Organizational Culture Theory Research Articles

Gender inclusion: The practices of organizational development and human resource management

This study explores gender inclusion via practices of organizational development and human resource management from general managers in five-star hotels based on the gap between current practices, expectations, and typical general managers' characteristics. The study states the related theories of organizational culture, corporate policies, perceived organizational support, core competencies, and gender perceptions. A mixed method was applied in three stages. Quantitative research was conducted with 400 executive staff using 25 structured questionnaires via a Likert scale: Needs Assessment. The second stage is qualitative research conducted using five in-depth interview questions with 22 interviews conducted by the general manager. Interview transcripts collected the data, contents analysis inter-coding and triangulation of themes development. The last stage is the development of a model and guidelines, which are conducted by juxtaposing quantitative and qualitative data and expert reviews. The study discusses the implications for the literature and practice.

Voices from the Workplace: Exploring Communication Practices in an Engineering Firm through an Interview-Based Study

Effective communication is crucial for organizational success. This study explores communication practices within an engineering firm, to understand how communication models impact project dynamics and stakeholder relationships. We adopted a qualitative approach, conducting face-to-face, semi-structured interviews with employees and executives. The firm’s unique approach to construction projects makes it an ideal case study for understanding how communication influences this field. This research aims to unravel the communication culture within the firm, including formal and informal communication channels, and how these practices affect workplace stability and effectiveness using communication models from past researchers, such as Organizational Culture Theory, the Transactional Communication Model, and the Interactive Communication Model. The findings can help reshape communication strategies in construction, fostering better stakeholder relationships and project success. This study contributes to the body of knowledge on communication in engineering workplaces by providing insights into communication practices and their impact on an organization's efficiency and stakeholder dynamics.

Constructing organizational culture in an international subsidiary: Elekta healthcare services in Greece

PurposeThis study analyzes the development of organizational culture in an international subsidiary in healthcare through the interaction of the parent company and local culture. Design/methodology/approachWe conducted a single case study on Elekta Greece, a subsidiary of the multinational company Elekta based in Sweden via interviews. FindingsThe company creates a unique organizational culture, called the Philotask culture, that takes into consideration the cultural contexts of Sweden and Greece, the value of philotimo, situation in the market, and the type of company and services. Research implications/limitationsThe model consists of a context-grounded framework focusing on healthcare. Research in other countries and industries can help to generalize this model. Practical implicationsThe findings indicate that to develop organizational culture, managers need to consider the local cultural context. Originality/valueThis research contributes to organizational culture theory, reporting on the Philotask model that emerged.

The Normalization of Contestation: The Sociology of Knowledge and the Challenges to the Liberal International Order

Abstract Many of the in-built contradictions in the liberal international order were pointed out by critics early on. Why were these voices not heard? How was contestation ignored or made acceptable by the people governing within liberal sub-orders, articulating progress, rationality, and equality? Drawing on insights from the sociology of knowledge and theories of organizational culture, I address this puzzle through the lens of the “normalization of deviance.” Beyond understanding the challenges as a crisis of and within the liberal international order, I argue that they unveil the limitations of hegemonic expertise governing this order. Part of the current predicament of the liberal international order has to do with the entrenched positioning and organizational cultures of political leaders and experts, making them blind to their own blindness. As they justify deviations and defend “their” order, they normalize contestation. The implications extend beyond the immediate challenges to the liberal international order, offering insights into reimagining its future and prompting a reconsideration of the discipline dedicated to understanding it.

The moderating impact of organizational culture on information security compliance

This research paper investigates the association between organizational culture and employees' compliance with information security policies. Drawing upon rational choice theory (RCT) and the competing values framework (CVF), our study explores the moderating effects of cultural dimensions on information security compliance in a diverse range of organizations. We employ a scenario-based approach and analyze the data using Partial Least Squares Structural Equation Modeling (PLS-SEM). Our findings underscore the robustness of the model and emphasize the pivotal role of cultural dimensions in influencing employees' compliance intentions.
 The study contributes by synthesizing non-fear-based deterrence theory with organizational culture theory, offering practical insights for information security managers. Recommendations include framing compliance as a moral duty, involving end-users in policy development, utilizing effective communication, implementing monitoring systems, and fostering a consistency culture. For organizations, the research underscores the importance of cultivating an ethical culture, emphasizing moral beliefs, and leveraging cultural dimensions to enhance compliance intentions.
 Acknowledging limitations related to single-country data collection, a focus on compliance intentions, and the selection of organizations with established policies, this research paves the way for future studies. Future research should aim to replicate this study in diverse cultural settings, consider individual-level culture measurement, and explore additional moderating factors. This research contributes to understanding the intricate relationship between organizational culture and information security compliance, offering actionable insights for practitioners and prospects for further exploration in the information security field.

