Differences In Organizational Culture Research Articles

Influence of Organization Culture on Employee Learning: A Case Study of Transport Company in the UAE

There is a need to fill the gap between adopting the change in organizational culture and employees' readiness to adopt the organizational cultural differences. The present research investigates the effect of organizational culture on the learning tendencies of the workforce. The study adopted a cross-sectional study design. Whereas a self-administered questionnaire was employed to collect data from 100 Sharjah transportation authority employees. The hierarchical model is based on four variables; organizational leadership, the management of employees, success criterion, as well as learning encouragement. Results indicated that organizational leadership and management of employees positively affect the employees’ readiness to change. Organizations with successful organizational cultures develop a high level of preparedness among employees. This domain remains a scarcely studied area for the transportation system, particularly in UAE, despite the vast literature on the subject.

Culture and performance of non-equity alliances in the Tunisian hotel industry

This paper aims to highlight the relationship between cultural differences and the performance of non-equity alliances in the hotel sector with reference to a developing country. The paper employs an empirical investigation based on quantitative analysis. Data were gathered through questionnaires obtained from Tunisian hotels involved in 78 non-equity alliances with foreign partners. The partial least squares (PLS) technique was used to estimate the model. Results reveal that national and organizational cultural differences have a negative impact on alliance performance in this sector. The likelihood of alliance decay is then strengthened. However, national cultural differences do not moderate the relationship between organizational cultural differences and alliance performance. The corporate culture of these hotels could somehow be impervious to local culture. This paper helps fill the void of empirical evidence of the impact of both levels of culture on the performance of non-equity alliances in the hotel industry, which warrants more attention, especially in developing countries.

DETERMINING INFLUENCE OF UNIVERSITY’S ORGANIZATIONAL CULTURE ON THE HIGHER EDUCATION QUALITY

The article describes the conceptual principles of forming the organizational culture of a higher education institution. The conducted research showed the existence of a correlation between the organizational culture of the higher education institution and the quality of its educational services. The concept of organizational culture is interpreted as a set of common values, norms, principles, rules, traditions that unite university employees and its students into a single integrated system, affecting their behavior both in the educational institution and outside of it. There is no universal model of the organizational culture of a higher education institution; specificity of activity, management style, approach to communication with stakeholders etc. – all this causes differences in organizational cultures of different universities. The process of formation of organizational culture is long and dynamic; it is influenced by a complex of exogenous and endogenous factors. The organizational culture allows the participants of the educational process to gain a sense of identity and belonging to a system; it strengthens the trust and deepens the interaction between teachers and students; it develops the set of incentives for innovation, creativity, entrepreneurship and constant improvement of the quality of educational services. The author emphasizes that the organizational culture of a higher education institution motivates teachers and students to take responsibility for the results of their activities, to improve the quality of teaching and learning. The increase in the quality of educational services has a positive effect on the competitiveness of university graduates in the labor market, on the level of satisfaction of employers’ requests for qualified and competent personnel, as well as on the innovative activity of business and the pace of innovative development of the national economy.

Mediating Role of Acculturation on Newcomer Employees Behavior and Performance of Mergers and Acquisitions Process: An Empirical Analysis of Indian Banking Sector

Introduction: New ways of structuring, adopting new technology, and reshaping the role and responsibility in the banking operation have impacted the working conditions as well as the daily lives of bank employees. Acculturation is an emerging concept that may influence the short and long-term success or failure of any organization. Acculturation is firmly connected to Mergers & Acquisitions (M&A) performance because it affects the banking sector’s business value and should be addressed after the merger. Methods: The current study is an attempt to examine the association between newcomer employee behavior and the performance of the M&A process, as well as the mediating effect of acculturation in this relationship. The sample size constitutes 303 newcomers banking employees who have joined the four acquired public sector banks after the mega-merger of six public sector undertaking banks on 1st April 2020. The research paper used CFA to examine the constructs' reliability and validity and used PLS-SEM to test the research hypotheses. Results: According to the statistical findings, new employee behavior and mergers and acquisitions performance were found to be significantly related at p-value < 0.001. Subsequently, acculturation mediates the relationship between newly joined employee conduct and large M&A performance. Conclusion: When a firm goes through the mergers and acquisitions process, they learn that cultural indigestion is a critical issue that influences employee behavior during the M&A process, which is often overlooked by senior management. The study finds out the post-merger problems and failures in the banking industry as a result of organizational culture differences.

