Role Of Organizational Culture Research Articles

The Role of Organizational Culture in Employee Retention in Kosovar Businesses

This research aimed to examine the impact of organizational culture on employee retention, providing insights to enhance long-term engagement and satisfaction. A mixed-methods approach was used, beginning with a comprehensive literature review of organizational culture and employee retention. Surveys were conducted with a representative sample of employees across different sectors in Kosovo. The data were analyzed using regression and correlation techniques to identify quantitative relationships between organizational culture and retention. The findings reveal that organizational culture plays a significant role in employee retention. Specifically, cultures focused on employee well-being, career development, and transparency are positively associated with higher retention rates. Employees are more likely to stay with organizations that align with their values, offer support, and create a transparent working environment. Conversely, toxic cultures marked by negativity and poor leadership are linked to higher turnover. The study underscores the importance of fostering a positive, inclusive culture that prioritizes employee growth. Kosovar businesses should invest in employee development, training, and continuous feedback to build a productive environment that supports retention.

The Role of Organizational Culture in Managing Organizational Security

The Role of Organizational Culture in Managing Organizational Security

The Role of Organizational Culture, Knowledge Management, and Employee Engagement on Turnover Intention

Indonesia is the world's largest palm oil producer and exporter in international trade. Although working in this field is quite promising, there are still many employees who have the intention to change jobs. This study aims to look at the influence of organizational culture, knowledge management, and employee engagement on the intention to move. This type of research uses mixed methods. Mixed Methods is a research method that combines quantitative research and qualitative research. In this research method using a sequential explanatory combination, starting with using quantitative methods and then expanding with qualitative and comparing the average results of both. In this study using a linearity test which is used to determine the regression model of the independent variable on the dependent. The population contained in this study is an affordable population of 1960 companies and an affordable population of 321 employees from Palm Oil Company Group. The sample in this study was 179 employees. The results of this study are 1) Organizational culture has a negative effect on turnover intentions, 2) knowledge management has a negative effect on switching intentions, 3) employee engagement has a negative effect on switching intentions.

Determinants of Effective Risk Management Implementation: The Role of Organizational Culture as a Moderating Variable

Determinants of Effective Risk Management Implementation: The Role of Organizational Culture as a Moderating Variable

The Role of Organizational Culture on Knowledge Management and Green Innovation in Private Universities

Innovation for sustainability in private universities has emerged as a crucial area of research globally. The existing literature highlights the significance of organizational culture, knowledge management, and green innovation in achieving sustainability goals. This study aims to determine the influence of organizational culture on knowledge management and green innovation in private universities located in LLDIKTI Region II. A cross-sectional research design was employed, with data collected via questionnaires from a sample of 305 respondents from private universities in LLDIKTI Region II. The data were analyzed using the Smart PLS structural equation model to test the proposed hypotheses. The findings of this research align with human resource-based theory, which posits that organizational sustainability is determined by the strength of its internal resources. The results confirmed that organizational culture significantly influences knowledge management (Hypothesis 1) and green innovation (Hypothesis 2) in private universities within the specified region. The study also underscores that private universities function as quasi-public organizations that blend business principles with a social approach to meet community needs while maintaining high competitiveness in a globalized world. This research contributes to the body of knowledge by examining the multidimensional relationship between knowledge management processes, organizational culture, and green innovation in private universities. By exploring these interconnections, the study provides valuable insights for enhancing sustainability and competitiveness in higher education institutions. The study concludes that a strong organizational culture is essential for fostering effective knowledge management and promoting green innovation in private universities. Future research could expand the sample size and incorporate additional variables, such as organizational commitment, to deepen the understanding of the dynamics at play.

The Role Of Organizational Culture In Career Development For Improving Employee Performance At Perumda Tirta Pakuan Bogor

