Organizational Culture Practices Research Articles

Investigating Cultural and Structural Influences on Optimizing Engineer-to-Order Project Delivery and Sustainability

Several culture theories, which explain the formation, embedment, and propagation of organizational culture, suggest that certain organizational culture practices of an executing organization may enable sustainable outcomes in project manufacturing. However, practices that support sustainability may not support project delivery, and vice versa. We explore the effects of organizational culture practices and structural complexity on the ability of manufacturing projects to optimize both sustainability and project delivery. We use data envelopment analysis to calculate a sustainability-delivery quotient—a measure of each organization's ability to optimize both sustainability and project delivery outcomes—for 186 projects conducted in the U.K. By conducting generalized linear modeling and censored regression of the sustainability-delivery quotient, we estimate the effects of the GLOBE organizational culture dimensions, principal components of culture dimensions, and project structural complexity indicators. Results indicate a noteworthy gap between the delivery of projects and their sustainability performance, which is worse. Both institutional and in-group collectivism may support the optimization of each. However, neither the principal components of culture dimensions nor structural complexity indicators are likely to be significant. We discuss the managerial implications.

Fostering strategic function of public relations corporate - communication in corporate culture practices

Background: Public relations and Culture are intertwined. Societal and corporate Culture influences public relations practices. Conversely, the existence of public relations influences organizational cultural practices and societal Culture. Regrettably, the human resource department has a more dominant role in corporate culture practices than the public relations department. It is mainly related to internalizing organizational values, while the public relations department supports the internalization program through internal corporate communication channels. Purpose: This paper examines public relations function in corporate culture practices based on stories and opinions from Indonesian communication practitioners. It focuses on three main research questions, first how and what the impacts of the existence of public relations – corporate communication to the development of corporate Culture; Second, what the functions of public relations are – corporate communication to support the building and changing corporate Culture; and third what factors influence the strategic function of public relations - corporate communication in corporate culture practice. Methods: This study employs qualitative methods through semi-structured interviews with public relations/corporate communication professionals working at different corporations and organizations. Results: Based on thematic analysis, the empirical findings revealed that cascading organizational values is still part of the human resource department’s primary job, while corporate communication is essential to echoing the key message. Determining the appropriate communication channels and corporate language is critical to ease misunderstandings amongst corporate members. Finally, the digital business environment frequently invites hostile situations, and therefore strong leadership and agile organization can preserve business sustainability. Conclusion: The influence of public relations is essential to orchestrate various internal communication channels. The agile organization provides ease of organizational bureaucracy in corporate culture practices. Implications: This initial finding contributes to the field of public relations – corporate communication to provide a balanced perspective from Indonesian practitioners.

Mediation Role of Organizational Culture on Transport Costing

The culture of an organization is influenced as the organization faces and learns how to cope with external and internal encounters. Those principles are maintained as the organization's way of doing business offers an effective adaptation to environmental problems and maintains success. The study sought to ascertain the importance of organizational culture in road freight transport sector in Zimbabwe. The road freight sector has been characterized by unprofessional behaviour and incompetent management. Organizational culture is key to defining the uniqueness of an organization, brand, philosophy, and how it relates to business ethics and all other stakeholders. Globally organizational culture has been given great eminence and priority as strategy followed culture in business performance. This was a quantitative study of road freight transport sector across Zimbabwe with a population of 1256 registered companies and a randomly picked sample size of 384 registered road freight companies out of 1256 companies from which data were collected. A total of 384 questionnaires were distributed and 291 were retrieved giving a response rate of 75.6%. Structured questionnaires were used to collect data. Reliability was checked using Cronbach’s alpha (?). Before conducting structural equation modelling, data were validated using exploratory factor analysis, convergent validity, and discriminant validity. SPSS® version 21 and AMOS® version 21 were used to analyse the data. The findings showed that organizational culture can help to mediate the relationship between transportation costs and firm competitiveness. The findings suggest that organizational culture has a significant impact on the relationship between transportation costs and firm competitiveness. The study also found out that all the registered companies that took part in the research confirmed that the value of time phenomenon was alien to their business organisational culture practices as they worked on assumptions. They also indicated loss of business due to customer complaints. The study recommends policy formulation for companies that emphasizes standard operating procedures and good time management as organisational culture for firms to be competitive.