호텔의 조직문화가 셀프리더십 및 직무만족에 미치는 영향

Purpose - In order to achieve the purpose of this study, the research was developed by deriving the attributes to be used for the verification of the study through prior research and literature review, and the verification of the hypothesis through empirical analysis.
 Design/Methodology/Approach - As a preliminary analysis, frequency analysis was performed on the demographic status, and reliability analysis was performed to confirm the internal consistency of variables. In addition, exploratory and confirmatory factor analysis and correlation analysis were performed to confirm the conceptual validity of the measured variables. Structural equation model analysis for hypothesis testing was used, and statistical analysis for this study used SPSS 18.0 and AMOS 18.0.
 Findings - As a result of checking the differences in organizational culture according to region (Seoul/Busan) and hotel management type, it was confirmed that there were significant differences in relation-oriented, innovation-oriented, task-oriented, and hierarchical-oriented culture in Seoul and chain management hotels.
 Research Implications - As a result of checking the organizational culture, self-leadership, and job satisfaction according to the hotel management type, it can be seen that chain hotels pursue innovation-oriented culture, and independent hotels are pursue task-oriented culture. Independent hotels, such as the L Hotel and P Hotel, value performance, growth and development, and competition, and become a performance-oriented culture. Through these research results, it is expected that hotel employees can maximize self-leadership through a desirable organizational culture to increase immersion in the jobs and improve competitiveness.

Civil-military cooperation to contain COVID-19 epidemic in Israel- Lesson learned

Abstract Issue Public Health Services (PHS) has a major role in controlling COVID-19. As the epidemic propagated, and due to limited resources, PHS in Israel reached it capacity to contain the outbreak. Following a political decision in June 2020, the Home Front Command (HFC) of the Israeli Army was assigned to integrate in operating the National epidemiological efforts, while the PHS remained responsible for policy, setting guidelines and supervision. Problem The civilian PHS and the military HFC had to establish cooperation, institute new hierarchical structure and divide the responsibility, despite the differences in organizational cultures, financial and human resources. Additionally, inter and intra organizational interests had to be resolved. Results Formal and informal efforts were needed to bridge between the two organizations, while utilizing the comparative advantage of each agency. PHS has experience in controlling outbreaks, well-established intra-organizational communication, high professional identity, commitment and familiarity with different populations in Israel. HFC is a flexible, creative, learning and fast-responding organ, experienced in controlling emergencies and has well-established chains of command. HFC is supported by IT and intelligence officers. Organizational disadvantages had to be resolved. PHS is deficient in resources, has limited capacity in operating staff during irregular hours, and is obliged to share the health leadership and authority with the army. HFC has to confront high rotation of its manpower, difficulty in succumbing to non-military guidelines and regulations and possible mistrust between the army and special populations, such as Arabs or ultra-religious Jews. Lessons Civil-military epidemiological cooperation can boost the National response in containing epidemics. Policymakers from each agency should use leadership skills to encourage integration while being sensitive to the needs and expectations of all participants. Key messages • Civil–military epidemiological cooperation boosts the National response in containing epidemic. Mutual organizational sensitivity is crucial for constructive integration by leaders from each agency. • Civil–military epidemiological cooperation boosts the National response in containing epidemic. Mutual organizational sensitivity is crucial for constructive integration by leaders from each agency.

