the city and district of Osnabrück in Northwest Germany. First, the study examines the stakeholder categories (1), regarding the expression of the constructs (2), (3) and (4) among them. Second, all constructs (1), (2), (3) and (4) are examined regarding possible correlations with the presence of collaboration and conflict between stakeholders. Our analysis reveals that (1) Stakeholder Categories are significantly correlated with the presence of collaboration, but not of conflict. (2) A significant correlation between membership of a stakeholder category and the dominant manifestation of a particular organizational culture is present, while no correlation between Organizational Cultures and the presence of collaborations or conflicts could be found. Moreover, the study highlights (3) a generally pro-environmental orientation across stakeholders as captured by the New Environmental Paradigm (NEP), indicating a shared foundation for potential collaborative efforts. (4) Analysis of Environmental Risk Perception, through the Cultural Theory’s myths of physical nature, uncovers a widespread preference for the hierarchical myth, suggesting a common perception of environmental risks and resilience. This study emphasizes the importance of understanding psychological and social dimensions in environmental stakeholder management to enhance collaborative efforts towards sustainable development. It highlights the need for management approaches that acknowledge the complex interplay of diverse psychological constructs in driving effective and sustainable collaborations between stakeholders of regional land use, nature conservation, public authorities, academia and other sectors depending on the context. Through its insights into stakeholder interactions, this research contributes to the broader discourse on achieving sustainable development goals through informed, cooperative stakeholder engagement.

Evaluating Organizational Culture with the OCAI: Insights from the Competing Values Framework at PT. SGM

This study analyzes the organizational culture of PT. XYZ using the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). The research employs a quantitative approach, distributing OCAI questionnaires to all employees to evaluate six cultural dimensions: dominant characteristics, organizational leadership, management of employees, organizational glue, strategic emphases, and criteria of success. The findings reveal that PT. XYZ’s current culture is predominantly clan-oriented, emphasizing a collaborative and supportive environment, with significant hierarchical elements reflecting structure and control. However, employees prefer a shift towards a more competitive market-oriented culture, focusing on achievement and innovation. The study recommends adopting a bottom-up approach to enhance employee participation and innovation, as well as implementing transformational leadership to balance the current culture with desired competitive and innovative traits. This approach aims to align the organization’s culture with employee preferences and market demands, fostering a dynamic and innovative work environment for long-term success.

Unveiling the Heartbeat of Healing: Exploring Organizational Culture in a Tertiary Hospital's Emergency Medicine Department and Its Influence on Employee Behavior and Well-Being.

This study examined the organizational culture of an emergency medicine department (EMD) in a tertiary hospital in Karnataka, India, using a prospective cross-sectional design from January to February 2024. It aimed to identify the predominant and supporting organizational cultures within the EMD and their influence on employee behavior and well-being, including job satisfaction, burnout, stress levels, and coping strategies. A total of 82 participants, including physicians, emergency medical technicians, and nurses, completed the Organizational Culture Assessment Instrument (OCAI) and a self-designed questionnaire. Ethical clearance was obtained (IEC2-656). Clan culture emerged as the dominant culture (73.17%), emphasizing collaboration and adaptability, correlated with lower stress levels and high job satisfaction (90.78%). Emotional exhaustion was the most common burnout symptom (53.66%). The coping strategies varied, with employees in Clan cultures seeking social support, while those in Hierarchy cultures sought guidance from superiors. This study highlighted the significant role of organization culture in employee well-being and EMD effectiveness, influenced by social values like respect for authority. The limitations included single-setting analysis, an uneven subgroup representation, and a lack of qualitative insights. Future research should involve multiple hospitals and qualitative methods for a comprehensive understanding.