Competitive Advantage among Indigenous Construction Firms in Competing with Expatriate Contractors in Nigeria

In recent times, the preference for expatriates in the contractual process in Nigeria has become an issue of controversy and general public interest. As a result, the high presence of these foreign expatriates has raised competitiveness in the construction sector, which is partly caused by indigenous enterprises' incapacity to meet the demands placed on them in terms of construction project delivery. This paper, therefore, investigates the factors influencing clients’ choice of contractor, examines the performance index of both expatriate and indigenous construction firms (ICFs), and analyzes the key performance indicators (KPI) for ICFs to increase their competitive advantage. The methodology involved the administration of structured questionnaires to a paper population of 384 construction experts comprising engineers, architects, quantity surveyors, builders, and project managers in Nigeria. With a response rate of 69%, frequencies/percentages, mean values, relative importance index (RII), and regression model were employed for the analysis. The findings revealed that the most important factors influencing clients’ choice are past performance and experience, equipment capabilities, and quality specification/standards. Additionally, this paper used six (6) KPIs (human resource management, financial management practices client-based strategy, organizational culture practices, smart work methods, and quality management practices) to model the performances of ICFs to increase their competitive advantage in Nigeria. This paper concluded that there is a higher performance of foreign expatriates in terms of time, cost, scope, quality, and satisfaction over their indigenous counterparts. This paper recommended that there is a need for ICFs to increase their equipment capacity and ability to undertake mega projects, develop an effective funding strategy to execute projects and collaborate with international partners to boost their level of competitiveness.

Role of organisational culture in attaining organisational competitiveness

In the few decades, a significant development in the competitiveness of professionals in all industries has been observed. In the pursuit of service excellence, improved efficiency, profitability, and competition between companies have a significant impact on the members of the organization to instill a sense of competitiveness. The challenge of remaining competitive, highly innovative and responsive to dynamic customer needs has led companies to pay particular attention to culture as a key foundation for their survival and sustainability. Therefore, leading companies pay special attention to culture as a source of competitive advantage and as a basis for employee attitudes towards innovation, leadership, management and overall performance. For these companies, culture is seen as the root for gaining competitive business advantage and the stepping stone for meeting increasing dynamic market demands both locally and globally. Organizational culture gives organizations identity and personality and is considered an asset that cannot be imitated by competitors. It is the culture that provides the fundamental framework that governs operations, systems and management practices. This paper explains how organizational culture plays an important role in achieving organizational competitiveness. This paper is based on empirical literature and scientific evidence, the paper examines cultural elements that are crucial for the competitiveness of organizations. The model emphasizes the need to identify relevant resources and competencies and integrate them into organizational culture practices in order to achieve the desired level of competitiveness.

Effective Communication and Organization Culture in Enhancing Employee’s Work Performance During Work from Home (WFH)

The rapid spread of the covid-19 virus has had an impact on the lives and jobs of communities around the world. The existence of new norms has forced the world community to accept and adapt to living with this virus. In Malaysia, work from home is one of the new norms practiced in every sector to curb the spread of covid-19 pandemics. In Government Link Company (GLC), work from home style working is applied to almost all departments and to high risk individuals. The purpose of this research is to explore the effective communication and organizational culture practices required during work from home when there are changes to employee’s behavior and psychological that affects their work performance. Therefore, the use of effective communication is needed to ensure less constraint in conveying information between employees and employers. This research was conducted by using qualitative method. Data was collected through conducting in-depth interviews with different positions level of employees between ages of 25-40. The semi-structured interview questions were designed to elicit the response towards answering the research questions. The findings suggested that during working from home method, behavior and psychological change affected the style of manage between personal matter and work, at the same time there is interference from the environment. Findings also suggested that the appropriate management style is important to create a good organizational culture and foster mutual trust between employers and employees that help them improve working performance at the same time.

