Perceptions Of Organizational Culture Research Articles

Exploring the Association Between Organizational Culture and Large-Scale Adverse Events: Evidence from the Veterans Health Administration

Large-scale adverse events (LSAEs) involve unsafe clinical practices stemming from system issues that may affect multiple patients. Although literature suggests a supportive organizational culture may protect against system-related adverse events, no study has explored such a relationship within the context of LSAEs. This study aimed to identify whether staff perceptions of organizational culture were associated with LSAE incidence. The team conducted an exploratory analysis using the 2008-2010 data from the US Department of Veterans Affairs (VA) All Employee Survey (AES). LSAE incidence was the outcome variable in two facilities where similar infection control practice issues occurred, leading to LSAEs. For comparison, four facilities where LSAEs had not occurred were selected, matched on VA-assigned facility complexity and geography. The AES explanatory factors included workgroup-level (civility, employee engagement, leadership, psychological safety, resources, rewards) and hospital-level Likert-type scales for four cultural factors (group, rational, entrepreneurial, bureaucratic). Bivariate analyses and logistic regressions were performed, with individual staff as the unit of analysis from the anonymous AES data. Responses from 209 AES participants across the six facilities in the sample indicated that the four comparison facilities had significantly higher mean scores compared to the two LSAE facilities for 9 of 10 explanatory factors. The adjusted analyses identified that employee engagement significantly predicted LSAE incidence (odds ratio = 0.58, 95% confidence interval = 0.37-0.90). Staff at the two exposure facilities in this study described their organizational culture to be less supportive. Lower scores in employee engagement may be a contributing factor for LSAEs.

The Effects of an Intensive Evidence-Based Practice Educational and Skills Building Program on EBP Competency and Attributes.

Evidence-based practice (EBP) is a systematic problem-solving approach to the delivery of health care that improves quality and population health outcomes as well as reduces costs and empowers clinicians to fully engage in their role, otherwise known as the quadruple aim in health care. The Helene Fuld Health Trust National Institute for Evidence-based Practice in Nursing and Healthcare at The Ohio State University College of Nursing has been offering 5-day EBP immersion programs since 2012. The goal of the program is for the participants to acquire EBP competence (e.g., knowledge, skills, and attitude) and sustain it over time. The purpose of this study was to evaluate the effects of the 5-day EBP immersion (i.e., an education and skills building program) on EBP attributes and competence over time. A longitudinal pre-experimental study was conducted that gathered data with an anonymous online survey from 400 program attendees who attended 16 5-day immersions between September 2014 and May 2016. Participants completed five valid and reliable instruments at four points over 12months, including EBP beliefs, implementation, competency, knowledge, and perception of organizational readiness and culture. Findings indicated statistically significant improvements in EBP attributes and competency over time. The results of this study support the hypotheses that EBP competency and attributes can be significantly improved and sustained by attending an intensive 5-day EBP educational and skills building program such as the one described in this study. This study can help leaders and organizations to mitigate many of the traditional barriers to EBP. The results of this study indicate that EBP attributes and competencies can be improved and sustained by attending an intensive 5-day EBP immersion, regardless of clinicians' prior educational preparation.

Organizational Culture and Educational Innovations in Turkish Higher Education: Perceptions and Reactions of Students

With the enormous scientific and technological developments, higher education institutions are facing rapid structural, social, technological changes. Because they are considered as an important center of talent development and knowledge production and sharing for countries. To fulfill their educational, social and economic needs, higher education institutions need to respond to changing education needs, to adopt the more flexible modes of organizational culture. Organizational culture is a promotive environment which influences values, assumptions and beliefs. In an innovative culture, people can easily develop new ideas and exhibit collaboration. Therefore, this paper examines the relationship between the organizational culture features and the perceptions and student reported implementation with regard to student-centered learning, collaborative learning and use of innovative educational technologies in Turkish higher education. Four universities were involved, and 894 students responded to a questionnaire comprising three groups of questions. The three groups of questions capture (i) demographic characteristics, (ii) student perceptions of organizational culture, (iii) students’ perceptions of and responses to educational innovations comprising the following scales in a survey study. The results show that features of organizational culture affect students’ perceived need for innovation, their views about innovative approaches to instruction, responsiveness to instructional innovations and the perceived implementation level of educational innovations. In addition, differences among the institutions were examined and discussed. The study concludes that hierarchical structure, lack of open communication and autonomy, workload, lack of financial resources and support are main barriers for educational innovations in Turkish universities. It also implies to understand the link between organizational culture and educational innovations in Turkish higher education context.