Rationalization strategies in Botswana press newsrooms ensuing the COVID-19 pandemic

Drawing on the organizational culture theory, this article examines managerial decision-making at Botswana’s three press newsrooms, Botswana Daily News, Gazette and Mmegi newspapers, in response to the COVID-19 pandemic. Data collected through in-depth interviews with the journalists in Botswana identified three significant decisions made by management at the newsrooms: increasing the adoption and use of media technology, altering news production work processes and restructuring press newsrooms. WhatsApp was introduced as one of the leading social media platforms for distributing digital copies of newspapers. The findings demonstrated that lockdowns and the need to avoid physical contact established to reduce virus spread incited these decisions. Our data analysis underscored that not only has the COVID-19 pandemic interrupted the operating environments of newsrooms, but it has also pressured media managers to introduce innovative, progressive strategies to adapt to the new normal. Therefore, a public health crisis can influence organizational culture change in media organizations.

Clan Culture and Performance Organization

This paper seeks to understand the nature of the relationship that exists between clan culture and organisational performance. While numerous factors contribute to organizational performance, one aspect that holds immense potential is the cultivation of a clan culture. Clan culture, rooted in collaboration, shared values, and a strong sense of community, has proven to be a catalyst for driving organizational performance to new heights. We examined the influence of clan culture on organisational performance, while highlighting the benefits, and proposing ways to create a performance-focused clan culture. Theories such as organizational culture theory, social exchange theory, transformational leadership theory, and social identity theory were all discussed in the course of this research under the theoretical framework. While some authors through their studies revealed that there is a positive significant relationship between clan culture and organizational performance, others do not agree to it. On a different level, some researchers rather see this relationship as causal. After extant empirical and non-empirical reviews, this paper identifies a common ground for various positions and arguments from different authors. This work reveals that clan culture and organizational performance are not mutually exclusive; instead, they complement and reinforce each other. The synergy between clan culture and performance organization paves the way for sustained success, increased productivity, and a thriving organizational culture. Keywords: Clan Culture; Performance Organization; Collaboration; Teamwork

Institute of Dedication to the State in the Study of Organizational Communication Patterns

Communication is the most important aspect to build organizational integrity because it can determine the effectiveness and smooth direction of communication that occurs in the organization. The title of this research is "Institutions for State Service in the Study of Organizational Communication Patterns". This study determines the pattern of organizational communication within the Dedication to the Country institution. The research method used in this study is a qualitative method with a descriptive approach. The data used in this study comprised primary data and secondary data. Primary data is as information got from interviews with several informants. While secondary data is as data got from books and other sources. The theory used in this scientific writing research is the theory of Organizational Culture Theory. The data collection techniques used are interviews, observations, and online data searches. The results of this scientific writing research are known that the communication pattern used by dedication institutions to the country is formal communication and informal communication, both of which are used in horizontal and vertical communication. This research uses a qualitative approach with a descriptive approach and a constructivist paradigm. Interviews were conducted with 10 resource persons comprising 1 founder, 4 daily management bodies, and 4 steering committees. Organizational culture theory became an important basis for this study. The organizational culture in Dedication to the Country uses more family systems. The media used in this organization in disseminating information often uses social media such as Facebook, Instagram, TikTok. The problem that often arises is the existence of members and volunteers when communicating.

How to Foster Project Citizenship Behavior in Construction Industry: Organizational Culture Matters

Seller's project citizenship behavior has recently received much attention due to its role in promoting project success and improving the performance of both the overall project and of each stakeholder. However, previous studies have paid insufficient attention to how organizational culture affects a seller's project citizenship behavior, especially in the context of interorganizational conflicts. Therefore, this study explores the influence mechanism of three dimensions of seller's organizational culture with spillover effects (social responsibility, customer orientation, and innovation) on employees’ project citizenship behavior, and investigates the moderating role of interorganizational conflict (task conflict, relationship conflict, and conflict profiles) in the relationship between organizational culture and project citizenship behavior. Based on 248 surveys gathered from the Chinese construction industry, the empirical results show that the social responsibility and customer orientation of a seller's organizational culture have a significant positive impact on the project citizenship behavior of its employees. Meanwhile, interorganizational task conflict negatively moderates the relationship between customer orientation and project citizenship behavior, while relationship conflict positively moderates it. Moreover, the conflict state profile with low task conflict and high relationship conflict is most conducive to enhancing the positive impact of customer orientation on project citizenship behavior. This article reveals the impact of the spillover effect of a seller's organizational culture on its employees’ project citizenship behavior, contributes to organizational culture theory in terms of its spillover effect and the impact on promoting the development of project citizenship behavior, and provides practical guidance for construction practitioners.