Organizational culture and leadership in Egypt, Iran, and Turkey: The contextual constraints of society and industry

AbstractDrawing on institutional theory, this paper aims to examine whether society and industry act as constraining factors on organizational culture and leadership preferences in three countries in the Middle East and North Africa. The sample includes 55 organizations in Egypt, Iran, and Turkey operating in the finance and food industries. The findings show that organizational culture and leadership preferences vary across different societies in the region. Moreover, some organizational culture practices differ across industries, whereas leadership preferences do not. These findings demonstrate the importance of context (mainly on society and partially on industry) on shaping organizational culture and perceived leadership effectiveness. The practical implications suggest that managers must be aware that even countries in the same region have practice differences.

STUDENT ACHIEVEMENT REVIEWING FROM DISCIPLINE, FAMILY ENVIRONMENT, AND STUDENT'S LEARNING MOTIVATION BATIK 2 VOCATIONAL SCHOOL, SURAKARTA

Teacher discipline and organizational culture practices in schools and teacher competence and leadership of school principals greatly affect teacher performance at SMK Batik 2 Surakarta. This study aims to determine whether discipline, competence, organizational culture and leadership quality have a simuly effect on teacher performance at SMK Batik 2 Surakarta. This type of research is a type of quantitative research, conducted at SMK Batik 2 Surakarta. The research time was carried out for one month, namely in December 2020. The research population was 50 people using a non-probability sampling technique with the technique taken, namely saturated sampling (census) with a sample of 50 people. Data collection is done by observing, documenting and asking questions. The data analysis technique was carried out with the classical assumption test, namely normality test, multicollinearity test, as well as heteroscedasticity test and multiple regression analysis as well as model suitability test (Good of Fit) by analyzing the coefficient of determination (R2), F test, t test and the coefficient of determination ( R2). The results showed that: 1) there was a positive and significant influence on teacher perceptions of discipline on the teacher's performance at SMK Batik 2 Surakarta supported by empirical evidence, 2) there was a positive and significant influence on organizational culture on teacher performance at SMK Batik 2 Surakarta supported by empirical evidence, 3 ) there is a positive and significant effect of teacher competence on teacher performance at SMK Batik 2 Surakarta supported by empirical evidence, 4) there is a positive and significant influence on leadership quality on teacher performance at SMK Batik 2 Surakarta supported by empirical evidence. Keywords: Discipline, organizational culture, teacher competence, leadership quality.

Business Sustainability in Post COVID-19 Era by Integrated LSS-AM Model in Manufacturing: A Structural Equation Modeling

The Manufacturing sector has suffered to a great extent due to global pandemic COVID-19. This pandemic is forcing the manufacturing industries to look forward to a long term and sustainable business plan, which ensures sustainability in three different aspects i.e. Social, Economic, and Environment. This demands a never before need of higher value to the customer in lesser resources. Implementation of innovative approaches of integrated manufacturing practices i.e. Lean Six Sigma (LSS) and Agile Manufacturing (AM) are need of the hour for long-term business sustainability which can be done by ensuring waste elimination and by adjusting the dynamic changes in the demands and requirements simultaneously without compromising in quality. However, the strategic linkage between LSS and AM practices with the three pillars of sustainability has yet not been described in the literature. In this study an integrated model which consists of six constructs i.e. Managerial practices (C1), Organizational culture practices (C2), Technological practices (C3), Economical Aspects (C4), Social Aspects (C5) and Environmental Aspects (C6) was developed. The purpose of the paper is to scrutinize the relationships between the integrated LSS and AM practices and three aspects of sustainability through Structural Equation Modeling (SEM) technique.. The results of this study depict that there is a correlation exists between integrated LSS –AM practices and sustainability pillars that leads to the improvement of firms’ business competitiveness. This is one of the premier attempts to develop integrated LSS-AM practices structural model with the sustainability aspects.

