Role Of Organizational Culture Research Articles

The Role of Organizational Culture in Commitment to Implement Total Quality Management (Case Study of Algerian Public Companies)

Abstract The management in TQM implies that it‘s a management approach, not just a narrow quality control or quality assurance function. Some principles and practices of TQM may differ among firms and industries, but there is unanimous agreement as to the importance of organizational culture in implementing TQM. Accordingly the objective of the paper is to empirically investigate the relationship between organizational culture and the implementation of TQM. This study limited to public companies in Algeria. The sample of study consisted (107) executives and managers who are working under functional heads. We used convenience sampling in selecting the subjects. The instrument used in the study was a survey questionnaire. The Correlation analysis explained a positive moderate relationship between organizational culture and implementation of TQM (r=0.580, p=0.000) that is culture of a (Algerian public companies) is positively related to the implementation of TQM. The study recommended increasing the interest in improving the availability levels of the organizational culture dimensions in general; and place a particular focus on the relatively low level dimensions, and the necessity to take into account realizing coherence among these dimensions in terms of the closeness of the availability levels, and lessening the deviations among these dimensions as well as among the elements of the same one dimension, due to the integrative nature among them. The study further recommended assimilating the organizational culture concept as an administrative concept by the managerial executives in the Algerian public companies, being an important foundation, upon which the success or failure of applying the TQM depends.

The Effects of employee perception of training effectiveness on organizational commitment

In order to cope with rapid changes in current business environment, the pursuit of competitive advantage through the optimal use of human capital is one of the most important strategies to the firms. The employee training plays a key role in cultivating human capital, which can not only bring higher organizational performance but also create strong corporate values. Considering the fact that unique organizational culture in each firm affects the attitudes of organizational members in various ways, we sought to explore the role of organizational culture in order to examine how employee perception of training effectiveness affects organizational commitment. For this purpose, this study tests the relationship between employee perception of training effectiveness and organizational commitment and moderating effects by two types of organizational cultures in this relationship. Based on the analyses of the HCCP data, the results of this study showed that the employee perception of training effectiveness has a significant positive relationship on organizational commitment and that the relationship is constant in the clan-oriented organizational culture, whereas it is significantly weakened under the market-oriented organizational culture.

Management accountants and strategic management accounting: The role of organizational culture and information systems

This study aims to contribute to the scant contingency theory literature on the determinants of strategic management accounting (SMA) practices and the role management accountants play. We develop and test a more complex theoretical model than in prior studies, to simultaneously examine the role of three variables: management accountant networking, information systems (IS) quality and organizational culture. These have not been examined in a single model before in the SMA literature. Using data from 149 UK manufacturing business units and the partial least square structural equation modeling, our findings document a positive relationship between management accountant networking and the implementation of SMA practices. However, this relationship is positively moderated by IS quality, which further enables management accountants to implement SMA practices. Unlike IS quality, we do not find empirical support for similar moderating effects by the outcome-oriented culture and innovation-oriented culture. Instead, the innovation-oriented culture has a significant indirect positive effect on SMA implementation through management accountant networking but not a direct one. In contrast, we find a direct positive impact of outcome-oriented culture on SMA implementation but not an indirect one through management accountant networking. These results suggest that in outcome-driven business units, the implementation of SMA practices may not be limited to the accounting function. Managers in other functions may be motivated to implement SMA practices even when management accountants are not part of the process.

Особенности трансформации криминальной субкультуры в современном обществе: роль организационной культуры

Relevance. The study of the specific organizational culture peculiarities within group entities conducting criminal economic activities is significant for understanding the essence of such organizations, socio-psychological mechanisms of their potential influence on society. So far, the criminal subculture has not been considered from the point of view of postmodernism methodology, the influence of the role of organizational culture on its development. Purpose. Develop the theoretical foundations of the study of criminal subculture that are adequate for modern society. Method. Theoretical analysis of the criminal subculture from the point of view of the methodology of postmodernism. Results. The article provides an analysis of the peculiarities of the nature of modern culture in the conditions of the postmodern and information society, the relationship of the criminal subculture with the culture of society and the social processes taking place in it, the specifics of changes and the cultural transformation of the criminal subculture in a multicultural society (dissemination and introduction into society, modification, acquisition of new forms). Conclusions. Reliance on the methodology of postmodernism gives a deeper understanding of the cultural transformation specifics in the modern criminal subculture. The introduction of criminal subculture into the structure of society is due to the use of objective elements of organizational culture (image, externally acceptable, socialized forms of employee behavior, external compliance with the requirements of conventionality) and concealment of subjective elements of organizational culture (values of the criminal world).

