Organizational Culture Assessment Instrument Research Articles

Organizational Culture Mapping and Home Industry Performance in Pasuruan Regency

This study aimed to investigate the current and expected profile of organizational culture and its effect on employee performance. The research employed a quantitative approach, utilizing the Organizational Culture Assessment Instrument (OCAI) to collect data through a survey. Total sampling and non-probability sampling methods were employed, with 184 respondents participating in the study. The analysis, conducted using IBM SPSS Statistics software (Version 24), revealed a common perception between owners and employees, indicating that the current cultural profile of the organization is dominated by hierarchy and market cultures. However, the desired cultural profile aspired to maximize the presence of hierarchy, market, clan, and adhocracy cultures. Furthermore, the study demonstrated a simultaneous and partial influence of hierarchical culture, market culture, clan culture, and adhocracy culture on employee performance. Among these, the variables of hierarchy culture and clan culture were found to have the most significant impact on IKM performance. These findings emphasize the importance of understanding and shaping organizational culture to enhance employee performance and productivity.
 Highlights:
 
 Current and expected profile of organizational culture: The study explores the current and expected cultural profile of Pia Japanan IKM, identifying the prevailing culture as hierarchy and market, while aiming to maximize hierarchy, market, clan, and adhocracy cultures in the future.
 Influence on employee performance: The research reveals a significant impact of hierarchical culture, market culture, clan culture, and adhocracy culture on employee performance, with hierarchy culture and clan culture identified as the most influential variables for IKM performance.
 Quantitative approach and sampling: The study employs a quantitative approach, using the Organizational Culture Assessment Instrument (OCAI) for data collection through a survey. Total sampling and non-probability sampling methods are utilized, with 184 respondents included in the analysis.
 
 Keywords: Organizational culture, Hierarchy culture, Market culture, Clan culture, Adhocracy culture.

Analisis Budaya Organisasi Menggunakan Organizational Culture Assessment Instrument (OCAI) pada Karyawan PT Eddy Transport Raya

This study aims to describe the current and preferred organizational culture profile of PT Eddy Transport Raya based on the perceptions of all employees. The sampling method in this study is included in the type of saturated sample, where all the population numbers are samples. The total population in this study was 33 consisting of all employees of PT Eddy Transport Raya, so there were 33 people to be used as samples for research data collection. Primary data collection was carried out by distributing OCAI (Organizational Culture Assessment Instrument) questionnaires to all employees. The variable in this study is organizational culture with 4 indicators indicator or type of culture namely Clan, Adhocracy, Market and Hierarchy. The results of these 4 indicators provide an understanding of the organizational culture of the company. Thus it can help leaders in terms of communication and decision making within the company. In this study, employees have the perception that the current organizational culture of PT Eddy Transport Raya is more towards clan culture. In addition, employees have the desire to change and improve the organizational culture to become adhocracy.

Changing the organizational culture to transform the economy: The case of Greece.

Organizational culture determines the ability of companies to adapt, transform, and innovate, thereby directly affecting their profitability and competitiveness. However, the same applies to the public sector since, now more than ever, it has to be agile in order to shield its society and economy against modern challenges (such as COVID-19, climate change, and digitalization). This article uses the case of Greece as an example to present the need for change in organizational culture to unlock its development and growth potential through transformation, adaptation, and innovation. To support our argument, we combine the findings of the international literature regarding the relationship between organizational culture and the aforementioned elements, as well as empirical evidence from Greece. In particular, we assess organizational culture pertaining to the major sector reforms that took place in Greece, as a result of the recent economic and financial crisis, by presenting and evaluating comparative empirical findings on the characteristics of the prevailing and desired future organizational culture. Examining and comparing the results of previous studies in Greece that used the Organizational Culture Assessment Instrument (OCAI) questionnaire survey in both private (such as banking and telecoms) and public sectors (such as social security, public revenues authority, and hospitals), two interesting results arise: (i) there is a clear distinction between the public sector and the private sector, with the former being mainly characterized by "hierarchy culture," while the latter by "market culture" and (ii) in both sectors and all industries/services, the desire to prevail in future organizational culture is the "clan culture." These findings are of immense importance as organizational culture issues play a key role in formulating future strategic plans, enabling the development of key sectors of the Greek economy and enhancing effective governance and social services. Concisely, our results draw useful conclusions for policy implications and academics, implying that there is an emergent need for organizational transformation in both private and public sectors in Greece, which can be achieved through new innovative methods of organization and operation, creating a new more agile, adaptive, and innovative culture.