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.

Organizational Cultural Practices and Employee Efficiency among Selected Nigerian Commercial Banks

The study examined the relationship between organizational culture and employee efficiency among commercial banks in Nigeria. Primary data was gathered by means of a self administered questionnaire. to select 223 respondents using simple random sampling technique, and out of which 218 were retrieved. the Statistical Package for the Social Sciences (SPSSS) was adopted to analyze collected data. The findings revealed that organizational processes and structures were significant predictors of employee efficiency. As a result, the staff’s familiarity with the organizational processes and structure, their efficiency levels. Arising from these findings, it is recommended that all bank employees should become familiar with and committed to the corporate culture. Appropriate incentives should be offered to employees. These should not be restricted to monetary rewards, but should include recognition of their performance and present opportunities to achieve individual goals and aspirations. Finally, both managers and employees should receive training to enhance efficiency.

When work hurts: A conceptual framework explaining how organizational culture may perpetuate workplace bullying

ABSTRACTThis work was motivated by research findings, suggesting that the prevalence of workplace bullying is increasing across the world. The workplace bullying research further suggests that the basic risk determinants of bullying lie in an organization’s work environment and that prevalence of workplace bullying may vary by occupation, sector, and country. Upon reviewing the existing literature, it becomes apparent that while organizational culture can be both indirectly and directly related to workplace bullying, references to the relationship between organizational culture and workplace bullying remain scant and what is available lacks substantive conceptual foundation. To address this apparent gap in research, the main purpose of this article is to present an integrated conceptual framework proposing the relationships between specific organizational culture dimensions and workplace bullying. The article was specifically written in accordance with previous studies which highlight factors that may perpetuate workplace bullying within organizations. While highly theoretical and conceptual in nature, this article is one that may be important in explaining how some organizational cultures may motivate, facilitate, perpetuate, enable, and precipitate workplace bullying, and thus offers insights into how to prevent workplace bullying by creating less enabling environments. The article concludes by offering theoretical arguments for how organizations should monitor, manage, and eradicate changeable organizational cultural practices that may otherwise enable workplace bullying.

Successfully Managing the Sociocultural Integration Process in International Acquisitions: A Qualitative Analysis of Canon's Acquisition of Océ

Based on a qualitative research approach that comprises in-depth, semistructured executive interviews, employee observations, company data and external media accounts, this study analyzes the large-scale acquisition of the Dutch Oce N.V. by the Japanese Canon Inc. Despite their significantly different national cultural heritages and considerably contrasting organizational cultural practices, both companies were able to efficaciously manage the sociocultural integration process and so successfully completed the acquisition. Building on a marriage metaphor model for sociocultural integration in international mergers and acquisitions, this study sketches out explicit links between national cultural value orientations and the respective organizational cultural practices, and discusses key success factors for each of the three stages of the acquisition process (i.e., preacquisition, closing, and postacquisition stages). This article further examines the interconnectedness of these key success factors across these three stages of the acquisition process by discussing interlocking best practices. In so doing, this study provides a more dynamic and encompassing account of the key factors that determine the success of the sociocultural integration process in international acquisitions. Theoretical and practical implications are discussed. © 2016 Wiley Periodicals, Inc.

