Organizational Culture Literature Research Articles

기업의 교육훈련 투자와 근로자의 이직의도 간의 관계: 직무숙련도와 조직문화 인식 간 매개효과를 중심으로

Objectives This study aims to analyze firm-level and worker-level variables in conjunction with each other, this study used data from the the Human Capital Corporate Panel Survey II (HCCP II) of the Korea Research Institute of Occupational Proficiency to set up a partial mediation model with workers' turnover intention as the outcome variable and corporate education and training investment as the independent variable, and to test the relationship between them through a partial mediation of worker job proficiency and organizational culture perception. Methods To achieve the purpose of the study, we analyzed the data of 10,759 respondents who responded to the 2023 HCCP II of the Korea Research Institute. To examine the relationship and distribution of each variable, basic statistical analysis and correlation analysis were conducted using STATA 17 version, and ICC and rwg index were used to verify the validity of the data in the process of aggregation to the organization level, and partial mediation model analysis and bootstrap analysis were used to test the significance. The independent variable is the company's investment in education and training, the outcome variable is the employee's turnover intention, and the mediating variables are the employee's job proficiency and organizational culture perception. Results First, a corporate training and development investment will have a negative effect on workers' turnover intention. Second, a corporate training and development investment will affect the reduction of turnover intention through workers' job proficiency and organizational culture perceptions. The results of the analysis show that the corporate training and development investment has a significant effect on reducing workers' turnover intention. Second, the corporate training and development investment has a positive effect on reducing turnover intention by improving workers' job skills. Third, the improvement of employees' perception of organizational culture has a positive effect on reducing turnover intention. Conclusions The findings of this study confirm the necessity of investing in training and education to reduce employee turnover intention, and confirm that the higher the job skills of employees through training and education, the lower the turnover intention, and that the improvement of organizational culture awareness has a positive effect on reducing turnover intention. The results of this study are significant in that they support the organizational culture literature's assertion that corporate training investments have a positive effect on workers' job skills and organizational culture perceptions, and the finding that corporate training investments significantly reduce turnover intentions provides a foundation for suggesting that corporate training investments are necessary to retain and manage human resources.

From abstraction to objectivity: the process of converting organizational values to media artifacts

PurposeThis study addresses a gap in organizational culture literature by detailing the creation of cultural artifacts, specifically media artifacts, that align with values and strategies in a dynamic environment, thereby enhancing organizational change management.Design/methodology/approachParticipatory observations and semi-structured interviews were conducted with nine design professionals from six companies and eleven media artifact audiences from a telecommunication company. Data were analyzed using Braun and Clarke’s thematic analysis.FindingsTwo main findings emerged: “Significant Factors in Designing Media Artifacts,” which encompasses seven themes, and “The Process of Designing Media Artifacts,” which comprises seven process steps.Originality/valueThe study clarifies the term “media artifacts” by identifying two key categories: “Significant Factors in Designing Media Artifacts,” focusing on elements aiding designers and “The Process of Designing Media Artifacts,” outlining the necessary steps and interpretations for creating these artifacts.

Towards a 'Newer Normal' ? A Bibliometric Analysis Examining Organisational Culture in the Post-COVID-19 Higher Education Landscape in the United Kingdom