Clash of sports organization cultures: Differences in table tennis training and coach–athlete relationships between China and Poland

This study focused on Chinese-origin table tennis athletes and cross-national comparisons of sports organization cultures with respect to perceived differences in the training process, competition, and coach–athlete relationships between China and Poland. Interviewed Chinese players and Polish coaches reported adaptation problems of Chinese athletes in Poland and numerous differences in table tennis training, organizational culture, and player–coach relations. Chinese athletes were used to a highly disciplined sports environment and formal relationships with coaches. Most of them reported work experiences in Poland as confounding factors in the organization of the training system and the coach–athlete relationships. These relationships were a source of coaching problems, as well as frustration among athletes. Presented cross-national analyses reveal some of the hidden aspects of sports migrations and the impact of cultural differences. The increasing globalization of sports shows that cultural differences should be considered in coaching education, and intercultural competency should be part of coaches’ continuous professional development.

Birds of a feather: partnerships towards community engagement in South African academic libraries

This paper adopted a qualitative research approach to assess the formation of partnerships towards community engagement (CE) in South African public university libraries. Online interviews with Library Heads and Community Participants as well as focus group discussions with Librarians were the two data collection methods used. Data were collected, analysed and interpreted thematically using ATLAS.ti. Findings revealed that in conducting CE, South African libraries foster several internal and external partnerships. These partnerships help the libraries to bridge the gap between the university libraries and the external communities as well as to strengthen bonds between the libraries and internal communities. Barries to partnerships include lack of commitment, non-sustainability of some partnerships, differences in organisational culture and internal processes, and poor or lack of communication. Strengths include sharing responsibility and resources, and an opportunity to create long-lasting bonds based on mutual benefits and trust. None of the academic libraries have an explicitly stated exclusion criteria for partners which may expose them to the danger of partnering with unscrupulous organisations and individuals. Therefore, it is recommended that, in forming partnerships, academic libraries should develop clear guidelines on the type of organisations and individuals to collaborate with to protect themselves from the possibility of partnering with unscrupulous organisations. Therefore, all academic library partnerships must be based on shared vision and values.

Obtaining and retaining employment post military service: A qualitative analysis of challenges experienced by Australian veterans

AbstractA qualitative investigation utilizing a phenomenology approach via one‐on‐one interviews with 35 veterans was conducted to explore the challenges Australian military veterans have experienced in civilian employment settings. Thematic analysis developed four major themes: starting over, mental health, interpersonal cultural difficulties, and organizational differences. Initiatives aimed at addressing unemployment and underemployment for veterans should focus on preparedness, education, and expectation management for both veterans and civilian employers/colleagues and focus on interpersonal and organizational cultural differences, including structure, teamwork, role clarity and feedback, an understanding of military skills, and reduction of mental health stigma and discriminatory practices.

RESEARCH ON THE RELATIONSHIP BETWEEN THE NEW MODEL OF STATE-OWNED ENTERPRISE REFORM AND PSYCHOLOGICAL IDENTITY AND EMOTIONAL REGULATION

RESEARCH ON THE RELATIONSHIP BETWEEN THE NEW MODEL OF STATE-OWNED ENTERPRISE REFORM AND PSYCHOLOGICAL IDENTITY AND EMOTIONAL REGULATION

Policies in the Context of Humanitarian Emergencies Involving Persons with Disabilities

This paper presents a non-systematic review discussing the representation of people with disabilities (PWDs) in humanitarian emergency policies. This review found a difference between disabilityfocused organizations and organizations not focused on disability. Those not focusing on disability tend not to directly mention PWDs as being a target group for their action. They also present PWDs in a more passive or victimizing role. This may be influenced by differences in organisational culture, as well as by contextual differences in the creation of the non-governmental organizations (NGO’s). NGO’s that have existed for a long time were most commonly created in a charitable or a medical model, whereas more recently created organizations tend to be based on a rights oriented model. Solutions proposed to counteract this problem include involving PWDs and disability advocacy NGOs in all steps of the analysis, planning, policy development, implementation, response and relief, rehabilitation and reconstruction. PWDs should be involved in disaster activities which would in turn allow for a better inclusion of persons with disability in policies and in relief efforts.

