Role Of Organizational Culture Research Articles

The Role of Organizational Culture in Agricultural Sector Organizational Change

The Role of Organizational Culture in Agricultural Sector Organizational Change

The Role Of Organizational Culture In Achieving A Distinguished Business Organization From The Perspective Of Employees:, A Field Study In The Institution Of The High Plateau Tannery In Djelfa

The Role Of Organizational Culture In Achieving A Distinguished Business Organization From The Perspective Of Employees:, A Field Study In The Institution Of The High Plateau Tannery In Djelfa

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

There is abundant literature on Entrepreneurship within the 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 the Competing Values Model in explaining the effect of organizational 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 a Likert scale type questionnaire. The data was collected from 325 employees working in different organizations in Karachi. Data were 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, the 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 managerial role in organizational culture as perceived by management students

This paper aims at illustrating the multidimensional role of the manager and its mutual influence on organizational culture from a management students’ perspective. The main part of the text was based on own qualitative research – interviews, a questionnaire, and a narrative collage – which was conducted over a 10 year period among management students. Ninety-seven students from the Jagiellonian University and the Gdańsk University of Technology took part in the research. In order to gather, analyze and interpret the data, and to achieve reliable results, we followed the thematic analysis rules. We investigated the empirical material, provided by the management students responses to the research questions posed in the questionnaire, in the search for interesting threads, seeking a definition and an understanding of the term “manager” and the specifics of a manager’s work. We also presented several quotes from the data in accordance with the principles of data analysis in qualitative research methodology. Four different prisms were identified: gender, relational, constant learning and professional, described as the areas of managerial duties, features, and expectations. The article’s key value is the focus on students’ perception – an idealized construct of the managerial role, which states a benchmark for their own actual and prospect managerial performance. Such a perspective is very important for practice as well as for education. From a practical point of view, some management students will manage teams or organizations in the future. They should be aware of managerial duties’ elaborate character and the multiple demands on the role’s performance. They will shape the role by themselves. On the other hand, from an educational point of view, it is essential to give students some insight into their prospective role, understand the elaborate organizational relations, and the activities that appear in organizational culture that always influence management.

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.

The Role of Organizational Culture in Job Satisfaction and Turnover: A Study of Pakistani Employees

The human capital becomes a significant achievement of every organization in the context of the transformation of the fundamental principles in doing business. Every business structure creates and maintains a unique organizational culture that determines the degree of comfortable conditions for employees in their workplace, the level of their interest in the successful operation of the company, and the desire to gain leadership in the market. The human resources and the degree of workers’ satisfaction with jobs directly affect the performance of the company. At the same time, the organizational culture of the company depends on the general policy of the company in which the maximization of profit, not the employee’s satisfaction with working conditions, is the primary purpose of its activity. The systematization of existing scientific capacity in the field of human resources management has shown the relationship between the level of dissatisfaction of employees with working conditions and the degree of their readiness to find a new place where they can work in more comfortable conditions. The study is based on the use of analytical and comparative methods. The object of the research includes organizations in Muzaffargarh, Layyah, and Dera Ghazi Khan Punjab (Pakistan). The study is based on a method of data collection, which contains the analysis of the results of 320 successfully returned (out of 350 distributed) questionnaires. A 5-digit Likert scale analyzed the results. The purpose of the research is to analyze the relationship between job satisfaction, organizational culture, and staff turnover in Pakistan. According to the results of the study, the authors conclude that organizational culture directly influences employee satisfaction, which in turn has a negative impact on employee turnover. The results of the conducted research can be useful for managers and business owners in terms of understanding the possibilities of improving the employees’ productivity from the perspective of increasing their satisfaction with working conditions. Keywords: Human Resource Management, Job Satisfaction, Organizational Culture, Turnover.

The role of organizational culture, knowledge sharing and job satisfaction in higher education

The role of organizational culture, knowledge sharing and job satisfaction in higher education

Vertical Communication and Employee Performance in Emerging Economy Public Organizations: The Imperatives of Organizational Culture

The focus of this paper was to investigate the relationship between vertical communication and employee performance within emerging economy public organizations. Previous studies on organizational communication and employee performance have mostly been undertaken within the context of the private sector, with very few studies focused on the public sector. Hence, the focus of this paper on the exploration of how vertical communication impacts on employee performance, especially considering the moderating role of organizational culture on this relationship. The study adopted the cross-sectional survey as the design for the study and utilized the questionnaire as the primary data collection tool. A total of 461 participants were involved in the study as sourced from the Rivers State Civil Service Commission. Three hypotheses were tested, assessing the relationship between vertical communication and two stated measures of employee performance, namely – employee effectiveness and efficiency (bivariate); and also, that which assessed the moderating role of organizational culture on the relationship between vertical communication and employee performance. The findings showed that vertical communication significantly contributes towards employee performance as evidenced by outcomes such as employee effectiveness and efficiency. There is also evidence that organizational culture significantly moderates the relationship between vertical communication and employee performance. In conclusion, this study affirms that the vertical flow of communication across the organization drives the performance of employees, though this is highly dependent on the culture of the organization.

