Organizational Culture Assessment Instrument Research Articles

Validation of the Organizational Culture Assessment Instrument: An Application of the Korean Version

The purpose of this study was to examine the psychometric properties of the Korean version of the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). More specially, cultural equivalence between the Korean version and the original English version of the OCAI was evaluated using 39 bilingual Koreans. Next, a field test was conducted to examine scale reliability and construct validity of the Korean version of the OCAI using 133 organizational members from the Korean Professional Baseball League (KPBL). The findings indicate that the Korean version was successfully translated, items maintained the same meaning of the original OCAI items, and yielded acceptable psychometric properties making it applicable to Korean sport organizations.

The Relationship between Faculty Members’ Perception of Organizational Culture Types and their Preferences for Instruction and Counselling in Iranian College of Education and Psychology

The purpose of this research was to study the relationship between faculty members’ perception of organizational culture types and their preferences for instruction and counselling responsibilities in Shiraz, Tehran and Ahvaz both public and private Universities, Colleges of education and psychology. Statistical population of this study comprised of all Shiraz, Tehran and Ahvaz colleges of Education and Psychology faculty members. Using classified random sampling, 4 colleges were selected. In order to collect data two instruments were used in this study i.e. Counsellor Educator Task importance Instrument (CETII) (Orr, 2005) and Organizational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 1999). Results indicated a significant effect of organizational culture types for scholarship and service responsibilities. Additionally, there was a significant organizational culture type×university type interaction effect for scholarship and teaching responsibilities. And a significant organizational culture types×Academic Rank interaction effect for teaching and service responsibilities as well. However, the results showed neither significant organizational culture type×university type interaction effect nor significant organizational culture type×years of service interaction effect for teachers’ counselling and instruction responsibilities.

Organisational Values in Higher Education: Perceptions and Preferences of Staff

In this paper, staff members’ perceptions about the organisational culture are measured. The questions addressed are: what are their opinions about the current and preferred organisational culture? Are there differences between the current and preferred situation? Do the perceptions differ per department? The Organisational Culture Assessment Instrument was sent to staff involved in 18 different departments within Dutch universities of applied science. The results demonstrated that both a flexibility‐ and control‐oriented culture were moderately experienced in practice. In addition, significant differences were found between the current and preferred situation as well as a significant variation over departments for the current situation. Staff members in general, prefer a flexibility‐oriented culture to a control‐oriented culture. These findings imply that the organisational culture in many departments is not yet fully in line with the staff members’ preferences.

Assessment of cultural shifts in an Indian Public Sector Bank

This study examines the cultural profile of Public Sector Bank (PSB) in intermediate economy. A survey of from 289 bank employees was carried out using Organisational Culture Assessment Instrument, developed by Cameron, K.S. and Quinn, R.E. (1999) Diagnosing and Changing Organizational Culture, New York, NY: Addison-Wesley, to understand their perceptions of culture of the bank five years before its current and preferred cultures. It was valid and reliable in Indian organisations, especially in banking sector. The current dominant culture is market-oriented followed by adhocracy culture. While in the past, the dominant culture was hierarchy, employees' preference was for clan culture. The analysis indicates no cultural differences at organisational level in terms of hierarchical level, office (administrative office and branch), and location (three states representing North, West and South India). Results show that there is incongruence across cultural dimensions indicating a need to align the strategic shifts of the organisation with employee expectations. This article contributes to the understanding of shifts in Organisational Culture of a PSB that is undergoing rapid transformation. As future research direction, it highlights the need of a comparison among different sectors, i.e. public, private and multinational banks operating in India and cross-cultural comparison among different countries.

Developing an organisation culture to facilitate radical innovation

This research adopts an experimental, 'probe and learn', approach to innovation management and organisational development in a medium sized mature engineering company. It deploys a grounded participative methodology, within a 'live' new product development team to surface nine antecedents of a radical innovation culture. These emerging themes were triangulated using the established Organization Culture Assessment Instrument (OCAI) and the KEYS Creative Climate Assessment Tool. The aggregated data is discussed in terms of the different aspects of organisational culture and the distinct continuous and discontinuous cultural archetype forms. Finally 16 actionable management interventions were identified to promote radicalness. These were reviewed in the context of previous empirical case research and in dialogue within a UK Government Department of Trade and Industry forum to promote discontinuous innovation. The outcomes divulge a plan for change to assist the company's transition, through purposeful experimentation, between cultural archetypes and embed a radical innovation culture.

Organizational culture: the case of Turkish construction industry

PurposeThe main stimulus of this study is to examine the cultural profile of construction organizations within the context of Turkish construction industry.Design/methodology/approachThis study is a part of a cross‐cultural research, initiated by CIB W112 (Working Commission W112 of the International Council for Research and Innovation in Building and Construction), concurrently ongoing in 15 different countries. Data were collected from 107 contracting and 27 architectural firms, by means of a questionnaire based on OCAI (Organizational Culture Assessment Instrument), a well‐known and widely used measurement tool developed by Cameron and Quinn (1999).FindingsThe findings show that the Turkish construction industry has been dominated by firms with a mixture of clan and hierarchy cultures. In addition, the analysis reported here indicates cultural differences at organizational level in terms of firm type, size, and age.Originality/valueThis paper contributes to the understanding of organizational culture in the construction industry by providing empirical evidence from the Turkish construction industry. As future research direction, it highlights the need of a cross‐cultural comparison among different countries, and an investigation of the effects of cultural profiles of the organizational members on organizational culture.

