Perceptions Of Organizational Culture Research Articles

Unraveling the synergy: how organizational intelligence fuel soft skills and nurses’ thriving: a cross-sectional study

AimInvestigate the influence of organizational intelligence on the development of soft skills and the overall thriving of nurses at Alexandria Main University Hospital in Egypt.DesignA cross-sectional descriptive design following STROBE guidelines examined the relationship between organizational intelligence, soft skills, and nurses’ thriving.Methods and toolsData were collected from 740 nurses working across critical care units using structured questionnaires. The questionnaires assessed organizational intelligence, soft skills, and thriving at work. Sociodemographic characteristics, including age, gender, education, and nursing experience, were also collected. Statistical analyses were used to analyze the data, including ANOVA, t-tests, Pearson correlation, and stepwise regression.ResultsThe findings revealed nurses’ positive perceptions of organizational culture and documentation skills. However, areas such as measures and rewards and staff relations and communication indicated opportunities for improvement. Nurses reported high vitality levels but needed more learning opportunities at work. Significant correlations were found between demographic variables, organizational intelligence, soft skills, and thriving. Organizational intelligence demonstrated a robust positive relationship with both soft skills and thriving. Age, gender, education, and experience significantly influenced nurses’ soft skills and thriving.ConclusionThe study highlights the importance of organizational intelligence in enhancing nurses’ professional capabilities and well-being. Addressing demographic factors and fostering a supportive work environment is crucial for optimizing nursing practice and organizational effectiveness.Nursing implicationsInsights from this study can inform targeted interventions and policy decisions to enhance nursing practice, organizational development, and healthcare outcomes in Egypt. Fostering organizational intelligence and soft skills among nurses can improve patient care, increase job satisfaction, and overall organizational success.

The effect of organizational culture in health services on employee flourishing.

Culture has an important role in maximizing the value of human capital, which is regarded as the main source of organizational effectiveness. The research was conducted to determine the effect of organizational culture perceptions of healthcare professionals working in a university hospital on employee flourishing. It is a descriptive study conducted with 299 healthcare professionals working in a university hospital. "Structured Personal Information Form", "Denison Organizational Culture Survey" and "New Flourishing Index" to collect the data. In the analysis descriptive statistical methods such as percentage, frequency, arithmetic mean and standard deviation as well as Pearson correlation, linear regression and multiple linear regression analyses were performed to determine the relationship between variables. According to the results of linear regression analysis, it was determined that organizational culture and flourishing were related (F: 88.229; p < 0.05). The organizational culture alone explained 22.6% of flourishing. As a result of multiple regression analysis, it was determined that the relationship between organizational culture sub-dimensions and flourishing was significant (F = 25.975; p < 0.05). The sub-dimensions of organizational culture explained 25.1% of the flourishing. As a result of the study, it is observed that the perception of organizational culture of healthcare professionals has an impact on flourishing, and therefore the favorable development of organizational culture will contribute positively to employee flourishing. In present conditions, it has become a necessity for health organizations to provide the circumstances that will make all investments that will contribute positively to the flourishing of their employees a part of the organizational culture.

Research on Factors Influencing Teachers' Willingness for Knowledge Sharing

Teachers, as the cornerstone of the educational system, engage in knowledge-sharing behavior by willingly sharing their accumulated professional knowledge, experience, and educational resources with other educators. This form of knowledge sharing holds significant importance in promoting teachers' professional development. The willingness of teachers to engage in knowledge sharing directly impacts the quality of education, educational reforms, and innovation within the field of education. It is influenced by a multifaceted array of factors. Therefore, the study of the factors influencing teachers' knowledge sharing necessitates a comprehensive examination of these diverse elements. Based on qualitative research, this study identifies five primary factors influencing teachers' willingness to share knowledge: individual resources, individual needs and motivations, organizational culture, job demands, and risk perception. These factors interplay to shape teachers' knowledge-sharing behavior, serving either as incentives or hindrances. Recognizing these dynamics is crucial for fostering a culture of knowledge-sharing in education, thereby elevating overall educational quality and supporting teachers' professional development. The significance of knowledge sharing in teacher careers and education reform cannot be overstated.

