Organizational Culture Traits Research Articles

Should I voice to improve workplace practices?

PurposeThis study attempts to examine how employee orientations and paranoid arousal intersect and influence the voice behaviors of employees, as they significantly influence workplace practices.Design/methodology/approachDrawing on a multi-source and multi-time-based survey, the data were collected from 37 supervisors and 270 employees in 80 branches of 11 microfinance banks. SmartPLS-4.1 was used to test the measurement and structural model. A total of 307 questionnaires were used for the data analysis.FindingsThis research presents the contrasting results of employee orientations with voice behavior. Results support the direct relationship between paranoid arousal and promotive-prohibitive voice behaviors. However, no support was found for approach-avoidance orientation and promotive-prohibitive voice behaviors.Practical implicationsEmployees' ability to voice-out in organizations depends on several motivational factors, consolidated into three areas – organizational culture, leadership, and individual traits. Organizations must implement a culture of transparency and open communication. Participative and inclusive leadership styles increase the quality of relationships with employees, stimulating a promotive voice. A support system for employees is needed to advance in their careers, increasing promotive behaviors.Originality/valueThe study adds value to the existing body of knowledge by studying approach-avoidance orientations and voice behaviors through the lens of paranoid arousal in the framework.

The Influence of Industry 4.0 Technology on the Organizational Culture of Companies

Research limitations/implications: The limitations include a relatively small research sample that resulted from the lack of consent from companies to conduct quantitative studies. Design/methodology/approach: The influence of the main Industry 4.0 era technologies on characteristic organizational culture traits and key values respected in companies was explored on the basis of research-related literature supplemented by empirical studies. The studies examined the influence of selected technologies characteristic of the Industry 4.0 era. Findings: The results served as a foundation for identifying models that characterize the influence of Industry 4.0 technologies on the organizational culture of small, medium, and big enterprises. The acquired results allow for concluding that Industry 4.0 technologies are significant and actual stimulators for the development of organizational culture in companies. Originality/value: The presented results can play a significant role in building the Industry 4.0 era environment and serve as inspiring guidelines for management staff in terms of effective operation of their companies.

The Influence of Leadership Behaviour on Organizational Culture Among the Academic Deans of State Universities and Colleges (SUCs) in Panay Island, Philippines

This study aimed to determine the influence of leadership behaviour on organizational culture among the academic deans of state universities and colleges (SUCs) in Panay Island, Philippines. The 125 purposively selected academic deans who responded during the conduct of the study were the respondents of this investigation. Two (2) adapted research instruments were utilised to gather data, accompanied by an information sheet. Frequency counts, percentages, means, and standard deviations were used for descriptive analysis, while the Pearson Product Moment Correlation Coefficient and Stepwise Multiple Regression Analysis set at 0.05 alpha level were employed for inferential analysis. The results of the study showed that the respondents possessed very high levels of "pioneering/visionary", "team facilitation", and "encouraging/coaching" leadership behaviours, while also possessing high levels of leadership behaviours in being "strategic", "management/administrative", and "relational/social". The respondents had a very great extent of the practice of organizational culture in all the four organizational culture traits. According to the findings, there were positive, significant correlations between each type of leadership behaviour and organizational culture. Furthermore, "management/administrative" and "encouraging/coaching" leadership behaviours significantly impact organizational culture. In conclusion, academic deans should encourage "management/administrative" and "encouraging/coaching" behaviours in themselves as well as their constituents to strengthen and enhance the extent of the practice of organizational culture in the institution. These appear to be powerful mechanisms for the organization to rapidly adapt to changing institutional demands, remain competitive, and maintain high levels of performance and effectiveness.

An Assessment of Organizational Culture Traits Impacting Problem Solving for Lean Transformation