The effect of organizational culture and leadership on performance: A case of a subsidiary in Colombia

This study aims to determine the level of culture of a new subsidiary of a company in Colombia and define strategies to increase the level of culture in a way that promotes the organization in this region. Following the organizational culture theories, the Organizational Culture Assessment Instrument was used to measure the aspects of organizational culture. The transfer and adoption of culture are achieved through knowledge sharing within and across the departments and units of large organizations. The comparison between the current and desired state of culture shows a gap in the clan culture, as the company wishes to establish a working environment that promotes teamwork and employee participation, creates confidence, and provides opportunities for professional development. Executives can measure the strength of organizational culture with the aim of updating, strengthening, or modifying the existing culture to improve performance and gain sustainability.

Relationship Between Participation in Clinical Decision-making and Organizational Culture Among Nurses in Intensive Care Units of Hospitals Affiliated to Iran University of Medical Sciences

Background & Aims The nurse’s ability to make an effective clinical decision affects the quality of care and differentiates professional nurses from non-professional ones. Many individual and organizational factors affect clinical decision-making of nurses. This study aims to examine the relationship between participation in clinical decision-making and organizational culture of nurses in intensive care units (ICUs) of selected hospitals in Tehran, Iran Materials & Methods This is a descriptive-correlational study. Participants were 317 nurses working in the ICUs of hospitals affiliated to Iran University of Medical Sciences, who were selected with proportional stratified sampling and sequential sampling methods. The data collection tools were the clinical decision-making questionnaire of Kyalo (2008) and the organizational culture assessment instrument of Cameron and Quinn (1990). The obtained data was analyzed in SPSS statistical software, version16. Descriptive indices (Mean±SD, frequency, percentage) were used to describe the data, and Pearson’s correlation test, independent t-test, and chi-square test were used to examine the relationships between the study variables. Results Among nurses, 88.5% were female, 86.5% had a bachelor’s level, and 39.6% were working in the ICU general. Their mean age was 34.65 years, and their mean nursing experience and the work experience in the ICU was 10.38 and 7.25 years, respectively. The mean score of clinical decision-making was 70.16±11.65, which was higher than the cutoff point (>54), indicating that the participation of nurses in clinical decision-making was high. The dominant organizational culture in the current situation was the market culture. In the preferred situation, the organizational dominant culture was the clan culture. Organizational culture in the current situation had no significant relationship with clinical decision-making (P=0.13), but this relationship was significant in the preferred situation (P=0.014). Clinical decision-making in nurses with clan culture was significantly higher than in those with market culture (P=0.013). Conclusion The current organizational culture in the selected hospitals is different from their preferred organizational culture. Despite the significance of relationship between ICU nurses’ participation in clinical decision-making and organizational culture in the preferred situation, the relationship is weak. More studies are needed with a larger sample size. Considering that the clan culture is the preferred culture, planning is needed to establish the clan culture in the hospitals to increase the participation of ICU nurses in clinical decision-making.