The success of Perumda Tirta Pakuan Bogor is greatly influenced by the performance of its employees. Good work results can help Perumda Tirta Pakuan Bogor in achieving the goals and objectives that have been set. In other words, the better the employee's performance, the easier it will be to achieve the goals of Perumda Tirta Pakuan Bogor. On the other hand, if employee performance is low, it is not easy for Perumda Tirta Pakuan Bogor to achieve its goals. So the role of employee performance is a factor that cannot be separated from the objectives of Perumda Tirta Pakuan Bogor so that the quality of employee performance will influence the achievement of the objectives of Perumda Tirta Pakuan Bogor. This research aims to determine and analyze the role of organizational culture and career development in improving the performance of Perumda Tirta Pakuan employees in Bogor City. This research uses descriptive qualitative, with the data collected mostly in the form of words or images rather than numbers. The objects of this research are employees at Perumda Tirta Pakuan, Bogor. The research carries out analysis of the data obtained through interviews and other documents by combining and selecting data that is close to suitability related to the research study. The research results show that the role of organizational culture in improving employee performance at Perumda Tirta Pakuan Bogor is based on a talent management strategy which is an integrated system, designed to improve performance through the process of attracting and selecting, developing, utilizing and retaining employees who have skills and talents. in order to meet current and future organizational needs. The role of career development in improving the performance of Perumda Tirta Pakuan employees in Bogor is known that career development is an activity for future career planning by the employees themselves or the company concerned so that the company can also develop itself optimally.

Employees trust, perceived justice, on task performance: Mediating and moderating role of autonomy and organizational culture

This study explores the impact of trust and perceived justice on task performance within UAE public sector organizations, emphasizing the mediating role of autonomy and the moderating effect of organizational culture. This research was driven by gaps in the current understanding of how individual perceptions of fairness and trust impact practical outcomes in the public sector. Through a survey of 273 public sector employees and structural equation modeling, this study demonstrates how trust and perceived justice significantly enhance task performance, with autonomy serving as a crucial mediator. Organizational culture also plays a complex role in moderating these effects, adding a cultural context layer to the theoretical framework grounded in social exchange theory. This study contributes to this field by providing empirical evidence supporting the enhancement of autonomy and justice perceptions to improve employee performance in the public sector. This contribution is particularly significant as it challenges traditional views on the trust-autonomy relationship and offers new insights into the role of organizational culture. By highlighting these dynamics, this study fills a crucial gap in the literature and also offers a model that can guide future research and practical applications in similar contexts. The findings underscore the necessity of fostering trust and perceived justice within organizations, recommending that leaders focus on enhancing autonomy and carefully consider the influence of organizational culture. This approach promises to improve task performance and employee satisfaction, thereby contributing to a more effective administration and service delivery in the public sector.

Enhancing Performance: The Role of Organizational Culture, Commitment, and Support in Indonesian Paper Industry

Human resources play an important role in the successful achievement of performance. Employee performance is the result of the work achieved by employees in a company. This study aims to investigate the impact of organizational culture, organizational commitment, and perceived organizational support on employee performance at a paper manufacturing plant. The descriptive data and SEM were analyzed using The Jeffreys’s Amazing Statistics Program (JASP) method. Data were collected from 107 respondents who participated in paper manufacturing plants (52 males (48.6%), 55 females (51.4%); MageMage= 38, SD = 8.4). The results showed that (1) organizational culture has a significant effect on employee performance (β = 0,533, p 0,05). (3) Perceived organizational support has no significant effect on employee performance (β = 0,039, p > 0.05). In this study, organizational commitment and perceived organizational support did not influence employee performance. Among employees, expectations for increasing organizational commitment and perceptions of organizational support for improving employee performance are still not high enough. The findings of this study highlight that organizational culture has the strongest influence compared to organizational commitment and perceived organizational support on employee performance. To improve employee performance, organizations can internalize cultural values through socialization activities, corporate culture training, and cultural rituals so that employee work behavior will develop, contributing to improved performance in the organization.

The Influence of Transformational Leadership, Competence, Work Motivation and Organizational Culture on the Performance of RSCM Employees through Job Satisfaction as a Mediating Variable and Organizational Support as a Moderating Variable

The purpose of this study was to analyze the effect of organizational culture, job performance, motivation, and transformational leadership on employee performance at Cut Mutia General Hospital in North Aceh, with the role of organizational culture as a mediating variable and the role of organizational capacity as a moderating variable. This study used a combination of qualitative and quantitative methods with a sample size of 250 participants. Information was collected using questionnaires and interviews. The analysis method used is the SEM-PLS model using Smart-PLS and Nvivo qualitative tools. The research findings show that organizational culture, competence, work motivation, and transformational leadership have a significant impact on employee performance and work-related performance. Employee performance has a significant impact on employee work-life balance. This study also indicated that work-related stress is a mediator of transformational leadership, competencies, work motivation, and organizational culture in relation to employee performance. In addition, organizational capacity facilitates communication among employees.