Clashes of cultures during crises: coordinating firefighter, police and paramedic interactions

PurposeThe purpose is to expand our understanding of different organizational group interactions in crises and extend the Competing Values Framework of organizational culture into three first responder groups – firefighters, police and emergency medical technicians. Because unique organizational culture is a critical element in the success or failure of any organization, when organizations combine during crisis, failure often results. The authors examined the cultures of first responders in a crisis to determine whether differences in cultural type might explain some failures.Design/methodology/approachUsing the Competing Values Framework for organizational culture, the authors examined literature on the three first responder cultures. The literature is available on the failure of these organizations to work together in crisis, but little on the deep organizational reasons for these failures.FindingsIn view of the different challenges each profession faces and ways they organize to address those challenges, self-directed coordination of these three distinct groups may be optimal, rather than an overall system of command and control. This can be visualized when the authors examine the three cultures using the Competing Values Framework. The authors discuss specific reasons for problems in crisis coordination and give suggestions on coping with three or more different cultures.Research limitations/implicationsThis is a literature review and conceptual paper. A meta-analysis of incidences would be helpful.Practical implicationsWhen disparate organizations work together, culture may interfere with cooperation and coordination. Taking organizational culture into account will enable operations with less friction. In this paper, the authors explain why.Social implicationsLack of cooperation and coordination among firefighters, police and EMTs could create loss of life or property. Understanding potential cultural differences will help the disparate groups work together better.Originality/valueThe authors examine organizational culture differences in detail as a reason for the failures of coordination of first responders in crisis. In addition, the authors extend the Competing Values Framework to these essential groups of first responders. The authors are the first to propose a taxonomy of culture for these three groups, based on the Competing Values Framework.

The effect of perceived organizational culture on employees’ information security compliance

PurposeThis paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.Design/methodology/approachThe survey using the Organizational Culture Assessment Instrument was sent to white-collar workers in Sweden (n = 674), asking about compliance with information security policies. The survey instrument is an operationalization of the Competing Values Framework that distinguishes between four different types of organizational culture: clan, adhocracy, market and bureaucracy.FindingsThe results indicate that organizational cultures with an internal focus are positively related to employees’ information security policy compliance. Differences in organizational culture with regards to control and flexibility seem to have less effect. The analysis shows that a bureaucratic form of organizational culture is most fruitful for fostering employees’ information security policy compliance.Research limitations/implicationsThe results suggest that differences in organizational culture are important for employees’ information security policy compliance. This justifies further investigating the mechanisms linking organizational culture to information security compliance.Practical implicationsPractitioners should be aware that the different organizational cultures do matter for employees’ information security compliance. In businesses and the public sector, the authors see a development toward customer orientation and marketization, i.e. the opposite an internal focus, that may have negative ramifications for the information security of organizations.Originality/valueFew information security policy compliance studies exist on the consequences of different organizational/information cultures.

Demystifying performance difference between local and foreign contractors through organisational culture

PurposeThis research aimed to investigate the extent to which organisational culture is practised in local and foreign contractors in grade one and two categories and how it affects their performance.Design/methodology/approachThe approach for this research was positivist in nature adopting a mono-method of data collection through a survey using self-administered questionnaires. A total of 138 questionnaires were distributed among public clients and large-scale contractors registered in the stated grades, and 112 questionnaires were returned for analysis representing an overall response rate of 81% for contractors and clients.FindingsFindings revealed that in organisational culture, significant differences were found for management style and dominant characteristics of the organisation between local and foreign contractors. Differences were not found for leadership styles, measures of success and organisational glue. Results suggest that for local contractors to perform better, significant changes are needed to their management style and dominant characteristics of their organisations.Originality/valueForeign contractors in the Zambian construction industry are reportedly outperforming local contractors making them preferred contractors on larger public projects accounting for 85% of construction projects by value of works. This study presents the differences in organisational culture between foreign and local firms. It further demonstrates that organisational culture plays a key role in determining performance of a contracting firm. The study presents areas that local contractors can improve in organisational culture in order to remain competitive.