Examining Organizational Culture with OCAI

Abstract This research aims to analyse organizational culture mapping at the Faculty of Economics, University of Borneo, Tarakan. It employs a descriptive quantitative approach and utilizes the Stratified Random Sampling method for sampling. The research sample consists of 93 respondents from the Faculty of Economics, including students, alumni, lecturers, and staff. The analytical method employed is the Organizational Culture Assessment Instrument (OCAI), with the assistance of Microsoft Excel 2010. The research findings reveal that the current dominant organizational culture profile is the Clan culture, emphasizing HR development, loyalty, and the organization's familial function. Additionally, the Hierarchy culture, characterized by a structured work environment and stringent controls, also holds prominence. Conversely, the anticipated organizational culture profile underscores maintaining the Clan culture while embracing new cultural shifts in the future, particularly towards an Adhocracy culture. This culture emphasizes fostering a dynamic work environment that encourages members to freely explore and express creative ideas, fostering innovation. JEL classification numbers: J43. Keywords: Organizational culture, OCAI Mapping.

The Effect of Organizational Culture on Job Satisfaction in Jordanian Tourism Public Sector

Objective: The significance of this study comes from the lack of previous direct discussion on improving organizational culture and job satisfaction in tourism public sector. It aims at identifying dominant organizational cultures in the Jordanian Ministry of Tourism and Antiquities, and to statistically test their influence on job satisfaction among the employees working in this public entity. Methods: A questionnaire was used to collect responses of 200 employees in the centre and branches of Jordanian Ministry of Tourism and Antiquities, where stratified proportional sampling was adopted. Besides the demographic section, there were two sets of questions derived from Organizational Culture Assessment Instrument developed by Quinn and Cameron, and the Job Satisfaction Survey by Spector. Both descriptive analysis and Structure Equation Modelling were manipulated to achieve the study objectives. Results: All organizational culture dimensions were of insignificant influence on job satisfaction; the highest regression coefficient was for management of employees, while it was the lowest for dominant characteristics, and organizational glue. The “clan” and “adhocracy” turned out to be the dominant organizational cultures. Conclusion: The insignificant influence of organizational culture on job satisfaction could be due to the bureaucratic nature of the public sector, where high levels of control, centralism and inflexibility assumingly exist. This study has significant contributions to decision makers since they would recognize more the need to make the work environment more rewarding and achievement oriented. Moreover, researchers have shed more light on organizational values and cultures influencing work performance in developing countries.

Measuring innovation culture in an organization using the organizational culture assessment instrument

Measuring innovation culture in an organization using the organizational culture assessment instrument

Identifying Corporate Culture Using the Organizational Culture Assessment Instrument

Research background: Corporate culture undoubtedly plays a crucial role in successfully overcoming the challenges associated with modern trends in today's business environment. Corporate culture is an incredibly fascinating field within organizational management. It requires investigation, as it is not static but evolves and adapts over time. Purpose of the article: The aim of the article was to define the type of corporate culture by identifying both the current and desired corporate culture. Additionally, the study examined the differences in values related to corporate culture. Methods: The Organizational Culture Assessment Instrument was utilized to identify the current and desired corporate culture. This methodology evaluated the company's underlying values and related assumptions, providing a realistic representation of its culture. Findings & Value added: The key conclusions is that in the wood industry, companies were perceived as highly personalized environments, resembling close-knit families where employees frequently interacted and shared commonalities. Alongside mentoring, facilitation, and support, effective management also emphasized cooperation and functional teamwork. Formal rules, loyalty, and mutual trust played a significant role in maintaining cohesion within the company. Employee development, trust, openness, and solidarity were emphasized. Success was based on human resource development, teamwork, employee engagement, and interest. The dominant corporate culture in the wood industry was clan corporate culture. Therefore, leadership based on mentoring, facilitation, and support should be prioritized. The valued added is the finding that the clan corporate culture should continue to prevail in wood industry companies for the next 5 to 10 years. Therefore, it is recommended teamwork, consensus, and a sense of belonging should continue to be prominent in the wood industry's future. Loyalty and mutual trust should be key elements in maintaining company unity. Employee development, trust, openness, and solidarity should also be consistently implemented, along with human resource development, teamwork, employee engagement, and interest. These findings can assist managers in their management practices.