Evaluation of the company's organizational culture

The article considers the possibility of applying Western methods of assessing organizational culture for the analysis of Russian companies. The question is raised about the different perception of organizational culture by management and performers. The authors show the need to simplify the methods for the initial assessment by the company's management. The article proposes questionnaires for assessing the elements of organizational culture in two formats, for managers and for performers. The methodology was tested on the example of a construction company, which has a wide gap in communications and geographical location between administrative employees and construction workers.

Organizational Culture Power as a Factor of Governance Model Implementation

The field this research focuses on is the interrelation between organizational culture power and the level of leader’s preferred management model implementation. The phenomenon of culture power has been defined by the authors, for the purpose of this research, as a coherence in perception of organizational culture by leader on one side, and employees, on the other side. The Total Quality Management concept has been applied in this research as a governance model. We discovered positive linear correlation between organizational culture power and the level of leader’s preferred governance model implementation. The study presents management models of a number of company GC ( group of companies) with more than 2000 employees in total and with 205 respondents participating in the research.

The Role of Organizational Culture in the Process of Students’ Identification with a University

The article presents the results of the research conducted in one of the top-ranked universities in Russia. The paper aims at identifying the relationship between the levels of identification and of students’ adherence to the university and their perception of organizational culture. The study reveals the peculiarities of students’ perception of culture and differences from their own ideas about it. There is measured the degree of the respondents’ identification with the organization and, as a result, the degree of their adherence to the university. The survey demanded three methods to be applied and 150 people to participate. The data have been processed with the help of various statistical methods (dispersion, correlation, factor, and regression analysis). The results show the discrepancies in students’ ideas of the prevailing culture, but at the same time a general tendency to their positive relationships with the university. The interest in the discussed questions of the research is related to the role of an educational institution’s image in the aspects of management and attractiveness for its students. Modern universities are considered to be a type of organizations, which provide educational services and therefore are forced to compete with others at the market. As a result, they are required to find optimal solutions and to create competitive advantages according to the expectations of potential «customers». The paper describes a case of undergraduate students, which allows us to draw conclusions about the peculiarities of the organizational culture and the image of the university as influencing students’ loyalty. The fact of a loyal attitude is considered to be an advantage necessary for a modern university to save and strengthen its own positions at the educational services market, as well as to form a development strategy based on analyzing the current situation.

Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California

In this paper the authors discuss organizational culture with focus on differences between characteristics of organizational culture in traditional economy and knowledge economy. In the literature, knowledge economy is considered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the key resource while innovation capacity of employees is the key competitive advantage. That places people at the centre of research relating to the success of organizations in the knowledge economy. People are carriers of both; the key resource - knowledge, and the key capacity - innovation. Human capital is usually divided into three categories in scientific literature: 'traditional', 'convertible' and 'creative'. Creative human capital implies the ability to set the tasks independently, the ability to switch between various activities, high professional autonomy, continuing education, and knowledge sharing. Creative human capital is the accelerator of transition from developing economy to knowledge economy. The importance of human capital and the aforementioned key characteristics of the knowledge economy, and its specific aspects relating to knowledge sharing and autonomy of knowledge workers, place the organizational culture at the centre of our research. The main research question in this paper is: Is it possible to identify and measure perception of organizational culture and its various dimensions in Serbia and Southern California using Pareek's OCTAPACE instrument? From the main research question the research hypothesis emerged. In order to answer the research question and to support research hypothesis, the survey was conducted in which the organizations from Serbia were considered to be from transitional economy, and organizations from Southern California were considered to be the standard for the knowledge economy. This paper presents the results of survey conducted on a sample of383 executives and employees from organizations in Serbia and Southern California, using Pareek's instrument for the OCTAPACE model of organizational culture. Given that Industry 4.0 concept requires continuous innovation, education and knowledge sharing that not only depends on the people's skills and attitudes, but also on organizational culture, results from this research should be useful to organizations in transitional economy as they attempt to keep pace with organizations from knowledge economies.