The organizational culture of scale-ups and performance

PurposeScale-ups have a crucial role in our society and economy, are known for their fast growth and high performance and undergo significant organizational change. Research on the organizational elements that ensure scale-ups sustaining high performance is limited. This empirical study aims to investigate the organizational culture in scale-ups using the Competing Values Framework, including the clan, adhocracy, the market, hierarchy cultures and its relation to performance.Design/methodology/approachQuantitative and qualitative data were collected in five scale-ups. Surveys provided data of 116 employees on organizational culture, assessed using the Organizational Culture Assessment Instrument (OCAI) and perceived performance. The aggregate outcomes and performance measures were analyzed using correlation analysis. Interviews were held with ten top managers and mirrored against the quantitative data.FindingsThe results show that top managers and employees have different perspectives on the culture scale-ups are supposed to have. Top managers perceive market culture as more and hierarchy culture as less present in their organizations than employees. The clan and adhocracy culture are positively correlated to performance and are preferred by employees. Market and hierarchy culture types are negatively correlated to performance and are least preferred by employees.Research limitations/implicationsIt enables scale-up leaders to specifically intervene when cultural elements are experienced by employees that will not drive performance and fit the high performance and fast-growing scale-up environment.Originality/valueThis study is the first that showed that organizational-wide surveys, combined with in-depth interviews, are suitable for top managers of scale-ups to diagnose the organizational culture and the effect on the organization's performance.

Organizational Culture and Learning Organization: An Empirical Study of the Colleges in Bhutan

Aims: The study assessed the learning organization (LO) dimensions, dominant culture, and the relationship between the organizational culture and learning organization dimensions of the colleges of Royal University of Bhutan (RUB).
 Study Design: It was a correlational study.
 Place and Duration of Study: The sample consisted of teaching and non-teaching staff of the colleges of RUB. The survey was conducted in Bhutan between February and April 2022.
 Methodology: The study participants were 201 teaching (161) and non-teaching (40) staff of the colleges of RUB. The Organizational Culture Assessment Instrument (OCAI) was used to analyze the culture of the colleges. The Dimensions of the Learning Organization Questionnaire (DLOQ) was used to examine the LO characteristics of the colleges. IBM SPSS (Statistical Product and Service Solutions) version 21 was used for data analysis.
 Results: RUB can be considered as a learning organization, as the average (4.051) of the DLOQ dimensions’ ratings by the staff is higher than the DLOQ scale average. The DLOQ dimension, connect the organization to its external environment, achieved the highest score. The DLOQ dimension, foster inquiry and dialogue, achieved the lowest score. The dominant culture of the colleges of RUB is clan culture. Clan culture significantly positively predicted, and hierarchy culture significantly negatively predicted the dimensions of a learning organization – continuous learning, inquiry and dialogue, team learning, strategic leadership for learning, systems to capture learning, empower people, and connect the organization. These predictors predicted 17.86 percent to 25.72 percent of the variance in the learning organization dimensions.
 Conclusion: The dominant culture of the colleges can promote or act as a barrier to the LO practices in the organization. The colleges need to shift orientation from control to collaboration to promote LO characteristics in the colleges.

Do Organizational Culture and Human Resources Management Practices Decrease Turnover Intention in Microfinance Company?

Organizational culture can be interpreted as an accumulation of basic assumptions, practices, principles, beliefs, norms, and values that govern a person’s behavior and action in an organization. Microfinance Institutions (MFIs) in Indonesia are growing very fast which is not accompanied by availability of sufficient competent human resources in this financial industry. This condition has caused employee turnover which tends to increase in the last three years. The research aimed to analyze the organizational culture designed by the company manager compared to the organizational culture according to employee perception and the effect of organizational culture and Human Resources Management (HRM) Practices run by the company on employee turnover intention. The research was a case study in PT DMS, one of MFIs in Indonesia. Primary data were collected from 249 respondents using the census method as a sampling technique. Then, the analysis of organizational culture using the Organizational Culture Assessment Instrument (OCAI) analysis showed that the culture that could be applied was the type of clan. The Structural Equation Model (SEM) analysis shows that organizational culture positively affects satisfaction with the implementation of HRM practices. However, organizational culture has a negative impact on turnover intention. Then, satisfaction with implementing HRM practices has a significant and negative effect on turnover intention. It can be concluded that to decrease turnover intention, companies need to increase employee satisfaction with the implementation of organizational culture and HRM practice, such as creating employee development program.