1E4-1 Implementation of safety-focused Organizational Culture （Culture for Safety) assessment

1E4-1 Implementation of safety-focused Organizational Culture （Culture for Safety) assessment

Linking School Culture to Successful Curriculum Reform

This study focused on the connection between organisational school culture and the success of curriculum reform. Utilizing a sample of 348 teachers in 25 Swiss schools, we investigated how different school culture types correlate with teachers’ perceived success of the current process of implementing the “Media and Information Literacy” curriculum. We found that the school culture type Clan is the most dominant across the schools and found a negative connection between the school culture type Hierarchy and teachers’ perceived reform success. An exploratory cluster analysis was used to identify further profiles of school culture that were not based on the dominant culture but were determined based on the distribution of mean values. Two other profiles were identified in a further procedure: Collegial Associates and Competitive Organisations. These results thus fill a gap in the previous research on school culture that had particularly set out to identify the dominant school culture. Based on the results, we cannot only confirm the validity of the Organisational Culture Assessment Instrument for Swiss schools but also give indications as to which characteristics of school culture types are hindering the perceived success of curriculum reforms from the teachers’ points of view.

Shifting Dynamics of Organizational Culture In Tourism Service Companies In The City Of Surakarta

The aim of this research is to review the dynamics of organizational culture in tourism service companies in the city of Surakarta and also explain the shift in direction of existing organizational culture. In conducting this research, the Organizational Culture Assessment Instrument (OCAI) was used to assess the condition of the actual company culture and the preferred culture that the company desires to have. It also measures the six dimensions of OCAI and assesses the cultural characteristics of the three samples of tourism service companies in the city of Surakarta. The results of this research show that currently the cultural profile of the three tourism service companies in Solo tends towards a fairly large clan culture pattern and secondly this is followed by a hierarchical culture which also dominates. Meanwhile, the culture that is expected in the next 5 years has shown that the cultural tendencies of hierarchy, adocracy and also the market, considering that in these three patterns of cultural tendencies, considering that the relationship is quite intense and sustainable in accordance with the hierarchical rank levels in each company, will provide greater benefits. intense and certainty in the future of the company regardless of the clan in the three tourism service companies and also some hopes to be increasingly able to compete innovatively by utilizing existing information technology and providing new services to consumers in accordance with what is in the culture adocracy and also culture in the market which is projected for the next 5 years along with a hierarchical culture.

A new mechanism for crisis management success

AbstractThe goal of this study is to present a thorough analysis of the ways that organisational culture (OC) and risk assessment competencies of leaders affect the creation of strategic frameworks, especially about high‐quality crisis decision‐making. A self‐administered questionnaire was distributed to 436 organisational personnel; 304 valid responses were received, and these were analysed using variance‐based structural equation modelling. The findings show that OC, leadership risk assessment and a strategic management plan (SMP) are favourable predictors of high‐quality crisis decision‐making. According to this research, every variable strengthens the link between SMP quality and crisis decisions. The study is supported by an integrated method for understanding complex organisational facts. Practical ramifications for leadership development include strengthening leaders' capacity to appraise risk, considering OC and employing an SMP to guarantee that, when making sound crisis judgements, they are both innovative and compliant with organisational ethics.

Organizational culture of Colegio ng Lungsod ng Batangas: npiut to institutional policies

This study aimed to identify current organizational culture in Colegio ng Lungsod ng Batangas so that congruent institutional policies may be developed. Using Cameron and Quinn (2011) Organizational Culture Assessment Instrument (OCAI), the dominant culture was determined. The study adopted descriptive design with a statistical sample of 55 employees on the College. It was found out that the dominant culture of the institution is the Clan Culture which is characterized by values flexibility and internal control. It is an employee-focused culture driven by collaboration, support, and trust. The Adhocracy culture is the least manifested culture, which is characterized by innovation, adaptive and flexible. The study found no significant difference on profile variables with Hierarchy and Market Culture. Conversely, Clan Culture and Adhocracy Culture was found significantly different in terms of gender and age, respectively. The findings and recommendations of this study may be used as a basis when revisiting the college’s institutional policies.