The Importance of Intrinsic Factors in Keeping Employees Motivated: The Difference between Public and Private Sectors

The topic of motivation has been researched over the years and it will continue in the future due to its significant impact to the individual employee and the organization as a whole. Although there are numerous established models of motivation, a specific study on a specific organization is required due to organizational cultural and attributive differences. This study was undertaken to investigate the intrinsic factors that motivate service employees to do their job. A total of 113 respondents participated in the survey questionnaire that was distributed using online means to various organizations; public and private. Factor analysis confirmed the existence of the studied factors and all other analysis results indicate the usability of the data. The results indicate that out of six intrinsic factors, four factors are significant to motivate service employees to do their job. The significant factors are advancement, recognition, growth, and achievement while the non-significant factors are the work itself and responsibility. Types of organization did not moderate the relationship between the predictor variables and the outcome variable. The implications of the study are discussed.

Implementing a Standardized Care Pathway Integrating Oncology, Palliative Care and Community Care in a Rural Region of Mid-Norway.

IntroductionTo improve quality across levels of care, we developed a standardized care pathway (SCP) integrating palliative and oncology services for hospitalized and home-dwelling palliative cancer patients in a rural region.MethodsA multifaceted implementation strategy was directed towards a combination of target groups. The implementation was conducted on a system level, and implementation-related activities were registered prospectively. Adult patients with advanced cancer treated with non-curative intent were included and interviewed. Healthcare leaders (HCLs) and healthcare professionals (HCPs) involved in the development of the SCP or exposed to the implementation strategy were interviewed. In addition, HCLs and HCPs exposed to the implementation strategy answered standardized questionnaires. Hospital admissions were registered prospectively.ResultsTo assess the use of the SCP, 129 cancer patients were included. Fifteen patients were interviewed about their experiences with the patient-held record (PHR). Sixty interviews were performed among 1320 HCPs exposed to the implementation strategy. Two hundred and eighty-seven HCPs reported on their training in and use of the SCP. Despite organizational cultural differences, developing an SCP integrating palliative and oncology services across levels of care was feasible. Both HCLs and HCPs reported improved quality of care in the wake of the implementation process. Two and a half years after the implementation was launched, 28% of the HCPs used the SCP and 41% had received training in its use. Patients reported limited use and benefit of the PHR.ConclusionAn SCP may be a usable tool for integrating palliative and oncology services across care levels in a rural region. An extensive implementation process resulted in improvements of process outcomes, yet still limited use of the SCP in clinical practice. HCLs and HCPs reported improved quality of cancer care following the implementation process. Future research should address mandatory elements for usefulness and successful implementation of SCPs for palliative cancer patients.Supplementary InformationThe online version contains supplementary material available at 10.1007/s40487-021-00176-y.

From play to pay: a multifunctional approach to the role of culture in post-merger integration