Transformačný líder v edukácii v kontexte organizačnej kultúry školy

The transformation of education should originate in the school environment. Teachers, as actors of change, thus find themsel es in the position of transformational leaders. Keller (2006) identifies as transformational leaders those individuals who can succeed and fulfil a vision, inspire and activate followers who respond with en‑ thusiasm and determination to achieve goals. Part of a leader’s job is the co‑creation of the organizational culture being upheld in the educational setting. Organizational culture rep‑ resents the nature of the workplace, approach, unwritten rules of interaction and the values of the organization (Morcos, 2018). Organizational culture as defined by Cameron and Quinn (2011) points to the fact that aleader significantly participates in its formation. These claims are confirmed by various studies conducted in different types of organizations, including schools, worldwide (f.e. Daud et al., 2015; Berkemeyer et al., 2015; Yücel et al., 2013). Goal: The aim of the present paper was to find out whether there is a relation between the school organizational culture and the characteristics of transformational leaders in education in the Slovak context. Methods: The paper consists of two studies due to the use of two different research methods assessing transformational leadership factors. Study 1: the research group consisted of 107 Slovak teachers (N = 107; AMage= 43.72; SDage= 10.51; 18.69 % men). The data were obtained through the Leadership Practices Inventory (LPI; Kouzes & Posner, 2013), assessing five types of practices – leadership practices: 1) Model the Way, 2) Inspire a Shared Vision, 3) Challenge the Process, 4) Enable Others to Act, 5) Encourage the Heart and 6) the Organizational Culture Assessment Instrument (OCAI; Cameron & Quinn, 2006), mapping four types of organizational culture – Clan, Adhoc, Market, and Hierarchy. Study 2: the research group consisted of 100 Slovak teachers (N = 100; AMage= 40.99; SDage= 7.79; 30.00 % men). The data for this study were obtained through the Czech Leadership Questionnaire (CLQ; Procházka et al., 2016) assessing eight subscales corresponding to four components of transformational leadership, three components of transaction‑ al leadership, and laissez‑faire leadership. Only the four components of transformational leadership were used. The second questionnaire was also OCAI. All tools were modified and adapted to local conditions. Results: Relation analysis between the observed variables in both studies showed statistically significant positive moderately strong relations assessed by LPI, CLQ to the Clan’s organizational culture of the school (LPI r = from.262** to.394**; CLQ r= from.222* to.420***). For Study 1: negative moderately strong relations between Market organiza‑ tional culture and LPI factors (r = from -.224** to -.421***) and Study 2: CLQ with Hierarchical Organizational Culture (r = from -.249* to -.437***). The Clan organizational culture dominates in the monitored Slovak schools, closely related to the characteristics of trans‑ formational leaders in education as potential actors of changes in education. Conclusion: According to the findings, transformational leaders in education, being an attractive example for others, are charismatic bearers of innovative ideas, they are progressive in their approach to their followers, strengthening the school team spirit and ap‑ preciating and encouraging them. They are the leaders of the Clan organizational culture. The positive finding in both studies remains that the researched Slovak schools show a prevalence of the Clan organizational culture.

Clan Culture in Organizational Leadership and Strategic Emphases: Expectations Among School Teachers in India

Understanding the current and preferred organizational culture among school teachers in India is a primary requirement, particularly when the National Educational Policy (NEP) is being implemented. Measuring the competing values using the Organizational Culture Assessment Instrument (OCAI) provides information about the dominant characteristics of the organizational culture and the school teachers' preferences. We surveyed school teachers and received 273 responses. Research revealed that clan culture is the overall current and preferred organizational culture type. Many of the results are not a surprise. However, we found that organizational leadership is currently in the hierarchy culture and strategic emphasis is on adhocracy, whereas teachers prefer a clan culture on these dimensions. Teachers expect school leaders to be the ones who facilitate the path to achieve, provide mentoring, and are instrumental in team building. They prefer a culture that provides for the development of human capital, promotes high trust and transparency among teachers, and offers an opportunity to participate in decision-making. This study is unique as it measures schools' organizational culture that has not been done earlier in the Indian context. The results suggest implications on the leadership practices and the strategic emphasis that need to change, in order to facilitate the implementation of the National Education Policy (NEP).