The Realationship Between Managers’ Humor Styles and Employees’ Perceptions of Organizational Culture

The workforce of Generation Z members are increasing in number, especially in the retailsector. The fact that they are young causesthem to leave their jobs easily. It is crucial to make them adopt the organizational culture so as to prevent high turnover rates. The use of appropriate style of humor in organizations can result in making this workforce adopt the organizational culture by heart. This paper focuses on examining the relationship between managers’ humor styles and organizational culture of Generation Z employees in retail sector by means of quantitative analysis. A survey form that consists of two scales and demographical questions is used. The former scale is “Humor Styles Questionnaire” (HSQ) with 32 items, which is developed by Martin and Puhlik-Doris (2003). The latter scale is “Organizational Culture Questionnaire” with 36 items, which is developed by Denison (1999). According to the findings, there is a statistically significant relationship between managers’ humor styles and Generation Z employees’ organizational culture perceptions.

Особенности восприятия организационной культуры университета студентами с различными уровнями идентификации

In the current reality, the higher education as the trajectory for the academic career faces particular difficulties. There is a downward trend regarding the number of young academic specialists — a negative factor for the entire educational system. The discussed problem may arise according to various reasons: changes in the law sphere or peculiarities of the educational organization activity. Both Western and Russian researchers conclude that the relations between an organization and its staff members are the key aspect of their loyalty. Thus, this article aims to examine the connection of a university organizational culture perception by the students with different types of identification demonstrated. The authors study the peculiarities of students’ perception of the university organizational culture. Altogether, 118 students participated in questionnaires that measure organizational culture with Organizational Culture Assessment Instrument and four types of identification with the university. The findings show the gap between students’ current and preferred perception of the university organizational culture. Consequently, the dominance of market culture that contradicts the desired “clan” culture orientation with the values of friendly and close relations environment, may influence the choice of academic career and postgraduate studies.

Midwifery workplace culture in Australia: A national survey of midwives

ProblemThe midwifery workforce in Australia is impacted by shortages and attrition. Workplace culture affects midwives’ intentions to stay in the profession and their capacity to provide woman-centred care for mothers and infants. BackgroundStaff attrition in maternity services often relates to midwives’ workplace experiences and negative perceptions of organisational culture. Broad-based data are essential to fully understand midwifery workplace culture. AimThis study aimed to examine Australian midwives’ perceptions of workplace culture, using a specifically developed instrument. MethodsA national online survey of Australian midwives, within a wider project on maternity workplace culture. Quantitative data were analysed descriptively. Qualitative data were analysed using content analysis. FindingsOverall, 322 eligible midwives rated workplace culture and 150 provided further qualitative responses. Themes included ‘the ability to be a midwife’, ‘support at work’ and ‘bullying’. Less than a third of midwives thought their workplace had a positive culture. Many respondents felt disengaged and unsupported by managers and described an inability to use all their midwifery knowledge in medically-dominated environments. Many attributed poor workplace culture to limited resources, poor communication, time pressure and a lack of leadership in their workplaces. Inadequate staffing levels and poor management left many midwives feeling disempowered and despondent about their workplace. Others, however, described highly positive workplace cultures and inspiring role models. ConclusionThe survey captured a snapshot of Australian midwifery workplace culture. Findings on leadership, workloads, management support and other aspects of workplace culture can inform future workforce planning and policies. A larger study of the midwifery workplace culture is needed.

Linking Ambidextrous Organizational Culture to Innovative Behavior: A Moderated Mediation Model of Psychological Empowerment and Transformational Leadership.