PurposeThe literature on Mergers and Acquisitions (M&A), cultural differences between organizations have frequently been identified as one of the main challenges in the process of post-merger integration (PMI). Existing research has explored a broad variety of cultural differences in perceptions, such as those relating to expectations, norms, values and beliefs within the respective organizations, and how these affect the process and success of PMI. However, less attention has been paid to the relevance of the macro-societal context to PMI. The ambition of this article is, therefore, to advance our understanding of how macro-level societal factors define organizational cultures and affect the success of PMI.Design/methodology/approachWe draw on social systems theory as devised by Niklas Luhmann, assuming that organizations are always embedded in the macro-level societal context of distinctive realms of social reality—such as the economy, politics, religion and the arts—that make up the so-called “function systems”. Looking at the case of the integration of a Brazilian technology start-up into a market-leading corporation, we analyze the dominant orientations towards these function systems, and the changes in these orientations over time.FindingsThe results suggest that differences in organizational culture in PMI can be partly explained by differences in orientations to the function systems. Moreover, forcing dramatic changes of orientations towards the function systems within a merged entity can severely damage its raison d'etre in the first place, potentially leading to, in some sense, an account of “culture murder”.Originality/valueThis article is unique in demonstrating that organizations are multifunctional systems whose culture is defined by the highly specific and potentially varying degrees of importance they place on individual function systems and that knowledge or neglect of these functional profiles may seriously affect the success of post-merger integration. Against this backdrop, the article presents a multifunctional profiling method that may easily translate into PMI management tools.

The Effect of Effective Communication Skills of Academicians in Faculties of Sports Sciences on Organizational Culture Type

The aim of this study, Sports Science Faculty academics serving in the level of communication skills assessment to reveal the type and level of impact on the organization's culture is to determine the relationship between them. The research is designed to scan the relational model. In data analysis software package SPSS-25 was used and significance level of p <0.05 was taken. Also, simple linear regression analysis, Pearson's correlation analysis, independent samples (Independent-Samples) t-test analysis, One-Way ANOVA (one-way analysis of variance) was used. Academics communication skills to assess levels of organization culture types of points between and organizational relationships between the culture of the scores obtained for the overall and academics communication skills assessment levels positively on organizational culture was determined to have an influence. age according to academics communication skills assessment level, children have status, title, institution in which there is a significant difference between working time and management styles, gender, between marital status and administrative tasks status has been determined that there are significant differences. Academics organizational culture types of cultural levels and sex according to the general belonging to the cultural level of organizational culture, age, marital status, and meaningful differences statistically significant difference was found titles and management style of childbearing status were found. At the same time institutions working time according to Adhocracy a significant difference in terms of the type of culture has found no significant differences in the types of other cultures. There were no significant differences according to the state administrative tasks meaningful differences according to the type of other cultures in terms of market culture type.

Modeling the barriers to multistakeholder collaboration for COVID-19 pandemic response: Evidence from Sub-Saharan Africa

The aim of this study is to develop a model describing the interactions and interdependence between the obstacles to effective implementation of a collaborative model of pandemic preparedness and response. A comprehensive review of the relevant literature highlighted 15 key variables. The contextual interactions between these barrier variables were identified based on the opinions of experts with COVID-19 pandemic experience and analyzed to determine their driving and dependence powers using interpretive structural modeling. The findings indicate that the lack of guidelines and procedures for coordinated actions, differences in organizational culture (working habits) and funding constraints are the most critical barriers to effective multi-stakeholder collaboration. Managers of collaborative programmes, policymakers and researchers should carefully focus on these hindrances because any improvement in them can significantly affect the overall system.

Sustainable innovation in the context of organizational cultural diversity: The role of cultural intelligence and knowledge sharing.

With the in-depth development of globalization, individuals are increasingly embedded in a culturally diverse environment. Effective communication and management ability (Cultural Intelligence) of employees in this type of diverse and heterogeneous environment impacts behavior and performance, affecting the sustainable innovation ability of organizations. Researchers have not yet fully assessed the impact of individuals' cross-cultural management ability on sustainable innovation. Using Cultural Intelligence Theory and Trait Activation Theory, this paper discusses the influence of individual cultural intelligence on sustainable innovation behavior. The results showed that employees' cultural intelligence positively affected their sustainable innovation behavior. Employee knowledge sharing plays an mediating role between intelligence and behavior. Differences in organizational culture have a negative moderating effect on the impact of employees' cultural intelligence on knowledge sharing and sustainable innovation behaviors. The research results provide theoretical guidance for managing organizational cultural diversity and advancing cultural intelligence and sustainable innovation behaviors among employees.