Concern continues to grow over the changing nature of work that initially formed a 'new normal' within higher education institutions resulting from the COVID-19 pandemic. This situation is now being further impacted by subsequent economic and political challenges in the sector, which in turn shifts the workplace towards an even 'newer normal'. The purpose of this article is to: (1) methodically and logically review the extant literature and research linking the influence of the COVID-19 pandemic to the organisational culture of higher education institutions in the United Kingdom; and (2) based on a bibliometric analysis, to offer a road map for further empirical research in the future. Researchers have found that changing workplace norms, such as remote and hybrid working and other forms of flexibility in approaches to learning and the availability of delivery modes, have become increasingly common, which has changed the nature of working practices and underpinning aspects of organisational culture. Therefore, it now appears opportune to update existing knowledge on organisational culture theory within the United Kingdom higher education context to support policy development and enhance workplace practices in the post-COVID-19 period. From a theoretical perspective, this article contributes to organisational culture literature by assimilating a dataset of nascent studies generated through keyword search on Clarivate Analytics Web of Science that have examined the impact of COVID-19 on organisational culture in United Kingdom higher education institutions. This emergent dataset was analysed using VOS Viewer, with the results of subsequent quantitative bibliometric analysis identifying the main existing research fronts as well as potential research directions for the empirical development of organisational culture. Based on this bibliometric analysis, the main suggested future research agendas that need to be addressed linked to organisational culture in the UK higher education sector in the post-COVID period are: (a) to further examine changing cultural norms and expectations; (b) hybrid approaches to working; (c) academic identity; and (d) organisational culture and the changing psychological contract. Such research is important as the UK Higher Education sector now progresses towards an even 'newer normal'. Received: 20 June 2024 | Revised: 8 October 2024 | Accepted: 4 November 2024 Conflicts of Interest The authors declare that they have no conflicts of interest to this work. Data Availability Statement Data sharing is not applicable to this article as no new data were created or analyzed in this study. Author Contribution Statement Ruby Mathew: Conceptualization, Writing - original draft, Writing - review & editing, Project administration. Philip Coombes: Methodology, Validation, Formal analysis, Investigation, Visualization. Steven Cock: Methodology, Formal analysis, Writing - review & editing, Visualization. Alan Johnston: Conceptualization, Formal analysis, Writing - original draft, Visualization. Susan Walsh: Writing - original draft. Lynsey Walker-Smith: Writing - original draft.

Instructor Communicative Behaviors as Cultivators of Students’ Task Value

ABSTRACT The purpose of this study was to understand students’ task value toward a class. Task value is the utility students see in the course material. As expected, good instructional practices (i.e. clarity, nonverbal immediate behaviors) were positive contributors of task value. However, the substantive impact on task value came from information flow, a variable borrowed from the organizational culture literature. The supported model showed instructor clarity and nonverbal immediate behaviors indirectly, positively influenced task value through the mediation of perceived immediacy and information flow. This indicates that a large proportion of whether students have task value in a course hinge upon whether students understand the rationale behind instructors’ pedagogical choices.

Exploring the Concept of Cultural Fit and its Impact on Positive Organizational Outcomes

Purpose The concept of cultural fit, also known as "person-organization fit", has gained significant attention within the organizational culture literature. This study aims to establish the foundations of cultural fit and its influence on positive outcomes at the organizational level. By employing bibliometrics and network mapping analysis techniques, this research sheds light on the interplay between cultural fit and positive organizational outcomes. Further research is necessary to explore the contextual factors and mechanisms that influence the relationship between cultural fit and performance. Design/methodology/approach This paper makes use of bibliometrics and cutting-edge network mapping analysis techniques. Findings This paper sheds light upon the interplays between cultural fit and a set of positive organizational outcomes while providing a systematic review, which facilitates the task for new researchers interested in delving into this field. Limitations and Implications The available literature on "cultural fit" is considerable but fairly limited as it focuses mainly on individual and operational performance, leaving out such important aspects as financial performance and strategic outcomes. Additionally, the limitations could encompass the quality and quantity of articles available for analysis, as well as the fact that the obtained results solely assess publications indexed in the selected databases, potentially lacking a comprehensive comprehension of the research subject.As an implication, the study suggests that a positive relationship exists between cultural fit and performance. Cultural fit can be explored from different perspectives and applied in various situations. Further research is needed to understand the mechanisms and contextual factors that influence the relationship between cultural fit and performance. Originality The scientific literature lacks until the moment of a rigorous systematic review with which to ascertain whether this paradigmatic concept contributes to or leads firms to attain superior performance.