Research into innovative behavior is not new, but its importance for organizational effectiveness has become even more evident in recent years. However, the psychological processes and underlying mechanism concerning how and why innovative behavior occurs within an organization still invite more investigation. The present study considers ambidextrous organizational culture as a pro-innovation culture and proposes that it can be perceived by employees, which leads to their innovative behavior. This study adds clarity by exploring the impact of perceived ambidextrous organizational culture on employees’ reactions related to innovation via the intermediate mechanism of psychological empowerment and the moderating condition of transformational leadership. Hypotheses are derived from a motivational perspective based on self-determination theory. Results are based on data collected from 647 Chinese employee-supervisor dyads. This study finds that employees’ perceptions of ambidextrous organizational culture have an indirect effect on innovative behavior through psychological empowerment. Specifically, the positive indirect relationship is amplified when transformational leadership is at a higher level. Our findings show how the mediating mechanism of psychological empowerment and the moderating condition of transformational leadership work together to improve innovation by individuals. The findings reveal several ways in which organizations can strategically focus on their cultural and supervisory training, such as applying this model to improve employees’ outcome related to innovation.

What demographics matter for organisational culture, commitment and identification?

PurposeThe purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations.Design/methodology/approachThe data were collected electronically from 248 employees of two public organisations. Three questionnaires were used.FindingsOrganisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express.Practical implicationsManagers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges.Originality/valueBased on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.

Sıkı-Gevşek Örgüt Kültürünün ve Kişi-Örgüt Uyumunun Çalışanların Çift Yönlülük Algılarına Etkisi (The Effect of Tight-Loose Organization Culture and Person-Organization Fit in Terms of Employees Perceptions of Ambidexterity)

Purpose – The purpose of the study is to examine the effect of tight-loose organizational culture and person-organization fit and the perception of ambidexterity. Design/methodology/approach – The research was conducted through an online survey with 201 persons working in the technology sector. Data were analyzed by correlation and multiple regression analyzes. Findings – According to the research results, person-organization fit and tight-loose culture effect the perception of ambidexterity positively and significantly. Furthermore person-organization fit has a role of mediator in the relationship between tight culture and perception of ambidexterity. Discussion – The fact that life has become innovative, functional and quality in the 21th century leads businesses to invest in new markets. Innovativeness requires a business to use its beneficiary and exploratory abilities synchronously (ambidexterity). The achievement of ambidexterity is depended on organizational culture perceptions of all employees including top managers and subordinates. Previous studies show that organizational adaptation of an employee who has a perspective of innovative culture provides different ideas and abilities to combine.

Safety attitudes, perceived organizational culture and knowledge of the physiologically deteriorating patient among mental health nurses: Cross-sectional, correlational study.

Mental health nurses have traditionally lagged in terms of physical healthcare skills and have been found to have poorer cultural safety-related attitudes relative to other nurses. Organizational culture, including safety-related culture, is associated with important aspects of care quality. The aim of the current study was to examine the relationships between safety-related attitudes, physical healthcare-related knowledge and organizational culture among mental health nurses. By doing so, the intention was to inform decisions about interventions to improve attitudes and care related to severe physiological deterioration among mental health nurses. The study design was cross-sectional and correlational. The safety-related attitudes of N=133 nurses from the inpatient mental health services of one Local Health District in New South Wales, Australia, were examined in terms of a range of potential predictor variables of safety attitudes (Safety Attitudes Questionnaire) including individual organizational-perceiver type (Organisational Climate Assessment Inventory), knowledge of emergency medical healthcare (Lambeth In situ Training Questionnaire), use and perception of medical emergency teams (purpose-designed questionnaire) and a range of demographic variables. Regression analyses revealed that those who perceived the organization to have a primarily market-oriented culture had poorer safety-related attitudes than those who perceived a more clan-type culture. Number of years qualified was negatively associated with safety attitudes. To our knowledge, this is the first study in mental health which demonstrates a link between organizational culture-perception and safety attitudes related to physical healthcare. Results suggest that, among nurses, individuals have quite different perceptions of the organizational culture. In turn, this suggests that the 'one-size fits all' approach to changing organizational culture may be inappropriate.