The Effect Of Organızatıonal Culture Levels Perceıved By Sports Facılıty Employees In Local And Prıvate Sectors On Job Satısfactıon

The purpose of this research is to determine the organizational culture perceptions and job satisfaction levels of sports facility employees in different sectors, to compare them in terms of demographic variables and to determine the relationship between them. 303 people working in private sports enterprises and sports facilities belonging to local governments on the Anatolian side of Istanbul participated in the study, which was a relational screening model. As data collection tools, the Job Satisfaction Scale developed by Spector (1985) and adapted into Turkish by Meydan and Basım (2010) and the Organizational Culture Scale developed by Ogbonna &amp; Haris (2000) and adapted into Turkish by Karadeniz (2010) were used. Frequency and percentage distributions, t-test for paired groups, OneWay-ANOVA analyzes for multiple groups and Pearson Correlation analysis were used as statistical methods in evaluating the research data. In cases where the variances were not homogeneous, the Kruskal Wallis test was calculated. As a result, it was determined that the competitive and innovative culture sub-dimensions, in which the participants had a high level of organizational culture perception, were more evident. It was determined that job satisfaction levels were at medium level. As a result of the correlation analysis, a moderate positive relationship was found between organizational culture and job satisfaction. The highest relationship between job satisfaction and organizational culture sub-dimensions is in the competitive culture sub-dimension. When the findings obtained from the research were examined in terms of demographic variables, the organizational culture of the participants who were married, were in a managerial position, had low years of service, worked in the local sector, and had 3 workplaces was found to be high. According to the scores obtained on the job satisfaction scale, it is seen that the participants who are married, in a managerial position and in their local sector are higher.

Predictive modeling of burnout based on organizational culture perceptions among health systems employees: a comparative study using correlation, decision tree, and Bayesian analyses

Burnout is a significant concern, particularly within the healthcare field, affecting both nurses and physicians. It is a common issue in health systems, which encompass a range of healthcare facilities, such as hospitals, physician practices, ambulatory sites, and administrative offices like finance. Despite this, there has not been an extensive exploration of burnout in employees working directly with patients versus those in non-patient-facing roles within these health systems. It is important to note that organizational culture plays a crucial role in influencing various aspects of employees' work-life balance and their experiences of burnout. This study adopts a cross-sectional design, involving the distribution of a 57-question Likert scale survey to employees in health systems. These employees serve in various roles, both patient-facing and non-patient-facing, within jointly owned healthcare organizations, which encompass hospitals, ambulatory sites, and administrative offices. The survey was disseminated through trade organizations and employees at the managerial level and above within these health systems. Data was collected between October 2022 and January 2023, resulting in a total of 67 responses. The study employs correlation analysis to explore the connection between organizational culture and burnout. Furthermore, a decision tree model is constructed to predict burnout scores based on survey responses, specifically the question regarding the perceived positivity of the organizational culture. The decision tree models indicate that perceiving organizational culture as positive, safety-oriented, and supportive predicts various outcomes for individuals, including job retention, positive experiences with patients, increased callousness, and stimulation while working with colleagues. Bayesian analysis, considering the small sample size, reinforces these findings and provides a different perspective, incorporating prior knowledge and credible intervals. An association test suggests a strong link between a positive organizational culture and burnout symptoms, while another test supports a connection with engagement signs. Similar to nurses and physicians, administrative health systems’ personnel are susceptible to burnout. Organizational culture can affect burnout. Therefore, health systems’ leaders should cultivate an organizational culture that protects against burnout.