Green human resource management practices in the manufacturing industry: A sustainable approach

Purpose: This study investigates the adoption of environmentally friendly Human Resource Management (HRM) practices as a sustainable strategy in the manufacturing sector. It focuses on how employees' environmental consciousness, environmental regulations, and companies’ environmental performance impact the implementation of green HRM practices. Research Methodology: The study involved surveying employees and managers in manufacturing companies, with data gathered and analyzed quantitatively. Results: The findings indicate that Employees’ environmental awareness significantly influences the adoption of green HR practices, whereas the effect of environmental regulations is relatively positive. Furthermore, a company’s environmental performance was found to be positively correlated with its green HR practices. Limitations: This was a survey-based study. Further qualitative studies should be conducted to improve the quality of results. Contribution: Suggestions for future research include conducting further studies to comprehend the internal and external factors influencing the adoption of green HR practices and considering the role of organizational culture and individual motivation in promoting such practices. This will provide a more comprehensive understanding of green HR strategies, which can assist manufacturing companies in achieving enhanced environmental sustainability.

The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making

The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformation's importance in driving positive environmental and social outcomes.

Organizational culture’s influence on supply chain performance analysis with fuzzy grey cognitive maps

PurposeThis paper applies fuzzy grey cognitive maps (FGCM) to support multicriteria group decision making (GDM) on supply chain performance (SCP) considering the role of organizational culture as a moderating factor.Design/methodology/approachThis paper follows the quantitative axiomatic prescriptive model-based research. It introduces a MGDM model that relies on the SCOR® model performance attributes and Hofstede’s cultural dimensions. The proposal is underpinned by the soft computing technique of FGCM, aimed at addressing the inherent subjectivity associated with evaluating the culture-performance relationship within supply chains.FindingsThe FGCM-based model proposes a management matrix tool for supporting SPC management. It results in a graphical representation that deconstructs SCP and organizational culture into key elements and provides directives for action plans that align improvement efforts. An illustrative application is presented to guide and promote the model’s application in different configurations of supply chains.Practical implicationsThis model offers valuable insights into addressing the impact of organizational culture on decision-making related to SCP. Additionally, it facilitates scenario simulation. The management matrix visually illustrates how each performance attribute is influenced by each cultural dimension on a quantitative scale. It also ranks these attributes based on the overall level of influence they receive from culture.Originality/valueThe study provides a unique outlook on the use of FGCMs to support the SCP decisional process by detailing and accounting for the influence of organizational culture. This is done through the development of a novel matrix that allows for visual management and benchmarking.

The role of organizational culture in material and non-material incentives for employees

Aim. To identify the role played by organizational culture in material and non-material stimulation of employees.Objectives. To describe and structure the key components of organizational culture; to disclose the concept of organizational climate and identify its relationship with organizational culture; to characterize the influence of the type of corporate culture on the prevailing type of incentives.Methods. The conducted research is based on the descriptive method, analysis and comparative method. Innovative, systemic and scientific approaches were applied as basic ones.Results. In today's highly turbulent global economic space, the survival of a company serves as an essential element of its strategy. Within the framework of counteraction to destructive forces from the external environment it is the organizational culture that today acts as a staple that allows to maintain the company at the proper level. In the context of understanding the essence of organizational culture, the authors adhere to this approach. The author's definition of the concept under study is given in the article. The approach based on the position that organizational climate is a part of organizational culture is presented. The influence of the type of corporate culture on the prevailing type of incentives is estimated.Conclusions. The study of organizational culture as a process reflects the understanding that each type of it has its own peculiarity. Practically there is no strictly defined type, especially since each company creates an individual organizational culture. The article traces the understanding that in the formation of organizational culture should pay close attention to the role played by one or another of its type in the material and non-material stimulation of employees.

Competitive Advantage and Firm Performance: The Role of Organizational Culture, Organizational Innovation, and Knowledge Sharing

Competitive Advantage and Firm Performance: The Role of Organizational Culture, Organizational Innovation, and Knowledge Sharing

Role of Organizational Culture in Predicting Work Performance on Company Performance of Palm Oil Companies in Indonesia