Investigating the support of organizational culture for leadership styles (transformational & transactional)

ABSTRACT Organizational culture is supposed to be characterized by sharing of positive norms and values that are in the favor of every single member of the organization. Every member has self-respect and trust in the organizational practices. If employees are satisfied with their work and relationship with different aspects of the organization, the organizational culture is said to be positive and employee friendly. Likewise, transformational leadership is characterized by sharing-culture where leader keeps contact with every individual employee, the creativity and innovation of the workforce is given due weight and the well-being of the worker is valued and supported. While transactional leadership is more organizational and rules oriented than the employees. It is therefore assumed that organizational culture is supportive for transformational leadership but less or insignificantly connected with transactional leadership. For this purpose, data were collected through structures questionnaire from the workforces hailing from southern region’s higher educational institutions of Khyber Pakhtunkhwa. Statistical evidence also supports these assumptions with varying values and strength of statistical results. The findings have implications for organizational management to reconsider the role of organizational culture in relation to transformational and transactional models of leadership in the organizations.

The Effect of Learning Orientation on CRM and Innovation Capability Hotels in Lombok through PLS

Learning Orientation is required to generate innovative products in public services industry. More comprehensive study is indeed required towards the relationship between learning orientation and Customer Relationship Management (CRM) especially in the hotel service sector. This study is projected to unite two roles of organizational culture, namely learning orientation and CRM that are addressed to develop innovation capabilities. There were 72 samples. Those were managers and hotels staff that headquarter in Lombok. The research was accomplished by conducted quantitative approach. SEM PLS with the Smartly 3.0 application was used to analyze the data. The results showed that the role of learning orientation had a direct positive and significantly affect on CRM and innovation capability. There was also positive effect but not significant in terms of indirect relationship. This research contributes to the development of innovation capability by providing empirical evidence that the stronger the learning orientation, the stronger CRM and innovation capability. Hotelier needs to emphasize learning orientation in enhancing innovation capability

The adoption of sustainable supply chain management and the role of organisational culture: a Chinese perspective

ABSTRACT At present, scholars have thought little of the drivers for sustainable supply chain management (SSCM) in developing countries. Drawing upon the Theory of Planned Behaviour (TPB) and Competing Value Framework (CVF) of organisational culture, this study investigates how the drivers for SSCM motivate Chinese firms to adopt SSCM practices and how such effects are moderated by organisational culture. The results of a survey of 209 firms in China suggest that the eight driving factors for SSCM have significantly impact on SSCM adoption. In addition, organisational culture plays different roles in the relationships between these three dimensions of the driving force and SSCM adoption. Team-based culture and hierarchy culture do not moderate the relationship between SSCM drivers and practices. Market-oriented culture positively moderates the relationship between subjective norm and SSCM practices and negatively moderates the relationship between perceived behavioural control (PBC) and SSCM practices. Active culture has positive moderating effect on the relationship between attitude and SSCM practices, as well as between subjective norm and SSCM practices, but has negatively moderating effect on the relationship between PBC and SSCM practices. The study provides meanings insights into the implementation of SSCM in the context of developing countries.

Antecedents of Employees’ Entrepreneurial Orientation: The role of Organizational Culture and the Enabling Environment

There is an abundant literature on Entrepreneurship within organization, but the evidence on how it is caused, is still dispersed. Moreover, it still lacks a proper theoretical framework. Brettel et al., (2015) used Competing Values Model in explaining the effect of organisational culture on Entrepreneurial Orientation. We modified this model, including enabling environment factors, as well as more enriched dimensions of Entrepreneurial Orientation. Hence we hypothesized that organizational culture (Clan, Hierarchical, Developmental, Rational, and Open Culture), and enabling environment (Flexibility/ support, Open Communication, External Orientation, and Team Work) affect Employees’ Entrepreneurial Orientation measured by new product innovation, new organizational practice, proactivity, and risk-taking. We applied this model by conducted a survey using likert scale type questionnaire. The data was collected from 325 employees working in various organizations in Karachi. Data was analyzed utilizing corroborative factor analysis and organized equation modeling. The results disclosed that new product innovation was positively influenced by Rational Culture, Open Culture, Flexibility, and External Orientation. And negatively affected by Clan Culture. Similarly, risk taking ability is positively influenced by Developmental Culture, External Orientation, and Team Work. Proactivity is positively affected by Rational Culture, and External Orientation. Unlike Innovation, which was negatively affected by Clan culture, New Organizational Practice got positively affected along with Open Communication.