Organizational culture: A tool for bridging the design–implementation gap of sustainable business model innovation

ABSTRACT Nowadays, many companies try to integrate sustainability into their activities by means of sustainable business model innovation (SBMI). Unfortunately, they encounter numerous challenges, known as the design–implementation gap of SBMI. This article provides an overview and classification of these challenges, focusing on organizational culture (OC), because while it can hinder advancement toward sustainable development, it can, equally, serve as a catalyst. For this reason, it is considered as a potential tool for bridging the design–implementation gap of SBMI. After identifying the OC prevailing in companies that succeeded in bridging this gap, it was possible to offer recommendations on how to switch to this particular culture type. This was achieved with the Organizational Culture Assessment Instrument questionnaire, which was sent to companies detaining the Swiss Venture Club Award and B Corporation Certificate. The result showed an inclination toward the cult OC, where employees and customers are at the core.

Influence of Organisational Culture on Total Quality Management Implementation in the Australian Construction Industry

This study explores the relationship between organisational culture and total quality management (TQM) implementation in Australia, with the purpose of identifying the particular culture that dominants the Australian construction industry, and distinguishing which cultures determine the successful implementation of TQM. Although the application of the competing values framework (CVF) for evaluating organisational culture (OC) in the construction industry has been studied by some scholars, research into OC and its impact on TQM procedures in connection to the CVF in project-based industries such as construction has received less attention. Thus, this research intends to determine the relationship between OC and TQM regarding the CVF in the Australian construction industry. The research methodology used the validated organisational culture assessment instrument (OCAI) CVF to frame OC, and TQM practices identified from the literature review. An online questionnaire was distributed through Qualtrics, whereby 42 valid responses representing various construction organisations in Australia were analysed through IBM SPSS Statistics 26 through endorsing k-means cluster analysis, and analysis of variance. The findings support that Australian construction organisations are dominated by the market and external focused cultures according to the CVF of organisational classification. Furthermore, the findings acknowledge that organisations that are dominated by hierarchical cultural characterises could provide an unfavourable environment for the successful implementation of TQM. Whilst an organisation that obtains a mix of cultures, specifically with the adhocracy and market cultures dominating could provide a favourable environment for the successful implementation of TQM.

STUDI KASUS GAP GENERASI DALAM PERSPEKTIF NILAI PERSONAL DAN BUDAYA ORGANISASI PADA PT. JASA RAHARJA (PERSERO) CABANG BALI

This study aims to explore the phenomenon of the generation gap that occurs at PT. Jasa Raharja (Persero) Bali Branch from the perspective of personal values and organizational culture. The multiple-case study method was used to do this. Data were collected through a survey using instruments from the Rokeach Value Survey for personal values and the Organizational Culture Assessment Instrument (OCAI) for organizational culture. A total of 47 respondents involved are employees of PT. Jasa Raharja (Persero) Bali Branch. The results obtained indicate that there is no generation gap, because both generations X, Y, and Z have the same terminal and instrumental values. The organizational culture that is felt today and which is expected in the future also shows the same type, namely clan, and market culture.