Do you see what I see?: exploring trends in organizational culture perceptions across residency programs

Do you see what I see?: exploring trends in organizational culture perceptions across residency programs

Relationship between Digital Leadership and Organizational Culture: Role of Digital Literacy

This study investigates the influence of digital literacy on leadership styles embraced by organizational leaders and its subsequent impact on organizational culture. The objective is to provide insights that can guide strategic decision-making and leadership development initiatives in the digital age. The research focuses on exploring the relationship between Digital Leadership and Organizational Cultural Changes, with a specific emphasis on the role of Digital Literacy. Primarily quantitative, the research relies on primary data for its insights. A meticulously designed questionnaire is administered to collect the necessary data. The results indicate that a Banking and Financial Services (BFS) manager, aged 31 to 40 years, earning a monthly income between INR 50,001 to INR 1,00,000, regardless of gender, marital status, and education, demonstrates a higher level of perceptions of digital leadership. Conversely, a BFS employee aged above 50 years, earning a monthly income up to INR 30,000, irrespective of gender, marital status, and education, exhibits a lower level of perceptions of digital leadership. Moderation analysis outcomes reveal that the primary connection between perceptions of digital leadership and organizational culture is significant. However, the moderation effect of digital literacy in the relationship between perceptions of digital leadership and perceptions of organizational culture is deemed insignificant. These findings contribute valuable insights for organizational decision-makers seeking to understand the intricate dynamics of digital leadership and its impact on shaping organizational culture in the contemporary business landscape.

Odnos između procesa uključivanja zaposlenih i organizacione kulture u farmaceutskoj industriji u Severnoj Makedoniji

Using the Voice of the Organizations (Vox) instrument, this paper examines the relationship between the onboarding process and organizational culture in the pharmaceutical industry in North Macedonia, with particular reference to drug manufacturing companies. The four-dimensional Vox model has been extensively utilized and focuses only on the four designated types of organizational culture. A total of 228 responses were collected and analyzed using SPSS software by distributing online questionnaires to employees in drug manufacturing companies in North Macedonia. The results indicate that Entrepreneurial Democracy is the most preferred organizational culture during their onboarding process. Moreover, the analysis investigates the impact of generational differences, work experience, and job categories on perceptions of organizational culture in greater detail. Diverse aspects exhibited significant differences, highlighting the need for organizations to address specific dimensions during the onboarding process to foster a positive work environment. Overall, this study contributes valuable insights into the relationship between the onboarding process and organizational culture in the pharmaceutical industry, laying the groundwork for future research and providing organizations with practical implications.

Mental Health Nurses' and Allied Health Professionals' Individual Research Capacity and Organizational Research Culture: A Comparative Study.

Healthcare professionals have development needs related to their consumption, use, and practice of clinical research. Little is known about these issues in mental health services specifically. A survey of healthcare staff working in an NHS Mental Health and Disability Trust in England was conducted to describe research capacity and culture compared with previously reported samples, and to examine subgroup differences. An online questionnaire was utilized. The main measure was the Research Capacity and Culture tool comprising measures of individual's perceived research skills and of team and organizational research culture. Previous studies using the same measure were systematically identified, and pooled results, weighted by sample size, were calculated. Analyses were descriptive (current sample versus previous results) and inferential (comparisons between demographic and professional groups within the current sample). N = 293 people completed the survey. The median item scores were poorer than those of pooled samples from studies reporting median item scores on 39/51 (76.5%) occasions and poorer than those pooled samples of studies reporting mean item scores on 51/51 (100.0%) occasions. Individual capability for research was in the 'less than adequate' range more than in previous samples (71.4% vs. 42.9%). For team culture items, the proportions were 84.2% vs. 78.9%, while most responses about organizational culture were in the 'adequate' range (55.6% vs. 66.7%). Staff >20 years employment had poorer perceptions of team and organizational culture. Perceptions of individual research capacity and team and organizational culture were poor compared with previous studies, most of which were conducted in non-mental health settings. There is need for development of research capacity and culture in mental health services including opportunities to develop basic research skills through to strategic developments to promote clinical academic careers. There is considerable room for improvement in the way organizations support research and signpost opportunities.