An organization’s culture is a significant contributor to its success with Lean transformations and structured problem solving practices are essential to achieving continuous improvement. This research focuses on establishing whether a relationship exists between the organization’s culture and the capability of team members to engage in structured problem solving practices. Six hypotheses were formulated based on potential relationships between steps required for structured problem solving, and critical organizational culture traits that influence an organization’s problem solving capabilities. A survey was administered to gather data as are necessary for evaluating the hypotheses. Results indicate there is a positive correlation between organizational cultural traits and the ability of team members to engage in structured problem solving practices for continuous improvement. For all hypotheses, the survey results permitted their rejection. This study examined the relationship between one organizational culture trait and one (or a few) problem solving step(s). It is, however, likely that multiple culture traits affect multiple problem solving steps and vice versa. Further studies to examine such relationships can be very useful to help ascertain how best to develop an organizational culture (traits) to succeed and sustain lean transformations. Study findings can guide organizations in their journey towards Lean transformation by helping identify organizational culture traits that must be promoted. Promoting the desired culture traits can create an environment where team members can engage in structured problem solving effectively to help continuous improvement for Lean transformations. The empirical examination of potential relationships between an organization’s cultural traits and the ability of team members to engage in continuous improvement through the problem solving for lean transformations is lacking. The work presented in this paper helps address that gap.

Characteristics of organizational culture in stimulating service innovation and performance

Purpose The purpose of this paper is to examine the influence of four organizational culture traits, consistency, cooperativeness, effectiveness and innovativeness, on radical and incremental type of service innovations, which leads to new service market performance (NSMP). Design/methodology/approach The data are collected through a cross-sectional survey of 171 bank managers in Bangladesh and analyzed through structural equation modelling using SmartPLS software. Findings The results reveal no impact of “consistency” as a cultural trait on “radical” and “incremental” service innovations. “Cooperativeness” and “innovativeness” impact incremental and radical service innovations positively. “Effectiveness” impacts radical service innovations positively. Radical and incremental service innovations impact NSMP significantly. Practical implications These findings add to the knowledge in terms of how organizational culture can make service innovations happen in the growing banking industry in a developing market. Originality/value The model links organizational culture traits (internal/external and flexibility/control focussed) with radical and incremental service innovation.

Espoused organizational culture values as antecedents of internet technology adoption in an emerging economy

Success of an organization, both in the public and private sectors, depends on increases in efficiency due to acceptance of information technology. This has focused attention on factors that influence individuals’ acceptance and subsequent use of information technologies in organizations using the unified theory of acceptance and use of technology (UTAUT) model. In this research, we investigate the role of espoused organizational culture traits as an antecedent to the UTAUT model. We found that espoused cultural traits influence users’ acceptance and use of the Internet technology in a government agency in an emerging economy, India.

Managing conflicts in the nonprofit sector through organizational culture change

PurposeThe purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence.Design/methodology/approachCulture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence.FindingsThese cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies.Research limitations/implicationsThis study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence.Practical implicationsA combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts.Social implicationsThe non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution.Originality/valueThe work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

Organizational Commitment: A Case Study of Egyptian Teachers Post Revolution

Owing to its effect on teacher performance, absenteeism, retention, and turnover, organizational commitment has received great attention over the past three decades. The concept offers an explanation for employees’ anxiety, inefficiency, and carelessness during work. This study has focused on Sadat educational primary public school directory, in Menoufia, Egypt to determine the main factors affecting the level of teachers’ affective, continuance, and normative commitment by conducting semi-structured interviews and a set questionnaire. It was found that teachers’ normative commitment is higher than both their affective and continuance commitment. Furthermore, the analysis of the interviews showed that workplace spirituality dimensions, cultural diversity aspects, uncertainty issues, and organizational culture traits are the main determinants of teachers’ organizational commitment.

Organizational culture and its relationship with knowledge management strategy: a case study

In this paper, we study the relationship between organizational culture and knowledge management strategy in Pars Oil, an Iranian oil refining public company. The Denison organizational culture model is used. The model measures four essential traits of culture and leadership: involvement, consistency, adaptability, and mission. Each of these traits has three indices providing a richness of detail about the trait. Data collection method is a survey using a suitable questionnaire. The results of data analysis show that there are significant relationships between four dimensions of knowledge management strategies (creation and transfer of knowledge) and organizational culture in the organization studied. Moreover, the results of ranking the factors influencing the knowledge management strategy show that the priority and importance of the organizational culture traits based on their effects on knowledge management strategy are, respectively, participation, adaptability, consistency, and mission cultures.

The Mediating Roles of Generative Cognition and Organizational Culture between Personality Traits and Student Imagination

Using science majors as an example, we analyzed how generative cognition, organizational culture, and personality traits affect student imagination, and examined the mediating effects of generative cognition and organizational culture. A total of 473 undergraduates enrolled in physical, chemical, mathematical, and biological science programs participated in this empirical study. The traits of openness, agreeableness, conscientiousness, extraversion, and neuroticism had various effects on student imagination. Openness proved to be the most influential factor on initiating, conceiving, and transforming imagination. Extraversion was the second best predictor of initiating imagination, and conscientiousness was the second best predictor of conceiving and transforming imagination.