Mapping organizational culture in the context of a circular economy: a case study for a Brazilian company

Purpose – This study aims to answer the following question: “Which organizational culture is embedded in a company that adopts a circular business model?”Theoretical framework – Although the circular economy is gaining a lot of attention from the academia recently, the literature has not been able to address the complexity inherent to this transition from the linear to the circular approach, regarding both a change in the organization and mindset.Design/methodology/approach – The Organizational Culture Assessment Instrument (OCAI) was chosen to identify the culture of the company and its values. The company selected was already in the CE100 network in Brazil so is a best-case scenario to be studied.Findings – The findings show that this company can behave in a way to promote innovation and focus on product development, which are characteristics of the Adhocracy culture profile. The organization also shows a desire to let go of formal and structured processes and embrace behavior that enhance collaboration and teamwork, which are important features of circular businesses. The study concludes that the OCAI methodology was able to show tendencies related to circular businesses.Research, Practical & Social implications – The study is limited since the OCAI method is only applied to one organization. As such, the authors suggest that other organizations be studied.Originality/value – The study discusses the importance of organizational culture and its relationship with the circular economy.Keywords: Circular Economy; Change Management; Culture; Circular Business Model.

Etiquette Behavior in the Context of University Organizational Culture

The aim of this study is to reveal interrelationship between the notions of etiquette behavior of students and teachers and the characteristics of organizational culture at universities. Methods. The research is based on a survey. The sample included 141 students and 69 teachers from Russian universities. A set of diagnostic methods was used to gather the empirical data. Data on teachers’ and students’ attitude to institutionalization of etiquette rules and dress code as well as students’ compliance with etiquette rules were collected using the author’s questionnaire; data on evaluation of etiquette functions were obtained through the questionnaire Subjective Evaluation of Etiquette Functions’ Significance by O.I. Danilenko, data on existing and preferred organizational culture in the respondents’ universities – through Organizational Culture Assessment Instrument (OCAI) by K. Cameron and R. Quinn. Results. Correlations between indicators, characterizing etiquette behavior and current organizational culture type, were identified in both groups: positive for clan and adhocracy culture type, negative – for hierarchical. Statistically significant positive correlations between evaluation of etiquette functions' significance and evaluation of students’ compliance with etiquette rules and clan culture, negative correlations between the same indicators of etiquette behavior and hierarchical culture were revealed in the students’ group. In teachers’ group, evaluation of etiquette functions' significance, positive attitude to institutionalization of etiquette rules and dress code are correlated positively with clan and adhocracy organizational culture, negatively – with hierarchical. Conclusion. The gathered data indicate: the higher both students and teachers evaluate characteristics of clan and adhocracy culture, the higher is their evaluation of the importance of etiquette behavior. The higher are values of hierarchical culture characteristics, the lower is evaluation of etiquette importance.

Analysis of Organizational Culture at PT. Bank Sumut Conventional Sub-Branch Office Medan

Within the organization, values are a source of strength, energy and motivation that can unite various views on behavior in order to form a strong organizational culture. One way to measure the effectiveness of a company's organizational culture is to use the Organizational Culture Assessment Instrument (OCAI). This study aims to analyze the dominant type of organizational culture and to evaluate the type of organizational culture expected by the employees of PT Bank Sumut Conventional Sub-Branch Office Medan. Sampling in this study using the Nonprobability sampling method with the Accidental Sampling technique , the number of samples that will be used as respondents in this study is 144 people. The results of this study show that the current dominant cultural profile is a culture that focuses on emphasizing innovation, creativity, and the discovery of something new, namely the Adhocracy culture and for the cultural profile that is expected to be dominant in the future is a culture that focuses on human resource development, loyalty and function of the company as a family, namely the Clan culture. This cultural profile picture can be used as a company for policy making in accordance with the vision, mission, and goals of PT Bank Sumut Conventional Sub-Branch Office Medan Region

Assessing the Organizational Culture of Family Owned Firms in Sudan

This study aims at assessing and exploring the organizational culture in the Sudanese family firms. The study tries to identify the types of the Sudanese family firms according to the degrees of family involvement in the business and assesses the orientation of the Sudanese family firms toward different organizational cultural typologies and then examining the relationship between the types of the family firms and the different typologies of the organizational culture. To achieve the study objectives, the organizational culture assessment instrument (OCAI) derived from the competing values framework is adopted which identifies four typologies; Clan, Adhocracy, Market, and Hierarchical culture. Among 130 Sudanese private family firms originally contacted, 103 agreed to participate in the study. The findings of the study indicate the heterogeneity of the Sudanese family firms based on the components of involvement, and the different types of the family firms exhibit different cultural typologies according to the level of family involvement in the business.