The Effect of Organizational Culture on Employee Job Satisfaction in Kaizen Excellence Centre

This study delves into the nexus between organizational culture and employee job satisfaction in the specific setting of a Kaizen Excellence Centre. Kaizen, rooted in Japanese philosophy with a focus on continuous improvement, has garnered recognition for its impact on operational efficiency and a culture of perpetual learning. Despite Kaizen's prominence, the influence of organizational culture on employee job satisfaction within Kaizen environments remains insufficiently explored. Employing a mixed-methods approach, the research utilizes qualitative methods such as interviews and focus group discussions to delve into employees' perceptions of organizational culture and its impact on job satisfaction. Quantitative data is gathered through surveys, measuring key variables related to organizational culture and job satisfaction. The study posits that a positive organizational culture aligned with Kaizen principles, emphasizing employee empowerment and open communication, significantly contributes to heightened job satisfaction in the Kaizen Excellence Centre. Conversely, a mismatch between organizational culture and Kaizen principles may lead to diminished job satisfaction.&#x0D; The research findings offer valuable insights for organizations implementing Kaizen methodologies, emphasizing the pivotal role of organizational culture in shaping employee satisfaction. Understanding the interplay between organizational culture and job satisfaction enables organizations to tailor strategies, creating a work environment that promotes employee well-being and engagement, ultimately enhancing the overall success of Kaizen initiatives.

Analysis of organizational culture and e-commerce adoption in the context of top management perspectives

Objectives: The aim of this study is to examine the factors influencing e-commerce adoption (ECA) among SMEs and evaluate its impact on their business performance. The research employs a mixed-methods approach, combining quantitative surveys and qualitative interviews with small and medium enterprises (SMEs) owners and managers across diverse industries and geographical locations.Methods: The analysis involved collecting and scrutinizing data from various organizations to provide a quantitative understanding of the relationship between organizational culture and ECA perceptions among top management. The factorability of the collected data was tested using the Bartlett’s test of sphericity and the Kaiser-Meyer-Olkin (KMO) test, which are commonly used to assess the appropriateness of data for factor analysis.Findings: This work underscores the importance of acknowledging the role of culture in ECA and emphasizes the significance of further research and strategies for fostering a culture that promotes and supports e-commerce within enterprises. Finally, barriers of ECA and Influencing and user satisfaction factors are identified and the conceptual framework of factors influencing ecommerce adoption in SMEs (Service sector) of ASSAM is developed.Novelty: Applying these tests specifically to the context of ECA in SMEs is a novel application.

“That's not a proper ethnography”: a hybrid “propportune” ethnography to study nurses' perceptions of organisational culture in a British hospital

PurposeThis paper revolves around the central question: is it possible to do “proper ethnography” without complete participant observation? The authors draw upon a student's experiences of negotiating National Health Service (NHS) ethical approval requirements and access into the student's research field, a British NHS hospital and having to adapt data collection methods for the student's doctoral research. The authors examine some of the positional (insider/outsider, native gone academic), methodological (long-term/interrupted, overt/covert) and contextual challenges that threatened the student's ethnographic study.Design/methodology/approachThe paper draws on reflexive vignettes written during the student's doctorate, capturing significant moments and issues within the student's research.FindingsThe authors highlight the temporal, practical, ethical and emotional challenges faced in attempting an ethnography of nursing culture within a highly regulated research environment. Having revealed the student's experience of researching this specific culture and finding ways to overcome these challenges, the authors conclude that the contemporary ethnographer needs to be increasingly flexible, opportunistic and somewhat covert.Research limitations/implicationsThe authors argue that it is possible to do “proper” and “good” ethnography without complete participant observation – it is not the method, the observation, that is the essence of ethnography, but whether the researcher achieves real understanding through thick descriptions of the culture that explain “what is really going on here”.Practical implicationsThe authors hope to assist doctoral students engage in “good” ethnographic research within (potentially) risk-averse host organisations, such as the NHS, whilst being located in neo-liberal performative academic organisations (Foster, 2017; McCann et al., 2020). The authors wish to contribute to the journal to ensure good ethnography is accessible and achievable to (particularly) doctoral researchers who have to navigate complex challenges exacerbated by pressures in both the host and home cultures. The authors wish to see doctoral researchers survive and thrive in producing good organisational ethnographies to ensure such research is published (Watson 2012), cognisant of the pressures and targets to publish in top-ranked journals (Jones et al. 2020).Originality/valueHaving identified key challenges, the authors demonstrate how these can be addressed to ensure ethnography remains accessible to and achievable for, doctoral researchers, particularly in healthcare organisations. The authors conclude that understanding can be attained in what they propose as a hybrid form of “propportune” ethnography that blends the aim of the essence of “proper” anthropological approaches with the “opportunism” of contemporary data collection solutions.