Cultural Perspectives in Corporate Culture Studies: Research Opportunities and Developments in Indonesia

This article examines how cultural perspectives have emerged and shifted the managerial perspective in studying corporate culture. There is no single approach to understanding organizational culture, as many factors influence its formation. The shift from functional to symbolic approaches is viewed as a form of resistance. A qualitative approach, employing literature review methods, is used in this study to view organizations as cultures and to see communication as a cultural performance. The study explores the opportunities and developments of corporate culture studies in Indonesia. By outlining these aspects, the article aims to contribute to the enrichment of organizational culture literature. This work is expected to enhance research and studies on organizational culture in Indonesia and provide a comprehensive view of the emergence of cultural perspectives in corporate culture studies. The author believes there are numerous opportunities for developing corporate culture studies in Indonesia, alongside the paradigm shift in evaluating corporate culture not only from a managerial perspective but also from a broader cultural perspective.

A cross-cultural comparison of organizational culture: evidence from academic libraries in Vietnam and China

Purpose This study aims to inspect the organizational culture of academic libraries in Vietnam and China, and the objective was to investigate how the academic libraries in Vietnam and China differ in organizational culture’s task, unity and status orientations. Design/methodology/approach This study surveyed 546 academic library staff in China and Vietnam to fulfill this objective. Exploratory factor analysis, confirmatory factor analysis and paired t-tests are used to explore whether the organizational culture in the academic libraries in Vietnam and China is different in terms of task orientation, unity orientation and status orientation. Findings The results from the data concluded that academic libraries in Vietnam had a higher score on task and status orientations than their Chinese counterparts. In this study, there were no coherent factors regarding unity orientation. Practical implications This research expresses several solutions to address the problems in academic libraries in Vietnam and China. Scholars and practitioners can benefit from this research as it is a foundation to support them in understanding the organizational culture of libraries in two countries. Originality/value This research expands the scope of organizational culture literature in the Asian library sector. Given that no prior studies have compared the library cultures between the two countries, this study is a novelty. The findings of this research can support academic library staff, leaders and practitioners in Vietnam and China to understand their organizational culture. The research also identifies some recommendations to improve the academic library culture in Vietnam and China.

A systematic review of organizational culture literature: Lessons from the past and avenues for future research

Organizational culture is an important factor in human and organizational behavior, but there are disagreements over its definitions and measurements. Previous research has demonstrated positive aspects associated with corporate culture, such as its role in the effective adoption of quality management and its importance in the organizational change process. It can affect workers' willingness to embrace a change process. The purpose of this study is to review the past literature on organizational and identify research issues that could influence the body of knowledge of organizational culture. A systematic review of literature was carried out using PRISMA method. Data was obtained from four databases and a total of 30 relevant journals were identify for further analyses. The study revealed that different conceptualization and operationalization of Organizational culture creates the inconsistencies in findings previous studies. The study developed a framework for determining choice of constructs in each cultural context.

Are you talkin' to me?: the role of culture in crisis management sensemaking

PurposeThis paper considers the role of culture in crisis management narratives. The importance of sensemaking and sense-giving to crisis management is expanded by exploring how understanding organization culture may affect the plausibility of sense-giving narratives in crises.Design/methodology/approachThe crisis management, sensemaking, sense-giving and organizational culture literature studies are briefly reviewed. The paper then explores how plausibility may be dependent on organizational culture and how different cultures may create different dependencies. Propositions are developed and the potential organizational interventions based on these propositions in the action research tradition are offered, as they are potential practical and research implications.FindingsOrganizational cultures as shared sensemaking mechanisms provide leaders with the framework for constructing crisis management messages. A plausible message must resonate within the shared cultural experiences of members to shape and direct behaviors during a crisis while maintaining necessary flexibility to evolve as the crisis progresses.Research limitations/implicationsPotential avenues of future research include empirically testing the effects of cultural alignment on crisis management messaging employing action research or other methods, how strength of culture affects the process and the malleability of plausibility.Practical implicationsPractical implications include an organization's understanding of how culture affects not only the messages sent but also how employees might receive the sense-giving narratives. The paper also highlights the importance of flexibility in sense-giving narratives to allow evolution of the message as the crisis changes. Additional practical implications are provided.Originality/valueThis manuscript considers the role of culture in crisis management sense-giving narratives, a topic that has received little research attention. The manuscript argues that aligning the narrative within the organization's shared cultural understanding will increase employee acceptance and adherence to the message. The paper further discusses the importance of flexibility in the sense-giving narratives as the crisis changes.