This study examines the relationship between organizational culture and work performance through the competence of managers in palm oil companies in Indonesia. The sample of this study were all managers of private oil palm plantation companies, so the number of samples studied was 100 respondents, and data analysis techniques using analysis with Partial Least Square (PLS). The results of the study that external adaptation gives a positive and significant impact on work performance, external adaptation gives a positive and significant impact on company performance internal integration does not give a positive and insignificant impact on Work performance Internal Integration (X2) does not give a positive and significant impact on the Company Performance, Basic Assumptions (X3) give a positive and significant impression on Work performance (Z1), Basic Assumptions (X3) do not give an impression positive and not significant to the Company Performance (Y), Self-Esteem (Z2) gives a positive and significant impression to the Company Performance Work performance as a gap modifier has a positive and significant effect in showing the effect of External Adaptation on the Company Performance , Work performance (Z1) as a gap modifier does not give a positive effect and is not significant in showing the effect of Internal Integration on Company Performance (Y), Work performance as a modifier of the gap has a positive and significant effect in showing the impression of the Basic Assumptions on Company Performance, Self-Esteem (Z2) as a simplification of does not have a positive and insignificant impression of the Company Performance.

Organizing logic multiplicity in hybrid organizations: The role of organizational culture

AbstractHybrid organizations must deal with institutional complexity and find ways to manage conflicting demands in their organizational environment to engage in their required, day‐to‐day activities. The objective of this qualitative research is to elaborate on the mechanisms that hybrid organizations use to mitigate the destabilizing effects of such institutional logic multiplicity in their value creation processes. By combining value configuration analyses and the hybrid organizing concept as a theoretical background, the authors conduct a case study with 14 nonprofit microfinance organizations (MFOs) that illustrates the importance of an integrative organizational culture as a core foundation that can align and integrate social and economic demands. Successful nonprofit MFOs align competing institutional logics in a hierarchy of goals, explicitly defining their means and objectives. Independent of the type of logic multiplicity they face, they use the hierarchy to define their organizational identity and transfer it to a corresponding organizational culture that can balance diverse institutional demands. From a theoretical perspective, this study advances institutional logic approaches; it also identifies effective mechanisms hybrid organizations can use to cope with logic multiplicity by applying a value configuration perspective.

Factors affecting E-HRM practices in Greek shipping management companies: the role of organizational culture, cultural intelligence, and innovation

HRM is forced to adapt and reinvent its practices towards more innovative and creative frameworks and models, due to the impetus technological developments in the modern business environment. The same applies to the elements of the organizational culture and corporate structure, which are decisive for the success of such initiatives. To undergo the shift to digital transformation, there is a need for human resource development professionals to invest in advanced competencies and capabilities. The scope of this paper is to examine the concept of digital innovation and HRM digitalization in the shipping industry and their relationship with corporate culture, intelligence, and leadership. Data were collected via a survey conducted in Greek shipping companies, and personal interviews with maritime professionals. Findings show that organizational culture and cultural intelligence are significant factors for digital innovation. Digital culture and digital leadership are proving to be important components in achieving this, whereas organizational cultural intelligence has a major impact on e-HRM. The present research contributes at both academic and policy level. In the former case is assists in bridging the gap in the maritime literature by examining digital innovation and e-HRM practices in the shipping industry along with the required skills for their development or enhancement. In the latter case the paper assists in the documentation of challenges maritime companies face in relation to digitalization practices and how policy makers can assist in their adoption.

The role of organizational culture in the relationship between affective organizational commitment and unethical pro-organizational behavior

PurposeThis study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.Design/methodology/approachUsing a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).FindingsThe result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.Practical implicationsWhile leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.Originality/valueBy integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.

The Role of Organizational Culture in Mediating the Improvement of the Performance of the Indonesian Marine Corps

The study examines specific aspects of organizational performance within the Indonesian Navy (TNI AL), with a particular focus on the Marine Corps, essential for safeguarding Indonesia's maritime sovereignty. Utilizing quantitative methods and a survey approach, data was gathered from middle officers serving across 11 Marine Corps units over the past 5 years. Findings indicate that strategic leadership style, career development, and strategic competence of human resources significantly influence organizational performance within the Marine Corps. These factors, alongside organizational culture, are pivotal in shaping and sustaining performance levels. Importantly, the research underscores the importance of understanding these dynamics for Marine Corps management to enhance performance and achieve long-term objectives, particularly in navigating the complexities of globalization. Additionally, while rooted in the context of the Indonesian Navy, the implications of these findings extend to broader organizational settings, highlighting their potential applicability beyond the specific context of the TNI AL and Marine Corps.

Guest editorial: Happiness and corporate social responsibility: the role of organizational culture and consumers in a sustainable economy

Guest editorial: Happiness and corporate social responsibility: the role of organizational culture and consumers in a sustainable economy