Culture Profile-Structure-Strategy Fit for Digital Transformation in Lagos, Nigeria

Numerous shreds of evidence show the advantage of digital transformation at individual, firm, and industry levels across all business sectors. However, the construction industry remains challenged in adopting an optimal model for digital transformation. This study assesses the organisational culture, structure, and strategy of selected construction firms in Lagos, from the perspective of the nature of the change required for digitalisation. With a hypothesis on the relationship between organisational culture and organisational design in the firms, the objectives of this study are to evaluate the organisational culture and designs that are suitable for construction firms in the digital age. An empirical study was conducted among selected construction firms in Lagos State. Construction firms with a minimum of five years of operations were purposively selected. Adopting the Organisational Culture Assessment Instrument (OCAI) and the Miles and Snows' Strategy Typology, 49 structured questionnaires were administered to managers within the firms. The statistical tools used for the analysis include mean score and Spearman's Rho correlation. The results show that the firms adopt a prevalent clan culture, a highly formalised structure and defender strategy in their present transformation bid. The study concludes that the firms' culture is people-rather than process-oriented. An open culture (curious and innovative); a flexible structure (experimentation-friendly) and a strategy that supports gradual but incremental digitalisation are recommended for the firms' leadership as these will make the workplace mobile, and digitally interactive.

Organizaciona kultura u MSP - istraživanje menadžera u odnosu na percepcije zaposlenih

Purpose. This paper aims to assess the organizational culture exposed by small and medium-sized companies (SMEs). In other words, we examine the relationship between leadership styles, organizational culture and organizational performance. In order to investigate the role of organizational culture, it is fundamental to analyze the leadership styles in relation to the types of culture, to identify how these are related and well aligned so that they can help the SMEs to be more effective, favoring their innovativeness. Therefore, we like to address the issue of organizational alignment as well, which occurs when employees and leadership are on the same page regarding an organization's purposes and core values. Methodology. Based on a sample of 408 Macedonian managers and employees and using the organizational culture assessment instrument VOX, the key findings show that the dominant culture in Macedonian small and medium-sized businesses is Entrepreneurial Democracy and that all employees share similar perceptions about organizational culture. Contribution/Value. It contributes to the scientific body of knowledge in the context of organizational culture and alignment. The implications of this study will be especially important for the Macedonian SMEs managers and owners in order to gain access to important knowledge of its organizational culture or they need to make improvements to stimulate the innovativeness of their employees to participate in the improvement of company's performance on the one hand and satisfied employees on the other hand. It also provides the readers with an understanding of how to measure organizational culture and its alignment by introducing up-to-date scientific research in the same field.

Spanish Adaptation of the Organizational Culture Assessment Instrument: Reflection on the Difficulty in Transferring the ad hoc Factor.

The Organizational Culture Assessment Instrument is a common instrument for measuring organizational culture in English-speaking countries based on four factors: Clan, ad hoc, Market and Hierarchy. However, to date, there is no proper translation of the scale into Spanish. In this study, we describe the translation and adaptation of the instrument through Exploratory Factor Analysis with a Spanish sample (n1 = 246; 69.9% men and 30.1% women) and Confirmatory Factor Analysis with a Peruvian sample (n2 = 510; 70.4% men and 29.6% women). The result reduces the four-factor internal structure to a three-factor structure that retains the Clan, Market and Hierarchy factors, but completely excludes the ad hoc factor. Confirmatory Factor Analysis shows acceptable indicators, reliabilities are good and indication of validity is also confirmed. In conclusion, this study has given rise to the instrument in Spanish, called OCAI-12, which is suitable for evaluating organizational culture.