The Effects of Incentive Systems and Organizational Culture on Strategy Surrogation

The purpose of this study was to investigate the impact of an important aspect of an organizational context, specifically organizational culture, and different types of compensation schemes on strategy surrogation. Strategy surrogation occurs when managers focus on the measures in the strategic performance measurement systems (SPMS) on which they are compensated and completely or partially lose focus on the overall strategic objectives of the organization. This study utilized a 2x2 between-participants experimental design that manipulates organizational culture (controldominant vs. flexibility-dominant) and the type of compensation scheme (fixed pay vs. pay-for-performance). The study was conducted online with 80 participants from the Amazon Mechanical Turk (MTurk) as proxies for managers. The results show that employees operating under a controldominant culture do not surrogate more than employees operating under a flexibility-dominant culture. Additionally, the type of organizational culture does not moderate the relationship between incentive systems and strategy surrogation. However, employees operating under a pay-for-performance compensation scheme significantly surrogate more than employees operating under a fixed pay compensation scheme. The study contributes to the incentives and organizational culture literature as well as strategy surrogation research by examining institutional factors that may inhibit or exacerbate surrogation. Additionally, the study contributes to the judgment and decision-making literature by highlighting employees’ decision-making outcomes under different compensation schemes. Keywords: organizational culture, incentive systems, strategy surrogation, informal management control system

Valence in Organizational Culture: Cultural Alignment, Employee Satisfaction, and Market Performan

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. Valence in Organizational Culture: Cultural Alignment, Employee Satisfaction, and Market PerformanMelody Chang, Balazs Kovacs and Amanda SharkeyMelody ChangYale School of ManagementYale School of ManagementU. Of Chicago, Balazs KovacsYale School of ManagementYale School of ManagementU. Of Chicago and Amanda SharkeyYale School of ManagementYale School of ManagementU. Of ChicagoPublished Online:9 Jul 2018https://doi.org/10.5465/AMBPP.2018.10844abstractAboutSections ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractPrior research has emphasized the importance of a ""strong culture"" for firm performance, defining cultural strength on the basis of employee agreement about the beliefs, norms and values that are prized by a firm. We refine the established notion of ""strong culture"" by proposing that ""strong"" cultures encompass two possibilities: (i) having a high level of alignment in what employees describe as positive aspects of culture and (ii) having a high level of alignment in what employees describe as negative aspects of culture. We argue that these two types of cultural strength differently impact how employees evaluate their organizations and how the market anticipates the future performance of these organizations. We adopt a language-based model to measure cultural alignment among employees using over 100,000 unique employee reviews of 816 publicly traded firms across different industries on the Glassdoor website, an online career intelligence platform. Consistent with our theoretical arguments, we find that greater agreement on what employees consider as positive aspects of culture is positively associated with employee satisfaction and market performance. We also find that a higher level of agreement on what employees deem negative aspects of culture portends devaluation of an organization by its employees and by the stock market. Additionally, we find that agreement on negative cultural attributes, compared to agreement on positive cultural attributes, has a greater impact on employees' and the market's evaluation of organizations. We offer insights for managerial practice by suggesting that focusing on eliminating negative aspects of culture that employees agree on will have a greater payoff than focusing on boosting agreement about positive aspects. Contributions to the organizational culture literature are discussed.FiguresReferencesRelatedDetails Vol. 2018, No. 1 Permissions Metrics in the past 12 months History Published online 9 July 2018 Published in print 1 August 2018 InformationCopyright of Academy of Management Proceedings is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. The Academy of Management does not maintain the full text version of papers presented at the Academy's meetings. Please contact the author(s) directly to obtain access to the full text content.KeywordsAOM Annual Meeting Proceedings 2018AOM Chicago 2018