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.

The impact of healthcare workers’ values and perception of organizational culture on hospital performance: a case study

The contribution of this article lies in its efforts to describe the relationship between health professionals' work values and perceptions of the perceived organizational culture in a public hospital. The central objective was to promote reflection on personal values by comparing them with the thinking of the general population to understand the organizational culture perceived and desired by all involved in the process. According to the results presented, it was clear that the value domains "work" and "relationships" are predominant in healthcare professionals. The "work" values were also investigated, thinking about the effort, the time, the commitment to finish the task, and the quality of the service, considering the type of activity in the professional environment. With the significance of these findings, it was possible to conclude that the dimensions "work" and "relationships" are scored by health professionals, and the dimensions "control" and "cognitive" presented the lowest scores in both groups.

The impacts of leadership behaviours on the mental well-being of public safety communicators

PurposePublic safety (communicators; e.g. 9-1-1, police, fire and ambulance call-takers and dispatchers), like many other public safety personnel (e.g. police, paramedics), (re)suffer operational stress injuries (OSIs) that are too often hidden and at a prevalence higher than the general population. Unfortunately, there are very little data for OSI rates in Canadian communicators. To the authors’ knowledge, this is the only pan-Canadian study focusing on organizational culture, and its potential influence on OSIs, within the communicator context.Design/methodology/approachThe authors conducted a 179-item online survey of Canadian communicators comprising 17 validated screenings for occupational stress injuries and symptoms and four open-ended questions relating to their agency's organizational culture. The authors thematically analysed participants' open-ended responses and their screening scores.FindingsA semi-grounded thematic approach revealed that managers and supervisors were significant contributors to negative perceptions (n = 165) of organizational culture, potentially resulting in or worsening existing OSIs. Specifically, leadership was viewed as ineffective, inconsistent, unsupportive, abusive and toxic, with limited understanding of communicator roles. Communicators described feeling devalued, particularly when leaders fail to recognize communicator OSIs, which can perpetuate stigma. Conversely, positive leaders (n = 24) were described as supportive, communicative and encouraging.Originality/valueThe findings suggest that while leadership behaviours are a key factor in employee well-being, it varies considerably across agencies, impacting treatment-seeking behaviours. The authors’ new understandings of leaders' roles in OSIs may help reduce the frequency and severity of communicator OSIs, helping ensure that emergency services are delivered to Canadians.

Culture, Motivation, and Performance: Remote and Workplace Dynamics in Organizations

In this study, a divergence in the perceptions of organizational culture between workplace and remote employees within Turkish banks was examined. Workplace employees viewed the culture as bureaucratic yet also innovative and supportive, contrasting with remote employees' perspectives. The research uncovered distinct working styles that significantly influenced job performance, with remote workers displaying a notably positive impact. However, significant differences in the effects of job satisfaction and motivation on job performance between the two groups are not detected. An unexpected discovery was the reverse relationship between a supportive organizational culture and job performance among remote employees. Organizational commitment had a positive influence on job performance for all employees, emphasizing its role in enhancing job satisfaction and performance. This research contributes to the understanding of the intricate relationship between organizational culture and employee performance, in the context of remote and workplace workers. The findings suggest that non-monetary factors significantly motivate employees, with workplace employees emphasizing effective communication and teamwork, while remote workers prioritize effective planning and task execution. While the study provides insights, its industry-specific focus and sample size limitations should be considered for future research to explore these complex relationships in more diverse contexts.