The Role of Organization Culture, Leadership and Training Towards Improving Work Performance Country Civil Worker: Case Study in Financial and Development Supervisory Agency

The objective of this study is analyzed the impact of organizational culture, training, and leadership on the work performance of civil workers in financial and development supervisory agency. This research uses an associative approach with simple random sampling technique which is measured by SEM using the Smart PLS 3.0 application. The population of this study was 330 civil workers in Financial and Development Supervisory Agency (BPKP). The results of the study shown that the Organizational Culture Variables did not significantly influence work Performance of the civil worker in Financial and Development Supervisory Agency, but do not pass the reliability test. Training Variables have a positive and significant effect on the work performance of the civil workers. Leadership variables have a positive and significant effect on the work performance of the civil workers in Financial and Development Supervisory Agency.

Improving Agility Using Big Data Analytics: The Role of Democratization Culture

Abstract Background: Big data analytics (BDA) is considered an enabler of organizational agility because it helps firms to sense market-based changes and improve decision making in a more informed and timely manner. However, in reality, only a handful of firms have achieved improvement in their outcomes by using BDA. To address this inconsistency, our study explores the conditions under which BDA use translates into agility. We particularly focus on organizational culture because in the pursuit of agility, culture is emphasized as a source of stability that allows firms to successfully adapt to the changing environment. Therefore, by assuming organizational culture as a contextual factor, this study examines the moderating effect of organizational culture on the link between BDA use and agility. Method: We employ a concept from data democratization called “democratization culture,” which values the willingness to share information and the acceptance of diversity. We also adopt collectivistic culture for comparison with democratization culture. Further, BDA use is decomposed into advanced and basic use based on the functions and BDA types. A model is proposed and empirically validated through survey data collected from 304 senior-level managers. Results: Our findings suggest that the moderating effects of democratization culture on agility are different depending on whether it is combined with advanced or basic BDA use. Conclusions: This study provides initial empirical evidence that contributes to the scarce research on the role of organizational culture in the link between BDA use and agility. Available at: https://aisel.aisnet.org/pajais/vol12/iss2/2/ Recommended Citation Hyun, Youyung; Kamioka, Taro; and Hosoya, Ryuichi (2020) "Improving Agility Using Big Data Analytics: The Role of Democratization Culture," Pacific Asia Journal of the Association for Information Systems: Vol. 12: Iss. 2, Article 2. DOI: 10.17705/1pais.12202 Available at: https://aisel.aisnet.org/pajais/vol12/iss2/2

The role of organizational culture, capabilities, and adoption of e‐marketing on nonprofits' organizational performance

Nonprofit organizations are facing increasing challenges to survival and mission accomplishment in a market economy. Thus, many nonprofit organizations are actively exploring how to enhance organizational performance through Internet and communication technologies in the digital era. The relationship between e‐marketing adoption and organizational performance of for‐profit companies has been studied intensively. However, this relationship has not been examined in the nonprofit context. The objectives of this study are to investigate factors promoting the adoption of e‐marketing and the latter's effect on the performance of nonprofits. This paper surveyed 54 nonprofits and used partial least squares structural equation modeling (PLS‐SEM) to test the research hypotheses grounded in resource dependence theory and e‐marketing orientation. Results indicated that top management's attitudinal emphasis on e‐marketing does not lead to e‐marketing adoption. Differs from for‐profit companies, nonprofits' e‐marketing adoption is mainly related to planning and implementation capabilities. Moreover, although planning strongly influences e‐marketing adoption, implementation capabilities play a crucial role in a performance‐driven adoption. Hence, if e‐marketing is adopted without sufficient manpower and skills, organizational performance will not be enhanced even with adequate e‐marketing budget.

Sexual Harassment During Tourism and Cruise Internships: Exploring Situational Factors, Causes, and Their Implications

The goal of this study is to determine the factors influencing students' perception of sexual harassment during their tourism and/or cruise internship. Particular focus was placed on the role of organizational culture and work environment, as well on the effectiveness of anti-harassment company policies. For this purpose, a self-administered survey was distributed online, yielding 135 completed questionnaires. The analysis results underlined aspects of organizational culture/work environment as a reliable predictor of sexual harassment occurrences. More specifically, the degree of direct customer contact and the fluidity between private and public space, both foster sexual harassment occurrences. In this context, the particularities of the work environment and conditions on board cruise ships would be expected to result to relatively higher frequencies of sexual harassment incidents. Indeed, compared to the rest of the sample, the cruise interns reported higher frequencies of sexual harassment and were also less likely to receive support from their employers. Despite the small sample size, the study produced statistically significant results for tourism internships in general. Yet, the small proportion of cruise interns in the sample only allowed a nonrepresentative comparison (i.e., descriptive comparison of sample means). Nonetheless, our preliminary findings encourage a more in-depth investigation in the cruise domain, underlining the relevance of this research note.