Defining a culture of assessment in student affairs assessment: A delphi study

The purpose of this study was to understand how student affairs assessment experts define a culture of assessment in student affairs. The extant literature has provided ample guides for the mechanics of student affairs assessment, a clear rationale for why assessment should be conducted in student affairs, and even suggests that cultures of assessment should be developed as a means for implementing assessment. However, while some scholars define and others describe this culture of assessment, a common, empirically based definition does not exist. The lack of an empirically based definition prevents important scholarship about cultures of assessment in student affairs and limits how practitioners can go about fostering and sustaining such a culture. This Delphi study engaged experts in a systematic process of developing a definition for student affairs culture of assessment. The results include a definition as well as characteristics describing a culture of assessment in student affairs that can promote further investigation of this important topic. The findings also suggest connections with learning organization and organizational culture literature that can strengthen the student affairs assessment literature in studying this construct.

Organisational culture, procedural countermeasures, and employee security behaviour

PurposeThis paper provides new insights about security behaviour in selected US and Irish organisations by investigating how organisational culture and procedural security countermeasures tend to influence employee security actions. An increasing number of information security breaches in organisations presents a serious threat to the confidentiality of personal and commercially sensitive data. While recent research shows that humans are the weakest link in the security chain and the root cause of a great portion of security breaches, the extant security literature tends to focus on technical issues.Design/methodology/approachThis paper builds on general deterrence theory and prior organisational culture literature. The methodology adapted for this study draws on the analytical grounded theory approach employing a constant comparative method.FindingsThis paper demonstrates that procedural security countermeasures and organisational culture tend to affect security behaviour in organisational settings.Research limitations/implicationsThis paper fills the void in information security research and takes its place among the very few studies that focus on behavioural as opposed to technical issues.Practical implicationsThis paper highlights the important role of procedural security countermeasures, information security awareness and organisational culture in managing illicit behaviour of employees.Originality/valueThis study extends general deterrence theory in a novel way by including information security awareness in the research model and by investigating both negative and positive behaviours.

Intervening role of realized absorptive capacity in organizational culture–open innovation relationship

Using data collected from middle and top managers working across different industries in the United Arab Emirates, this article examines the relationship between two contrasting organizational culture types and two types of open innovation (OI). It also takes into account the mediating role of realized absorptive capacity in these relationships. Results obtained using several statistical techniques show that a highly integrative culture relates positively, while a hierarchy culture relates negatively to the two types of OI. Results also establish the mediating role of realized absorptive capacity in these relationships. These findings contribute theoretically to OI and organizational culture literature and provide insights for practitioners on how to succeed or avoid failure in their OI initiatives. A discussion of the findings, along with limitations of the study and future research directions, is given.

Developing a new hospitality industry organizational culture scale

Defining and measuring organizational culture is important, because a strong organizational culture could potentially yield sustainable competitive advantages to organizations. However, creating a strong organizational culture is often challenging due to the ambiguity surrounding this concept. A review of the organizational culture literature resulted in a wide range of definitions and measurements of organizational culture across disciplines and industries. This study argues that the diversity in scales that have been previously developed for assessing organizational culture may not be fully applicable or appropriate for use within the hospitality context. Therefore, by highlighting the key factors affecting the business environment and the unique characteristics of the hospitality industry, the purpose of this study is to identify the scope of organizational culture, specifically within the hospitality industry, as well as to introduce a tailored organizational culture scale, which is aligned with the hospitality context. Therefore, one of the purposes of this study is to identify hospitality industry organizational culture constructs. Another purpose of this study is to investigate whether the identified constructs unique and distinguishable from that of other industries. To fill these gaps, this current study employed a multidisciplinary and mixed-method research approach in order to develop a new hospitality industry organizational scale (HIOCS) particularly for the hospitality industry. The findings suggest that the hospitality industry has unique cultural characteristics that are distinguished from similar industries. The findings also suggest that cohesiveness is the most important cultural element of the hospitality industry. This study also makes recommendations with regards to how this newly developed scale can be used by the hospitality industry as a means to assess and strengthen organizational culture within organizations in this industry.