Islamic Work Ethics in Modern Organizations: The Mediating Role of Organizational Culture

This study aims to explore and elucidate the perception and implementation of Islamic Work Ethics (IWE), Organizational Culture (OC), and Job Involvement (JI) within Sharia-compliant banks. This study comprises a threefold examination. Firstly, it scrutinizes the immediate influence of IWE on JI. Secondly, it delves into the mediating role of OC in the relationship between IWE and JI. Lastly, it explores the direct influence of IWE on OC and the subsequent impact of OC on JI. The research cohort consisted of 151 employees from Bank Rakyat Indonesia (BRI) Syariah (now Bank Syariah Indonesia (BSI)) in Banda Aceh, Indonesia. Primary data were collected through the distribution of questionnaires and analyzed using a Structural Equation Modeling (SEM) framework with the Application Analysis of Moment Structures (AMOS). The findings revealed that: (1) IWE exerts a relatively modest direct impact on JI, (2) OC emerges as a pivotal factor mediating the influence of IWE on JI, and (3) IWE has a direct and significant effect on OC, subsequently affecting JI. These multifaceted findings are comprehensively explored and discussed in the ensuing discourse.

Enhancing the employee experience: exploring a global positive climate to influence key employee outcomes

PurposeOrganizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a positive organizational behavior approach and conservation of resources theory to explore a global positive climate (GPC) encompassing five climates: perceive organizational support, psychosocial safety climate, organizational mindfulness, worthy work and inclusion climate. The GPC is used to predict employee engagement and job satisfaction, with psychological capital as a mediator. Beyond this, high performance work systems (HPWS) are included as a moderator of GPC to test the potential way HR practices might interact with positive climates to achieve superior outcomes.Design/methodology/approachA large sample (n = 1,007) of New Zealand workers across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used and moderated mediation tests were conducted.FindingsGPC is significantly related to psychological capital, employee engagement and job satisfaction, and while psychological capital also predicts the outcomes, and has some mediation effects on GPC influence, GPC remains significant. HPWS is significantly related to psychological capital only and interacts with GPC leading to the highest psychological capital and employee engagement. Significant moderated mediation effects are found, with the indirect effect of GPC increasing as HPWS increase.Research limitations/implicationsThis research is important because it provides empirical evidence around a GPC and shows how organizations and HRM managers can enhance key employee attitudes through building a strong climate and providing important HR practices.Originality/valueBeyond unique effects from GPC, the findings provide useful theoretical insights toward conservation of resources theory.

Perceptions of organizational culture among infection preventionists in Israel, the United States, and Thailand: Results from national infection prevention surveys

In national surveys of infection preventionists in Israel (n=15), the United States (n=415), and Thailand (n=100), we found that views of organizational culture track well with these countries' cultural dimension scores of power distance and individualism. Our findings highlight the importance of considering cultural dimensions when implementing infection prevention efforts.

Compensation, Perceptions of Organizational Culture, and Turnover Intention: Does Organizational Commitment Mediate the Relationship?

An employee’s turnover intention to the company is related to organizational commitment, where several factors, such as compensation and perception of organizational culture, strongly support the success of organizational commitment. This research was conducted at PT Andalan Busana Boyolali Indonesia, with 155 respondents who met the requirements with a sampling technique admired as simple random sampling. The data analysis techniques used are Structural Equation Modeling (SEM) through AMOS 21 software and the Sobel test to explore the proposed relationship. The results of this study indicate that compensation and perceptions of organizational culture are directly related to having a positive and significant effect on organizational commitment. Meanwhile, compensation and the perception of organizational culture are directly related to negatively and significantly affecting turnover intentions. In addition, the results also show that employee organizational commitment mediates the effect of compensation and organizational culture perceptions on turnover intentions. This research provides information for companies and related parties to reduce employee turnover rates by increasing financial and non-financial appreciation and evaluating the prevailing organizational culture to provide employee comfort.