Analysis of Organizational Culture Based on The Organizational Culture Assessment Instrument (OCAI)

The research aims to determine the current and expected culture at the Tasikmalaya City Institute. The research method used is descriptive quantitative, examining organizational culture variables. The instrument used is the OCAI (Organizational Culture Assessment Instrument) measuring instrument, which has been translated. Participants were 31 lecturers and staff. The findings of this research are that the culture currently occurring is a close clan culture characterized by high levels of kinship, collaboration, and prioritizing flexibility, commitment, and cooperation. Meanwhile, the culture expected to occur in the future is a hierarchical culture characterized by a more structured culture, having a formalized system, prioritizing strict, stable, consistent, and efficient control. The Institute can consider taking cultural change intervention steps to address these gaps.

Effectiveness factors of small and medium-sized enterprises from the perspective of corporate culture: A case study in Slovakia

To reach business success, a company can use and manage a lot of seemingly inconspicuous and useful tools. One of them is corporate culture. The purpose of the paper is to define the factors that affect business efficiency from the perspective of corporate culture. The Organizational Culture Assessment Instrument (OCAI) was used. For data analysis, the Beta regression method, inductive statistics, and Tukey’s test were used. Based on the research results, it can be stated that there are significant differences in factors that affect the business efficiency of small and medium-sized enterprises in Slovakia from the perspective of corporate culture. The results show that effectiveness factors typical for clan corporate culture, such as teamwork, communication, loyalty, and human resource development, are applied in small enterprises. However, medium-sized enterprises are dominated by a hierarchical corporate culture with an emphasis on regulations, procedures, stability, control, and accuracy of management. It can be concluded that clan corporate culture is the best type of corporate culture for small and medium-sized enterprises in Slovakia. It is recommended to see the success of the enterprise in relation to caring for the people because employees represent a strategic tool in management that can influence the effectiveness of all business processes.

ANALYSIS OF METHODS OF LEADERSHIP INFLUENCE ON CONFLICT RESOLUTION IN ORGANIZATIONS

The article analyzes the methodological tools used by organizational leaders to resolve conflict situations.The relevance of the study is due to the problem of the inevitability of conflict situations between employees in any organization. It has been noted that dysfunctional conflicts lead to time and financial losses, reduce productivity and cause stress among staff. Attention is focused on the leader's task: to be able to predict emerging, prevent emerging and resolve conflicts that have occurred. Six methods of resolving conflict situations are analyzed, described and collected in a table: mediation or mediation tools;general (ideal) model of conflict management; institutionalization and conflict reduction; authoritarian method;partner method;assessment of organizational culture. It is concluded that in order to resolve conflicts between employees, the leader must have the skills and knowledge of conflict management and be able to use different methodological tools depending on the specific situation. In the process of working on the material, the significance of the leader’s influence on resolving conflict situations and possible methods of its influence were revealed.The materials may be useful to future and current managers, as well as anyone interested in knowledge about conflict management.

Management of cooperative banks in Poland in the context of organizational culture - research report

Objectives The main aim of the article was to determine the impact of organizational culture on the effectiveness of managing cooperative banks. The research conducted by the authors focused mainly on the internal mechanisms functioning in these organizations, such as; leadership style, employee management style, analysis of factors ensuring organizational coherence, defining success criteria and factors motivating employees (often shareholders). Material and methods The methods used in the study included literature analysis and criticism, participant observation, comparisons, case studies, induction and deduction, synthesis. The main research tool was the OCAI (Organizational Culture Assessment Instrument) questionnaire by K.S. Cameron and E. Quinn, based on a competitive value model. The authors also defined the type of organizational culture according to T. E. Deal and A. Kennedy, based on the criteria of the degree of risk and the speed of feedback. 150 entities located in various regions of Poland were deliberately selected for the study. The research sample accounted for 28%. . The research was carried out in 2020 and 2021. Results The obtained results showed that cooperative banks are characterized by an autocratic management style. The autocratic management style does not correspond to the cooperative form. The type of culture indicated by the respondents requires modification consisting in the partial elimination of bureaucracy and autocratic personnel management, downgrading the features of the culture of gamblers and routines. Conclusions From a practical point of view, resolving the dilemma of whether profit is essential the purpose of a cooperative bank's operation has a key influence on the choice of a microeconomic model bank.