Service operations practice and performance of local authorities in Malaysia

Operation practices, commonly deals with design, management, planning, coordination, and control of resources, are the elements in the operational strategies of an organization. These operation practices are improvement programs in organizations that are carried out to achieve competitive advantage in terms of cost, speed of delivery, quality, flexibility, and innovation. There are many service improvement programs that have been undertaken by the government of Malaysia, however, local authorities are still receiving criticisms and complaints from the public stating the inability of local authorities to deliver services that meet the customers' needs. Empirical studies showed that operation practices have an influence on the performance of an organization. However, most studies only focused on specific operation practices such as quality management practices, just in time practices and human resource management practices This study, therefore, focused on examining the relationship between operational practices and performance of local authorities in Peninsular Malaysia. This study uses a cross-sectional design to identify the service operation practice and organization performance measured in one occasion to obtain data and identify relationships between variables studied. Unit of analysis of this study is the departments in the organization of local authorities and respondents are directors or heads of department. The study population was all the departments (416 departments) in the City Council and the Municipal Council in Peninsular Malaysia. Stratified sampling method was used to select 300 departments based on the characteristics of local authorities in Peninsular Malaysia. This study collected data from a total of 202 respondents who are directors or department heads of 300 selected City Councils and Municipal Councils in Peninsular Malaysia. The findings showed that the dimensions of leadership practices have a significant influence on performance. Findings of this study also show that organizational culture practices have a positive and significant influence on performance. In this study, organizational culture is defined as the practice of shared values, beliefs, attitudes, and norms practiced in the department that is conducive to the welfare of workers as employees, recognition, appreciation and listening to workers. Findings of this study also noted a positive and significant influence of the push-pull orientation in service operations with performance. The government should, therefore, emphasize local governments’ ability in the push and pull orientation to improve their performance. New services development and design is the process of preparing a new delivery system procedure or making an investment in organizational resources to facilitate the service delivery organization.

Effects of Corporate Culture on Organization Performance

This paper focuses on the definition of organizational/corporate culture and sheds the light on the important studies on the topic. Various definitions of corporate culture as discussed by various authors have been analyzed. The different types of cultures and what researchers have found out about their effects on organization performance has been reviewed in this paper. A number of studies that linked the relationship between organizational culture and the organizational performance have been discussed. The researcher realized that as cited by Jennifer et al., (2011) the relationship between culture and organizational performance is still not well understood by many researchers. They bring out the criticism of strong and weak cultures citing that what matters is not the strength or weakness of a culture but how forcefully the norms are held by organizational members (its intensity), and how widely members agree about the norms within the organization (consensus) (O'Reilly, 1989; Jackson, 1960). The researcher agrees with this finding as supported by Sorensen (2002) who theorized that an organization cultures lead to consistency in performance by increasing employee consensus and willingness to endorse organizational goals, reducing uncertainty through goal clarity, and increasing motivation. Although Wilderom and Berg (1998) argued that instead of striving for strong culture, researchers should attempt to reduce the gap between employees' preferred organizational culture practices and their perception of the organizational practices. This prompts a further study to explore the reasoning by Wilderom and Berg.

The Impact of Innovative-Supportive Culture on Employee Performance in Software Development Companies of Sri Lanka

The main purpose of this research is to investigate the impact of innovative culture on employee performance at software companies of Sri Lanka. It explores the degree of impact on each factor of innovative culture on employee performance. The research hypothesizes that in software companies, innovative culture has a positive relationship on the employee performance and determinants of innovative culture. This empirical study draws upon a survey from software developers, business analyst, project managers and others who are directly involved in projects from the software development companies. Correlation and Multiple regression analyses proved that the impact innovative culture had on employee performance is strongly positive. Dimensions of innovative culture also had a positive impact on employee performance except the dimension ‘trust’ which did not have a statistically significant impact. This research study emphasises on the importance of fostering innovation as a way of business philosophy through the organisational culture which results in having a sustainable competitive advantage. It is not limited to the product but extends to employees too. The knowledge created has contributed to the business environment of Sri Lanka in relation to best organizational culture practices. Finally recommendations are given to practically implement some of the cultural practices that are lacking in Sri Lankan software companies.

The relationship between organisational culture and job outcomes: a review and research agenda

This study constructs a conceptual framework to examine the links between organisational culture factors and job-related outcomes. Based on the comprehensive review of the existing literatures, there are six dimensions of organisational culture factors and three basic components of job-related outcomes. This paper explores how to enhance job-related outcomes through adopting organisational culture factors that can facilitate their employees’ job-related outcome practices which help the top management to meet their employees’ expectations. The conceptual model can furnish a platform for the practitioners to perform their organisational culture practices more effectively throughout the organisation.