대학 교직원이 인식하는 조직 긍정성이 조직 혁신성에 미치는 영향

This study aimed to explore the effect of faculty and staff’ organizational positivity perception of university organizations on organizational innovation. In order to achieve the purpose of the study, data collected through the 2022 University Innovation Capacity Assessment (UICA) were used. Samples include 7,902 faculty and staff members from 61 universities. A HLM method was conducted to the analysis. As a result of the study, it was confirmed that organizational positivity perceived by faculty and staff had a positive effect on organizational innovation. The results of this study contribute to the development of university organizational culture theory and suggest practical implications for establishing human resource development strategies for faculty and staff members at the university organizational level.

The role of organizational culture dimension in business recovery: a post Covid-19 perspective in the hotel industry in Kenya

The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four types of organizational culture were studied in business recovery. Three objectives guided the study focusing on the extent of the adoption of culture types, levels of business recovery attained and the effect of the level of adoption on the level of business recovery attained. A sample of 57 hotels was selected and 189 respondents were drawn from functional units in each of the hotels. The study reports that the level of adoption of the culture is at a high level while the extent of business recovery is at a moderate level of between 20-40% growth. Innovation culture does not have a significant statistical effect while market, customer orientation and adhocracy cultures have a significant statistical effect on the level of business recovery. The study concludes that the relevant cultures were responsible for aligning culture with the strategy formulation phase through the component of the mission of an organization and that the process needs to embrace combined attributes of the underpinning theories of RBV and the organizational culture theory. The study calls on future research to integrate more aspects of strategic thinking and consider using more objective sources of research data.

Audit Firm Culture Revealed: Insights from Audit Engagement Leaders’ Responses to Challenges during COVID-19

SUMMARY This study uses crisis management and organizational culture theories to understand how audit engagement leaders’ responses to challenges during the COVID-19 pandemic provide insight into audit firm culture. Semi-structured interviews with 22 U.S. audit engagement leaders during and after the pandemic reveal consistencies and inconsistencies among the organizational mechanisms used to convey and embed underlying cultural values. We find that audit engagement leaders consistently espouse and reinforce professionalism and commercialism as strong values of audit firm culture. However, in maintaining both of these values during the pandemic, leaders respond inconsistently to learning and development, as well as auditors’ mental health and well-being, despite their potential long-term impacts on professionalism and commercialism, suggesting that these are weaker cultural values. The findings reveal the short-term myopia of the audit profession on audit quality and firm profitability. Our findings have important implications for research and practice. JEL Classifications: M40; M42.

Time for a paradigm change: Problems with the financial industry's approach to operational risk.

Organizational and risk cultures in the financial industry are argued to be the root cause of banking problems. It is concerning that financial regulators and practitioners still consider the industry to be seriously fragile in several respects, particularly to operational risks and risks associated with digital transformation and innovation-not that the risks of organizational misconduct have disappeared. The rescue of Credit Suisse in 2023 confirms this. This paper employs extant theories of organizational culture, learning, and action to critically evaluate the existing risk paradigm in banking and to highlight its deficiencies, which practitioners can only address by questioning the flawed assumptions and dysfunctional values and behaviors found to be endemic in banks. However, business and risk practitioners are also married to institutional approaches that focus on assessing risk and measuring historical losses to allocate regulatory capital, rather than forward-looking approaches to measure and manage risk. This requires a paradigm change. This paper presents a novel risk measurement and accounting methodology, Risk Accounting, to help underpin such change. Risk accounting measures risk exposure in quantitative and qualitative terms and can be implemented using an AI-enabled digital architecture that could solve endemic problems with risk data aggregation and analysis. Significantly, risk accounting enables a financial value to be placed on risk exposures at a granular level. This level of transparency provides an incentive to change behaviors in banks and support cultural change while providing a basis for a paradigm change in the way operational risk is managed.