Managing governmental business relationships: The impact of organisational culture difference and compatibility

Public administration requires close cooperation between many actors within a network of governmental departments, agencies and external stakeholders. Reflecting on these critical interrelationships, we investigate the impact of the related yet under-researched concepts of organisational culture difference and organisational culture compatibility on relationship outcomes in a public sector setting. The research hypotheses draw on the prolific relationship marketing and organisational culture literature streams and an exploratory study. Data gathered on the relationships between public sector agencies and their business partners show perceived organisational culture difference negatively influences relationship performance, with perceived compatibility directly and positively impacting both performance and the certainty of the relationship future.

The impact of organizational culture on a firm's capability to innovate the business model

Recent literature on business model innovation tries to identify operational changes occurring within the business model components. We suggest that a significant part of the business model cannot be understood without an investigation of the underlying logic of the firm. Drawing on organizational culture literature, this study explores the idea that parts of the capabilities that enable business model innovation are determined by the firm's underlying cultural values. In this study, we utilize existing literature on organizational culture to analyze the underlying organizational values of the two main business model design themes (novelty and efficiency) and link these to the firm's capabilities that foster business model innovation. By empirically analyzing a sample of 305 companies in the engineering industry, we find that novelty‐oriented cultural values foster capabilities (strategic sensitivity, collective commitment and resource fluidity) in favor of business model innovation, while efficiency‐oriented cultural values do not show positive effects. We further find that strategic sensitivity and resource fluidity significantly enhance the propensity to business model innovation.

Security networks and occupational culture: understanding culture within and between organisations

Security networks are organisational forms involving public, private and hybrid actors or nodes that work together to pursue security-related objectives. While we know that security networks are central to the governance of security, and that security networks exist at multiple levels across the security field, we still do not know enough about how these networks form and function. Based on a detailed qualitative study of networks in the field of ‘high’ policing in Australia, this article aims to advance our knowledge of the relational properties of security networks. Following the organisational culture literature, the article uses the concept of a ‘group’ as the basis with which to analyse and understand culture. A group can apply to networks (‘network culture’), organisations (‘organisational culture’) and sections within and between organisations (‘occupational subcultures’). Using interviews with senior members of security, police and intelligence agencies, the article proceeds to analyse how cultures form and function within such groups. In developing a network perspective on occupational culture, the article challenges much of the police culture(s) literature for concentrating too heavily on police organisations as independent units of analysis. The article moves beyond debates between integrated or differentiated organisational cultures and questions concerning the extent to which culture shapes particular outcomes, to analyse the ways in which security nodes relate to one another in security networks. If there is one thing that should be clear it is that security nodes experience cultural change as they work together in and through networks.

The Influence of School Factors on Racial Opportunity Cost for High-Achieving Students of Color

Previous work on racial opportunity cost—that is, the price that students of color pay in their pursuit of academic success—is extended here using organizational culture literature to more closely explore the interplay of school culture with the racial opportunity cost experienced by the study participants. Eighteen African American and Latina/o underclassmen at two elite private colleges were interviewed about their experiences as high-achieving students of color in high school and college. Our analysis of the data revealed five interrelated school factors that both alleviated and exacerbated students’ racial opportunity cost. Findings regarding the critical influence of school culture on students’ experiences highlight the importance of school leaders creating supportive, whole school cultures to foster school engagement and academic achievement for all students.

IMPACT OF OWNERSHIP TYPE AND FIRM SIZE ON ORGANIZATIONAL CULTURE AND ON THE ORGANIZATIONAL CULTURE-EFFECTIVENESS LINKAGE

This paper aims to extend the extant (primarily Western) organizational culture literature to emerging economies by explicitly incorporating two key contextual variables-ownership type and firm size into organizational culture model. Based on the theoretical model developed by Denison and his colleagues, we examined the impact of ownership type and firm size on organizational culture, as well as the moderating effect of the two contextual variables on the linkage between organizational culture and firm effectiveness. Using survey data from foreign-invested and state-owned firms in China, we find that ownership type and firm size have significant influence on organizational culture. We also find that different ownership type and firm size result in different organizational cultural effect on performance.