When in India do as the…

PurposeThe emergence of India as an economic power over recent years has created a need to understand the way in which business is carried out in that part of the world. It is also important to realize how businesses are founded and structured in India. Many Indian companies are family‐run businesses just like their Italian counterparts. This research attempts to study a typical Italian company, its experiences in India, its aspirations, the challenges faced in the context of an emerging economy and the possible roadways to map the future.Design/methodology/approachThe work is based on an interview with Pietro Valfre'di Bonzo, chief corporate representative of Fiat International in India, conducted under the aegis of the GLOBE project (Global Leadership and Organizational Behaviour Effectiveness Research Programme). The GLOBE study was conducted across 62 nations worldwide. It was initiated to study the leadership behaviours of top leaders across the globe and attempts to find out the key leader behaviours that are vital to the businesses. It also studies what leader behaviours are important in different countries and what might click in India may not click in France, and so on.FindingsThe automobile industry is a fast‐moving industry as far as India is concerned with global competitors present on Indian soil. Many authors observe that the industrial sector to which an organization belongs and the common kinds of pressures encountered by organizations, such as the rate of technological change and the general level of environmental turbulence, affect organizational cultural practices. Fiat too is trying to adapt with the changing dynamics of the Indian automobile industry.Practical implicationsWestern companies like Fiat face stiff competition from Indian car makers like Tata, Mahindra, Maruti etc. Pricing will play an important factor because of the emergence of a huge middle‐class population in India, promptly tapped by Tata, which has recently launched Tata Nano, touted as a triumph of Indian ingenuity and the world's cheapest car, costing just 100,000 rupees ($1,979; £1,366).Originality/valueThis is an original piece of work.

Brazilian National Culture, Organizational Culture and Cultural Agreement

The present study looks into the organizational culture of a Brazilian company, concentrating on its main Brazilian branches as well as on its European, Latin American, Central American, North American and Asian branches, making a total sample of 36 cities and 1742 respondents. Results indicate the influence of national culture on organizational culture, as the dimensions found clearly reflect the ambiguity and double-edged ethic characteristic of Brazilian culture. This study also shows the importance of hierarchy, and of relational networks, which stresses the relevance of the cultural element in organizational structure and functioning. In brief, understanding the double-edged ethic that governs Brazilian culture helps us understand apparently different, ambiguous or even contradictory behaviors reflected in the organizational culture practices of a Brazilian company with international operations. Moreover, there is little empirical research that directly deals with what combination of factors makes individuals agree or disagree over their cultural viewpoints. Consequently, we consider that this study attempts to deal with that issue as the cultural clusters were obtained using a multivariate approach, using demographic variables and the identified organizational dimensions. Thus results suggest the organizational context may increase or reduce the probability of nationality affecting the cultural agreement of group members.

Perceptions of Organizational Culture and Women's Advancement in Organizations: A Cross-Cultural Examination.

This study is a cross-cultural examination of the relationship between organizational culture and women's advancement to management in organizations. The source of data for this study was the Global Leadership and Organizational Behavior Effectiveness Research Project, a cross-cultural study of societal culture, organizational culture, and leadership. The results of this study indicate that aspects of organizational culture typically associated with women are related to women's progress. In organizations in which organization members reported shared values of high humane orientation and high gender equity, organization members also reported high percentages of women in management relative to other organizations in their society. In addition, organizational cultural practices that emphasized high humane orientation, high gender equity, high performance orientation, and low power distance were also related to reports of high percentages of women in management relative to societal norms. Results of regression analysis predicting the percentage of women in management from the dimensions of organizational culture indicated that gender equity practices and values emphasizing humane orientation contributed significantly to the prediction of the percentage of women in management. Organizational cultural practices related to gender equity were found to be the most important predictor of the percentage of women in management. This study adds to the literature on women's progress in organizations by further extending the focus from individual and structural characteristics to characteristics of organizational culture. The findings suggest that change agents focused on increasing opportunities for women in management should attend to organizational culture, particularly aspects of culture related to gender equity practices.