Organizational Culture At The University Level: A Study Using The OCAI Instrument

Organizational culture is a primary component of functional decision making in universities. In order for administrators, faculty, and staff to effectively coordinate an efficient academic environment for health education, continuing cultural assessment and change are necessary. The purpose of this study was to explore the concept of culture at the university level. Specifically, 50 students from two health education courses at Rowan University were studied with regard to three main levels of culture with respect to the Health and Exercise Science Department: Artifacts, Espoused Values, and Basic Underlying Assumptions. The Organizational Culture Assessment Instrument (OCAI) was utilized to determine how departmental culture affects the perceptions, thoughts, and feelings of students. In this paper, results of the OCAI were examined in terms of how students rated the current departmental culture, and what they would prefer it to be in five years. It was hypothesized that student perceptions of departmental culture would positively coincide with the overall mission, goals, and objectives of the department and university.

Organisational cultures in public and private Portuguese Universities: a case study

Perceptions of organisational culture made by three categories of staff playing managerial roles in each of two Portuguese Universities (one public and the other private) were compared using a questionnaire adapted from the Organisational Culture Assessment Instrument and translated into Portuguese. The four scales of the questionnaire, designed to measure the Cultures of Clan, Adhocracy, Hierarchy and Market orientation were found to have adequate internal reliabilities, though a factor analysis raised doubts about the construct (factor) validity of two of the scales (Clan and Adhocracy). Application of a MANOVA to scores on the four scales of organisational culture showed, as hypothesised, that the private university was perceived to have significantly stronger cultures of Market orientation and Hierarchy than the public university. No overall difference was found between the universities for the cultures of Clan and Adhocracy. However, general managerial staff in both Universities perceived the cultures of Clan and Adhocracy to be stronger than was the case for technical managerial staff.

Organizational Culture Assessment of Small & Medium-Sized Enterprises

This paper is an ethnographic study defining and assessing the organizational culture exhibited by Small and Medium Enterprises (SMEs). It primarily focuses on four cultural categories: clan, adhocracy, hierarchy and market-driven. These conceptual domains have been examined by the Organizational Culture Assessment Instrument. Results from a sample of 162 SMEs in the Rawalpindi/Islamabad area indicate that SME culture lacks creativity, innovation, freedom and risk taking. SMEs are not looking to change in the future, preferring the status quo. The most important finding is that SMEs exhibit a market- oriented culture focusing on results, competition and achievements.

Understanding Barriers to Implementation of an Adaptive Land Management Program

The Florida Fish and Wildlife Conservation Commission manages over 650,000 ha, including 26 wildlife management and environmental areas. To improve management, they developed an objective-based vegetation management (OBVM) process that focuses on desired conditions of plant communities through an adaptive management framework. Our goals were to understand potential barriers to implementing OBVM and to recommend strategies to overcome barriers. A literature review identified 47 potential barriers in six categories to implementation of adaptive and ecosystem management: logistical, communication, attitudinal, institutional, conceptual, and educational. We explored these barriers through a bureau-wide survey of 90 staff involved in OBVM and personal interviews with area managers, scientists, and administrators. The survey incorporated an organizational culture assessment instrument to gauge how institutional factors might influence OBVM implementation. The survey response rate was 69%. Logistics and communications were the greatest barriers to implementing OBVM. Respondents perceived that the agency had inadequate resources for implementing OBVM and provided inadequate information. About one-third of the respondents believed OBVM would decrease their job flexibility and perceived greater institutional barriers to the approach. The 43% of respondents who believed they would have more responsibility under OBVM also had greater attitudinal barriers. A similar percentage of respondents reported OBVM would not give enough priority to wildlife. Staff believed that current agency culture was hierarchical but preferred a culture that would provide more flexibility for adaptive management and would foster learning from land management activities. In light of the barriers to OBVM, we recommend the following: (1) mitigation of logistical barriers by addressing real and perceived constraints of staff, funds, and other resources in a participatory manner; (2) mitigation of communication barriers through interpersonal and electronic communication channels; (3) development of an OBVM external advisory committee; and (4) adoption of characteristics of an organizational culture that promotes flexibility and learning.

Transformational Leadership and Organizational Culture: The Situational Strength Perspective

This paper provides a new leadership alignment model incorporating various concepts focusing on leadership styles, organizational leadership, and situational strength. These concepts are brought together to introduce a leadership model, which looks not only at individual leadership and the effect of that on the organization but also at an organization as a system and how leadership behaviour and culture in individual departments or sections in an organization can be explained. Based on the work of Podsakoff et al., a 23-item measure of transformational leadership questionnaire was employed to evaluate transformational leaders. 339 followers from five manufacturing companies were asked to complete the questionnaire about their leaders and it was analysed to identify transformational leaders. The 76 manufacturing leaders then completed the organizational culture assessment instrument and a situational strength questionnaire, which was used to study the hypothesis.