The influence of hospital accreditation: a longitudinal assessment of organisational culture

BackgroundA growing body of evidence supports the link between hospital organisational culture and health outcomes. Organisational culture is thus an essential consideration for hospital accreditation, a practice of systematically assessing the quality of hospital care against accepted standards. This study assesses the interplay between accreditation and hospital professional staff perception of organisational culture.MethodsA prospective cohort study design was used to explore the influence of accreditation on organisational culture within a large, publicly-funded, university teaching hospital in Hong Kong. All full-time hospital and academic physicians, nurses and allied health professionals were invited to participate. Organisational culture was evaluated using the Competing Values Framework through the Quality Improvement Implementation Survey. Organisational culture was assessed longitudinally at 9 months prior to accreditation, 3 months following and 15 months after accreditation. To capture potential shifts in staff perception of organisational culture through the accreditation process, we conducted a between time-point comparison using a linear trend model.Results545 clinical staff completed the organisational culture survey pre-accreditation, 378 three- months post-accreditation and 141 15-months post-accreditation. Hierarchical culture was the dominant organisational culture domain pre-accreditation, followed by rational, developmental and group culture, respectively. Following accreditation, hierarchical culture declined but remained dominant, while group and developmental culture increased. However, the decline in hierarchical culture was U-shaped with scores increasing at 15-months post-accreditation, though not to pre-accreditation levels. When stratified by professional group, hierarchical culture declined following accreditation with corresponding increases in group culture and developmental culture among physicians and nurses, respectively. While allied health professionals did not perceive any significant cultural differences directly following accreditation, a significant increase in hierarchical culture and corresponding decrease in group culture was found 15-months post-accreditation.ConclusionsThis study suggests the hospital accreditation process may contribute to shifts in staff perception of organisational culture. Our findings also indicate differential views of organisational culture across professional groups. Finally, we note the striking dominance of hierarchical culture in this Hong Kong hospital across all time points, far surpassing other studies, even those in which hierarchical culture prevailed.

Patient and visitor aggression in healthcare: A survey exploring organisational safety culture and team efficacy.

This study investigates nurse managers' perception of organisational safety culture and team efficacy in managing patient and visitor aggression , and determines the predictors of team efficacy. Patient and visitor aggression is a serious hazard in healthcare. A positive organisational safety culture regarding patient and visitor aggression enhances the safety and staff efficacy in managing patient and visitor aggression. A cross-sectional online survey including nurse managers in psychiatric and general hospitals (n=446) was conducted in Switzerland, Austria and Germany (November 2016-February 2017). Data were analysed descriptively and through binary logistic regression. The key results are as follows: "Working in a mental health setting" was 3.5 times more likely, "consideration of the physical environment" was four times more likely and a "shared organisational attitude" was twice as likely to predict high team efficacy. In comparison to psychiatric hospitals, general hospital managers perceived organisational safety cultures to be less positive. A positive organisational safety culture leads to the perception that teams are more effective at managing patient and visitor aggression. Consideration of the physical environment and a positive shared organisational attitude regarding patient and visitor aggression are crucial for high team efficacy. General hospitals could benefit from approaches utilized in psychiatry to enhance staff efficacy in managing patient and visitor aggression.

The Relationship Between High School Teachers' Perceptions of Organizational Culture and Motivation

The purpose of this research was to explore the relationship between school culture and motivation perceptions of teachers in high schools. The study tested whether the participant teachers' organizational culture and motivation perceptions were statistically different according to gender, marital status, school type and professional seniority and also it was attempted to determine whether the motivation perceptions of teachers could be statistically predicted from their organizational culture perceptions. A simple random sampling method was used in the study conducted with the teachers employed in high schools in Diyarbakır city center. The Organizational Culture Scale and the Teacher Motivation Scale were incorporated as data gathering instruments in the study. As a result of the research, it was concluded that the teachers' organizational culture perceptions statistically varied according to gender (in favor of the female teachers) and marital status (in favor of the married teachers) in the power culture dimension and according to professional seniority (in favor of those of 20 years or more teaching experience) in the support culture dimension and that the motivation perceptions of the teachers statistically varied according to gender (in favor of female teachers) in the external motivation dimension. In addition, it was found that the teachers' motivation perceptions could be statistically predicted from their organizational culture perceptions.