New Culture Integration in the Merger of Bank Syariah Indonesia (BSI)


 
 
 
 
 
 
 
 
 
 
 
 
 Post-merger cultural integration is very important and fundamental for companies that carry out mergers. Because the implementation of a merger or merger of two or more different entities poses challenges to changes in organizational structure, organizational culture and corporate systems. As in the research of K. Bijlsma-Frankema who examines the success factors of cultural integration and the process of cultural change in mergers and acquisitions. With research on the effects of friction between structure and culture, as well as friction between different cultures, on organizational functioning. The purpose of this study is to determine how the process of developing new culture integration policies in Bank Syariah Indonesia mergers, implementation strategies and the implications of implementing new culture integration in Bank Syariah Indonesia mergers. This research uses qualitative methods, where the object of research is seven relevant BSI employees. The main theory used in this study is the theory of Organizational Culture developed by Cortina which is a guideline for integrating culture successfully in the organization that carries out the merger. The theory of Seven Steps to Merger Excellence Hill, R. Weiner and Weiner and the supporting theory initiated by Picot related to three strategies in cultural integration. In the implementation of new cultural integration, BSI has 3 stages of implementation, namely; (1) Diagnostic, (2) Activation, and (3) Destination. The results showed that the new culture integration (NCI) process in the BSI merger did not run instantly, but through the process of pre-merger, planning, implementation, and evaluation. NCI Implementation Strategy in BSI merger with optimization of the role of leaders to provide inspiration and motivation to all employees. The implications of NCI in the BSI merger lie in changes in structure, products and human resources.
 
 
 
 
 
 
 
 
 
 
 
 

What does the performance appraisal approach tell us about the organizational culture's basic assumptions?

PurposePerformance appraisal (PA) is an organizational practice whose ultimate goal is to improve employee performance. This goal can be achieved using two approaches: the administrative approach, which emphasizes materialistic incentives and rewards excellent performers, and the developmental approach, which focuses on employee personal and professional development. The literature points out that organizations cannot utilize both approaches at the same time, but the reason for this is vague. Therefore, the research purpose is to bridge this gap by exploring the basic assumptions behind the administrative and developmental PA approaches as part of the hidden layers of organizational culture.Design/methodology/approachA qualitative document analysis (QDA) was used to analyze 124 Israeli organizations' PA forms and employee reports.FindingsThe organization's PA approaches were diagnosed as a first step in revealing the reason for the inability to use both approaches simultaneously. In the next step, it was revealed that organizational culture assumptions are the reason for the contradiction of the PA approaches. Eventually, McGregor's theory X is the basic assumption behind the administrative approach, and theory Y is the assumption behind the developmental approach. Since these two approaches contradict each other, it explains the difficulty of using both approaches simultaneously.Originality/valueThis study dives into the hidden levels of organizational culture and attempts to bridge a long-standing but still current research gap, as well as extend and refine organizational culture and performance appraisal theories.

The Stimulus-Organism-Response (S-O-R) Paradigm as a Guiding Principle in Environmental Psychology: Comparison of its Usage in Consumer Behavior and Organizational Culture and Leadership Theory

The Stimulus-Organism-Response (S-O-R) paradigm developed by Mehrabian and Russell in 1974 is a guiding principle of environmental psychology theory and transferred from consumer behavior to organizational behavior and leadership studies. The S-O-R model suggests that an organism’s internal feelings or Behavior (person) are caused by the external environment (stimuli). This internal processing of the activation can be conscious or unconscious and includes perceptions and environmental interpretations that influence someone’s feelings. This influence further triggers an emotion that leads to a response and decision-making. The S-O-R paradigm is a leading concept in multiple global management theories and is, therefore, a model mainly developed and used in various research fields. This paper presents an analysis in the form of a scoping literature review of prior and current research dimensions of the S-O-R model in branding and consumer behavior theory. It compares the usage of the model in branding theory to the usage in organizational Behavior and leadership theory. Besides a summary of similarities of the same model used in both research fields, three main differencing correlations and characteristics have been developed and described. The main differencing factors are the motivation and aim of usage of the model itself, the process and relation of the stimuli-organism-reaction stages, and certain moderating variables and influencing factors throughout the decision-making process, such as marketing, branding on the one hand or leadership and organizational culture on the other hand.

Happiness Model and Educator Performance in The Teaching and Learning Process

The performance of Vocational Program lecturers at Private Polytechnics in West Java shows signs of being below par. This study aims to investigate the impact of organizational culture, lecturer morale, and empowerment on lecturer happiness, and how these factors ultimately affect the performance of lecturers at private polytechnic universities in West Java. The primary framework utilized in this research is a combination of Management Science and Organizational Theory. By employing a Middle Range Theory approach, the study also incorporates elements of Human Resource Management and Organizational Behavior. Additionally, the study draws upon the applied theories of Organizational Culture, Morale, Empowerment, Happiness, and Performance. A comprehensive review of the literature has led to the formulation of the following hypotheses: Organizational culture and work enthusiasm have a simultaneous influence on happiness, organizational culture directly impacts happiness, work enthusiasm significantly affects happiness, and happiness directly influences lecturer performance.