Antecedents of Employees’ Entrepreneurial Orientation: The Role of Organizational Culture and the Enabling Environment

There is an abundant literature on Entrepreneurship within organization, but the evidence on how it is caused, is still dispersed. Moreover, it still lacks a proper theoretical framework. Brettelet. al. (2015) used Competing Values Model in explaining the effect of organisational culture on Entrepreneurial Orientation. We modified this model, including enabling environment factors, as well as more enriched dimensions of Entrepreneurial Orientation. Hence we hypothesized that organizational culture (Clan, Hierarchical, Developmental, Rational, and Open Culture), and enabling environment (Flexibility/ support, Open Communication, External Orientation, and Team Work) affect Employees’ Entrepreneurial Orientation measured by new product innovation, new organizational practice, proactivity, and risk-taking. We applied this model by conducted a survey using likert scale type questionnaire. The data was collected from 325 employees working in different organisations in Karachi. Data was analyzed using confirmatory factor analysis and structured equation modeling. The results showed that new product innovation was positively influenced by Rational Culture, Open Culture, Flexibility, and External Orientation. And negatively affected by Clan Culture. Similarly, risk taking ability is positively influenced by Developmental Culture, External Orientation, and Team Work. Proactivity is positively affected by Rational Culture, and External Orientation. Unlike Innovation, which was negatively affected by Clan culture, New Organizational Practice got positively affected along with Open Communication. Keywords: Clan Culture, Hierarchical Culture, Developmental Culture, Rational Culture, Open Culture, Flexibility, Open Communication, External Orientation, Team Work, new product innovation, new organizational practice, proactivity, risk-taking DOI: 10.7176/RHSS/10-11-02 Publication date: June 30th 2020

Improving Agility Using Big Data Analytics: The Role of Democratization Culture

Abstract Background: Big data analytics (BDA) is considered an enabler of organizational agility because it helps firms to sense market-based changes and improve decision making in a more informed and timely manner. However, in reality, only a handful of firms have achieved improvement in their outcomes by using BDA. To address this inconsistency, our study explores the conditions under which BDA use translates into agility. We particularly focus on organizational culture because in the pursuit of agility, culture is emphasized as a source of stability that allows firms to successfully adapt to the changing environment. Therefore, by assuming organizational culture as a contextual factor, this study examines the moderating effect of organizational culture on the link between BDA use and agility. Method: We employ a concept from data democratization called “democratization culture,” which values the willingness to share information and the acceptance of diversity. We also adopt collectivistic culture for comparison with democratization culture. Further, BDA use is decomposed into advanced and basic use based on the functions and BDA types. A model is proposed and empirically validated through survey data collected from 304 senior-level managers. Results: Our findings suggest that the moderating effects of democratization culture on agility are different depending on whether it is combined with advanced or basic BDA use. Conclusions: This study provides initial empirical evidence that contributes to the scarce research on the role of organizational culture in the link between BDA use and agility.

The Role of Organizational Culture in Promoting Sustainable Enterprise

The Role of Organizational Culture in Promoting Sustainable Enterprise

The Relationship between Environmental Management Practices and Environmental Performance: The Role of Organisational Culture

Nowadays, organisations and their management are working very hard to forecast and respond to ever-changing new markets and fierce competition. Due to increase in globalisation and technological advancements, the constant variable for today’s workplace is perhaps the ability to continuously evolve. Organisations must ensure that their activities do not harm or negatively impact the environment. This study investigated the effect of organisational culture on the relationship between environmental management practice and environmental performance. Organisational culture was measured using an adapted version of the Henri’s 2006 instrument which was based on a competing values perspective. Questionnaires were administered to 300 respondents (general managers/general managers) from various hotels in the Malaysian hotel industry. The hierarchical multiple regression method showed that organisational culture is not significantly related to environmental performance. However, to some extent, organisational culture has moderated the relationship between environmental management practice and environmental performance. This result implied that most of the sampled hotels in Malaysia employed a control dominant type of culture in achieving objectives. The results also showed even though hotels create an environmental culture in their activities, if people are not ready and not willing to share their knowledge toward creation of new values and beliefs, better environmental performance will not be achieved. This insignificant finding may be due to new beliefs relating to environmental issues in the Malaysian hotel industry.