Organizational Culture, Organizational Trust and Workplace Bullying Among Staff Nurses at Public and Private Hospitals

Background: Organizations involve individuals with diverse backgrounds, skills and experience; they work together as a supportive entity to attain definite goals and objectives. The major responsibility of healthcare owners is to generate and sustain a positive organizational culture and organizational trust that is free of lack of respect and workplace bullying. Aim: the present study aimed to assess the relationship of organizational culture, organizational trust and workplace bullying among staff nurses at public and private hospitals. Research design: A descriptive correlation comparative design was utilized. Sample: All staff nurses (n=176) who agreed to participate in the study at time of data collection and had at least one year of experience were included, public hospital (n= 87) and private hospital (n= 89). Setting: The present study was conducted at two public and two private hospitals in Cairo. Tools: Three questionnaires were developed guided by literature 1- The Organizational Culture Assessment Instrument, 2- Organizational trust questionnaire3- Negative Acts Questionnaire-Revised (NAQ-R). Results: showed that more than half (57.4%) of staff nurses bullied by patients, there was a statistical significant difference between total staff nurses perception of organizational culture (t=-8.83-, p = 0.00) at public and private hospitals and their perception of organizational trust (t= -3.93- , p = 0.00) at public and private hospitals. Highest mean score in total perception of organizational culture and organizational trust (54.9 ± 12.37 and (65.56 ± 12.85) respectively in private hospitals compared to public hospitals. There was no statistical difference between all dimensions and total nurses' perception regarding bullying in public and private hospitals. Moreover, there was a statistical significant positive correlation (r=.529**) between organizational culture and organizational trust. While, there was a statistical significant negative correlation among organizational culture, organizational trust and bullying (r= -.157* and r= -.300**) respectively. Conclusion: The present study concluded that there were significant difference between staff nurses perception of organizational culture and organizational trust in public and private setting. While, there was no significant difference between bullying in private and public setting. Recommendations: Develop polices by administrators to prevent patients and relative workplace bullying. Develop strategic plan to enhance organizational culture and organizational trust in public healthcare settings. Increase awareness about workplace bullying.

The effects of work experience on interpretations of recruitment advertisements and organizational attraction

PurposeThe purpose of this paper is to investigate potential differences in experienced and inexperienced workers’ interpretations of recruitment ads.Design/methodology/approachThe paper uses a between subjects design to compare responses to recruitment advertisements. The advertisements varied in terms of compensation information.FindingsWork experience did not alter perceptions of organizational culture but it did affect levels of organizational attraction. The implication is that all workers interpret recruitment advertisements in a similar manner but more experienced workers prefer different work environments than less experienced workers.Research limitations/implicationsThe results generally support the use of student populations or inexperienced workers in recruitment research. The study was limited to perceptions of pay statements. Other forms of recruitment information needs to be investigated.Practical implicationsCompanies seeking to recruit experienced workers need to be attentive to how those workers will view the company’s culture based on information in their recruitment advertisements.Originality/valueThis study is one of a very limited number of organizational attraction studies comparing experienced and inexperienced workers. It is important because it helps clarify the underlying mechanisms impacting organizational attraction based on work experience.

The Effect of Organization Culture on Organizational Commitment in the Banks: A Research in Zonguldak Province, Turkey

With the increasing competition conditions and the development of technology, the concepts of organizational culture and organizational commitment for institutions come to the fore. Organizations need the skills and abilities of their employees to continue their lives. In other words, converting the beliefs of individuals into organizational values and increasing the loyalty of the employees to the organization are at the basis of the corporate culture. The aim of this study is to reveal the effect of the employees' perceptions of organizational culture on organizational commitment. In this study, organizational culture and organizational commitment were dealt with theoretical frameworks and these theories were supported with an application made to the employees in banks in Zonguldak. According to the results of the study, employees have high emotional commitment; their continued loyalty is above average; The normative commitment was found to be moderate. In the research, the structure, risk, standard, organizational commitment, responsibility and support cultures of the organization are above the medium level; the culture of reward-incentive, conflict and affinity was found to be moderate. An analysis of the relationship between organizational culture and employee engagement indicates that the support culture is associated with emotional commitment; that risk culture is associated with continued adherence; It was found that the culture of responsibility was related to normative commitment.