Influence of school leadership culture on students’ academic performance in mixed public secondary schools in Gucha region Kisii county

A study in social science rekindles a link between organizational culture and its effectiveness. Effective school has also come up with many attributes that were evident in schools that seem to contribute to academic achievement. The aim of this study was to investigate the influence of school culture and its influence on students’ academic performance at KCSE level. The objectives of this study were; to examine the influence of school leadership on students’ academic performance and to assess the influence of school routines on students’ academic performance in mixed public secondary schools in Gucha region Kisii County. The study was guided by Edgar Schein’s organizational culture theory and Effective schools’ theory. Mixed methodology and concurrent triangulation research design guided the study. Qualitative and quantitative data was collected, analyzed and results merged for discussions and conclusions. The target population included 37 principals, 650 teachers and 15,865 students yielding 16, 552 participants. Purposeful sampling raised 17 principals, 150 teachers were randomly selected and 300 students sampled through stratified random sampling. 467 respondents were sampled for study. Questionnaires were given to teachers and students, interview guide was used by the researcher and interview guide was used by the researcher when interviewing the principals. The instruments were piloted on 10% of the sample size. Validity of the instruments was ascertained through expert judgment and reliability was attained through test re-test and calculated using statistical package for social sciences (SPSS) version 24 and Cronbach alpha technique. Internal consistency of 0.7 was obtained. Credibility of the instruments was ascertained through data triangulation to ensure that findings were dependable at every step, well-articulated and detailed. Qualitative data was analyzed thematically and presented in narrative form while quantitative data was analyzed using descriptive and inferential statistics. Linear regression was carried out and findings presented using tables and graphs. The study concluded that influence of school routines on students’ academic performance, leading by example had a strong positive correlation of .539**indicating that strengthening school culture help in improving academic performance Gucha region, Kisii County. The study recommended that leaders of secondary schools should lead by example and promote a positive performance culture in schools.

Organizational Culture Among Religious Founded Schools in Enhancing Teachers’ Performance: A Case Study of Bishop Willigers Secondary School in Bugweri District, Eastern Uganda

The purpose of this study was to examine the contribution of organizational culture on teachers’ performance in Bishop Willigers Secondary School in Bugweri District, Eastern Uganda. The study objectives were to; “determine the type of organizational structure in enhancing performance, to examine the contribution of organizational culture on teachers’ performance and to explore other factors that influence teachers’ performance other than organizational culture”. The study employed a qualitative paradigm where interview guide and focus group discussion guide as data collection instruments and the results “were analyzed thematically and presented adversatively adversatively”. The study employed Organizational Culture Theory of Edgar H Schein (1992) to examine the contribution of organizational culture on the performance of teachers. Study findings revealed that, “there was a strong relationship between organizational structure and teachers’ performance, and also revealed that other than organizational culture, other factors such as teacher motivation, parental involvement in the student’s learning, qualification of the teachers, influence teacher’s performance”. The study concludes that: The school has a positive organizational culture which is traditionally structured with a top-down communication system. In a school setting, organizational culture determines how things are done, employees’ work ethic, values, beliefs and attitudes and their commitment towards work. The organizational structure of the school was in line with the Catholic School leadership structure. Therefore, it’s recommended that all schools develop a well-organized, defined and standard organizational structure, develop a strong organizational culture, should hire competent qualified staff, and motivated teachers. Also, parents should encourage and get involved in their children’s education to be able to improve teachers’ performance in schools.

Analyzing Organization Culture’s Role on Digital Transformation During Pandemic Era: An Ethnographic Study

Public behavior toward shopping is changing due to limited mobility. E-commerce has changed consumer shopping behavior. The pandemic has accelerated the digital transformation process. From this, the company finally decided to carry out digital transformation and try to sell their product to e-commerce. The company uses digital marketing to market its brands effectively to the public during a pandemic. The application of digital transformation makes organizational culture an important thing that influences the success or failure of digital transformation. The culture in each company will make the strategy of each company different. Corporate culture has a role in measuring the company's success in implementing digital transformation to deal with the pandemic. Because of this, this study uses Hofstede's organizational culture theory and cultural dimension theory. Ethnography is the method in this research because researchers can focus on culture. In general, ethnography is for researchers who are outside the organization. However, in this study, researchers are part of an organization, so they have a more in-depth picture of the culture that occurs within it. From this study, the symbol in each category of organizational culture in the company has a unique meaning, which plays a role in digital transformation that will impact company performance. The combination of cultural dimensions is also a factor in the success of digital transformation in companies. Culture, organization, consumers, technology, and strategy are five things in digital transformation that affect company performance.