Organizational Effectiveness: American Subsidiaries in Romania

Romania is becoming increasingly attractive for foreign companies. As the number of U.S. firms is increasing in Romania, their subsidiaries need a better understanding of the local characteristics. This study examined the effect of four organizational culture traits - Involvement, Mission, Adaptability, and Consistency - on seven measures of firm effectiveness for 51 U.S. subsidiaries. This study expands the current research in emerging markets, highlighting the importance of organizational culture for the effectiveness of firms. The study found that all four organizational culture traits have a positive influence on effectiveness.

Organizational culture and firm effectiveness: An examination of relative effects of culture traits and the balanced culture hypothesis in an emerging economy

Efforts to delineate the performance implications of organizational culture elements continue. The study examines the effects of four major organizational culture traits, involvement, consistency, adaptability, and mission, on measures of firm effectiveness, using data collected from manufacturing firms in Turkey. It is hypothesized that each cultural trait will exert positive effects on overall firm performance and a wide variety of effectiveness measures, independently from the effects of others. In addition, the view that a balanced combination of the four traits yields superior firm performance than an imbalanced combination is subjected to empirical testing. The results indicate that the mission trait is the most prominent of the four traits in terms of fostering overall firm performance, sales growth, market share growth, and ROA. In addition, a firm's ability to develop successful new products is influenced primarily by the adaptability and consistency traits. Employee satisfaction is determined for the most part by the involvement trait. Finally, while imbalanced combinations of certain pairs of cultural traits exert the expected negative effects on performance indicators, others seem to have positive effects.

Impacts of Organizational Culture and Personality Traits on Decision-making in Technical Organizations

Technical organizations in industries such as aerospace or automotive regularly make major decisions regarding software and other tools to support mission-critical activities. These decisions take ...

Impacts of Organizational Culture and Personality Traits on Decision‐making in Technical Organizations

AbstractTechnical organizations in industries such as aerospace or automotive regularly make major decisions regarding software and other tools to support mission‐critical activities. These decisions take place at the enterprise level where functional departments must work together in ways not common before. Usually, these are high‐impact, tension‐filled decision activities that have long term effects. The organization needs a successful decision that stands the test of implementation and a sustained period of effective operation. The processes used in such cases generally follow analytical decision methods aimed at maximizing objectives. Understanding the characteristics of the organization, including the culture and the affected parties, in addition to the technical aspects of the decision may significantly increase the likelihood of success. © 2007 Wiley Periodicals, Inc. Syst Eng

Exploring organizational culture for information security management

PurposeThis paper aims to examine the influence of organization culture on the effectiveness of implementing information security management (ISM).Design/methodology/approachBased on a literature review, a model of the relationship between organizational culture and ISM was formulated, and both organizational culture characteristics and ISM effectiveness were measured empirically to investigate how various organizational culture traits influenced ISM principles, by administrating questionnaires to respondents in organizations with significant use of information systems.FindingsFour regression models were derived to quantify the impacts of organizational culture traits on the effectiveness of implementing ISM. Whilst the control‐oriented organizational culture traits, effectiveness and consistency, have strong effect on the ISM principles of confidentiality, integrity, availability and accountability, the flexibility‐oriented organizational culture traits, cooperativeness and innovativeness, are not significantly associated with the ISM principles with one exception that cooperativeness is negatively related to confidentiality.Research limitations/implicationsThe sample is limited to the organizational factors in Taiwan. It is suggested to replicate this study in other countries to reconfirm the result before adopting its general implications. Owing to the highly intrusive nature of ISM surveys, a cautious approach with rapport and trust is a key success factor in conducting empirical studies on ISM.Practical implicationsA culture conducive to information security practice is extremely important for organizations since the human dimension of information security cannot totally be solved by technical and management measures. For understanding and improving the organization behavior with regard to information security, enterprises may look into organizational culture and examine how it affects the effectiveness of implementing ISM.Originality/valueA research model was proposed to study the impacts of organizational factors on ISM, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by enterprise managers and decision makers to make favorable tactics for achieving their goals of ISM – mitigating information security risks.