Information Technology Capability and Performance of Selected Oil and Gas Marketing Companies in Lagos State, Nigeria: The Moderating Role of Organizational Culture

Globally, oil and gas marketing companies are in a continuous competitive environment and dilemma of maintaining larger market share among competitors in the oil and gas industry. Most business managers in the oil and gas marketing industry in Nigeria find it difficult in constantly achieving increase in performance in terms of market share due to organisational culture rigidity and poor adoption of information technology capability among oil and gas marketing companies. Hence, this study investigated the relationship between information technology capability and market share as well as the moderating effect of organisational culture on the relationship between information technology capability and performance of oil and gas marketing companies in Lagos State, Nigeria. The study employed survey research design. The target population comprised 515 oil and gas marketing and retail outlets operating in Lagos State, Nigeria. A total enumeration technique was adopted. Findings revealed that there is a significant and positive relationship between information technology capability and market share and also organisational culture significantly moderate the relationship between information technology capability and market share of oil and gas marketing companies in Lagos State, Nigeria. The study concludes that there is relationship between information technology capability and market share. Also, organisational culture moderates the relationship between information technology capability and market share. It is recommended that oil and gas marketing companies should evolve dynamic business models that will enhance adoption of information technology capability and organisational culture flexibility in order to achieve the advantage of larger market share.

The role of organizational culture in knowledge sharing and transfer in Pakistani banks: A qualitative study

To identify the elements of organizational culture that support or act as a barrier to corporate knowledge creation, sharing, and transfer, researchers conducted semi‐structured interviews with 16 top‐level managers in five banks based in Karachi, Pakistan. The findings reveal that encouraging the exchange of ideas among employees through social interactions in the workplace facilitates the transfer of tacit knowledge. The inability to adapt to new technology, a lack of awareness of the benefits of effective knowledge management, and deficiencies in formal language and employee empowerment are among the main obstacles to knowledge creation and sharing. The study concludes with suggestions for fostering a culture of leadership where information is easily transferred, enabling employees at every level to contribute to operational success.

The role of organizational culture in the implementation of the strategic change management mechanism at the enterprise

Introduction. The study presents the identification of the place of organizational culture in the paradigm of modern management, which solves the practical problem of optimizing the mechanism of strategic change management at the enter-prise. The purpose of the article is to solve the practical problem of optimizing the mechanism of strategic change manage-ment at the enterprise in the paradigm of modern management. Results. The place of organizational culture in the mechanism of change management as a component of indirect fac-tors of influence of a strategic direction is defined. The essence of organizational culture is revealed through such compo-nents as a set of techniques and rules for solving problems of external adaptation and internal integration of employees, a set of the most important assumptions, a complex set of assumptions, a set of provisions, a set of basic beliefs, complex composi-tion of different assumptions and preconditions. The system-forming elements of organizational culture are considered: behavioral components, moral and ethical components, cognitive components, material components. Global and local goals of organizational culture formation, as well as tools for their implementation are identified. The relevance of adjusting the mission of the enterprise in accordance with the principles of social responsibility, which includes elements of external and internal corporate strategy. Conclusions. The peculiarities of the implementation of the organizational culture paradigm in the business envi-ronment of Ukraine are revealed, taking into account such characteristics as: legal nihilism, which led to the deformation of legal consciousness; attitude to the costs associated with the formation and maintenance of elements of organizational culture as unproductive; low level of awareness of the business role in social processes; uneven consideration of stakeholders inter-ests, lack of management skills in organizational culture in small and medium enterprises managers. Key words: organizational culture, strategic management, management mechanism, social responsibility of business.

The role of organizational culture and management practices in the development of trust in organizations: experience of Russian and foreign research*

The relevance of the topic is justified by the objective need to modernize domestic enterprises in response to the changing conditions and increasing uncertainty of the external competitive environment. The success of implementing various innovations in an organization largely depends on the support for innovative projects from its employees. Organizational trust is considered as one of the conditions for the formation of such support. Organizational trust is defined as the acceptance of vulnerability based on the confidence in one’s expectations towards others. Standardization of these expectations in the form of values and norms is provided by organizational culture. Based on theoretical arguments and results of empirical research conducted by both Russian and foreign authors, the paper reveals the influence that organizational culture elements and management practices have on the development of organizational trust. The analysis focuses on the interpersonal level of the formation and development of organizational trust in situations of horizontal and vertical interaction. The literature review allowed us to identify the main cultural and managerial factors for the formation of organizational culture of trust. The regularities that reflect the conditionality of organizational trust are formulated: it depends on the degree of consistency of organizational goals, values, and norms; the manifestation in organizational rituals and activities; a supportive management style; an open control system and a fair system of sanctions. It is shown that the literature pays insufficient attention to the specifics of trust formation as a factor of industrial enterprises modernization. A list of research hypotheses about the influence of organizational culture elements on organizational trust is formulated, which can become the basis for the study of the process of forming organizational culture of trust at industrial enterprises.