Role of Organizational Culture towards Organizational Innovation: Evidence from Kulim Hi-tech Park, Malaysia

Organizations are hying to be competitive through the level of adapting innovation so that they can provide goods and services that meet customers' expectations. One of the aspects that can affect organizational innovation is the dimensions of organization's culture. This study aims at exploring the dimensions of cultures influencing organizational innovation. A quantitative survey was conducted at Kulim Hi-Tech Park, Malaysia. The primary data were collected from 67 respondents who were the managers of companies registered under Kulim Hi-Tech Park. The collected data were analyzed using partial least square structural equation modeling (PLS SEM) with the support of smart PLS software version 2.0M3. The statistical findings reveal that all four cultures are positively and significantly correlated with organizational innovation. Among the four cultures, adhocracy culture was found to be the most significant followed by clan culture, hierarchy culture and market culture in influencing organizational innovation.

Culture and cross-functional coopetition: The interplay of organizational and national culture

Abstract Scholars now recognize coopetition—the joint occurrence of cooperation and competition—between functional units as an important factor for a firm's learning and performance. We know little, however, about the drivers of cross-functional coopetition and in particular the roles of organizational culture and national culture. This study introduces cross-functional coopetition to the international management literature by illuminating the cultural antecedents of cross-functional coopetition. Specifically, we develop a cross-cultural model to analyze the influence of organizational and national culture on cross-functional coopetition. Drawing on a dataset of 646 companies from seven countries, we theoretically advance and empirically validate the influence of organizational culture and the moderating role of individualism and uncertainty avoidance on cross-functional coopetition. Organizational cultural dimensions directly enhance cross-functional coopetition. Furthermore, strong social values of individualism and uncertainty avoidance weaken the relationship between organizational culture and cross-functional coopetition. This study provides a novel perspective on how organizational culture can represent a strategic resource by illuminating the cultural mechanisms that influence coopetition within the firm.

Relationship between big five personality model and abusive supervision

The current study tries to understand the diverse nature of relationship between personality Big Five Model (PBFM) and student's perception of abusive supervision in higher education institutions of Khyber Pakhtoonkhwa Pakistan. Data was collected in dyads i.e. (supervisors were asked to rate their personality attributes while student were asked to rate the supervisor behavior) through adopted construct. For this purpose, data was collected from three government state universities and one Private Sector University. The focus was on MS/M.Phill and PhD student and their supervisors of the mentioned universities. After measuring normality and validity regression analysis was conducted to assess the impact of supervisor personality characteristics that leads to abusive supervision. Findings indicate interestingly that except agreeableness other four attributes of (PBFM) are play their role for abusive supervision. The results are novel in the nature as for the first time Neuroticism, openness to experience, extraversion and conscientiousness are held responsible for the abusive supervision. The study did not explore the demographic characteristics, and moderating role of organizational culture, justice and interpersonal deviances to understand the strength of relationship in more detail way. Keywords: Personality big five model, abusive supervision, HEIs

THE EFFECT OF ORGANIZATIONAL CULTURE, MOTIVATION AND TRAINING ON EMPLOYEE PERFORMANCE AT THE REGIONAL DEVELOPMENT PLANNING BOARD OF WEST JAVA PROVINCE

The performance of members of an organization is needed to support organizational performance. The performance of employees at the DKI Jakarta Provincial Development Planning Agency will affect the performance of these government agencies. The purpose of this study is to find out how much the role of organizational culture, motivation, and training in order to improve the performance of employees in the Regional Development Planning Agency of DKI Jakarta Province, both simultaneously and partially. The method used in this research is descriptive and verification method. The source of the data in this study were employees of the DKI Jakarta Provincial Planning Agency. Primary data was collected by way of questionnaires and interviews with employees BAPPEDA Jakarta. Secondary data was collected by means searches the documents that are relevant to the problem under study. The results of descriptive data analysis on the research variables indicate that organizational culture, motivation, training, and employee performance in the DKI Jakarta BAPPEDA are in the good category. Organizational culture, motivation, and training have a significant role in order to improve employee performance , which is equal to 72.2%. Variable motivation has a role more dominant in order to improve the performance of employees of Bappeda Province of Jakarta as having beta value most 37.1%.

Behavioral attributes in IJVs: the role of organizational culture and the impact on knowledge

We develop a theoretical framework that examines the effects of organizational culture differences on the transfer of tacit and explicit knowledge from foreign parent firms to their International J...

Operational Practice Effectiveness and Organization Culture: Paradox vs. Contingency Perspective

This research investigates the role of organizational culture in moderating the relationship between operational practices and performance, in light of the competing requirements often faced by com...

The Role of Organizational Culture on the Overall Success of the Business

The Role of Organizational Culture on the Overall Success of the Business

Mediating Role Of Organizational Culture In The Relationship Of Emotional Intelligence And Job Satisfaction-Using Process Macro

The Information Technology sector is one of the best contributing sectors to the Indian GDP growth rate. Even though it is contributing the best, but there are certain issues like frequent movement of the employees’ from one organization to other and the IT companies often using the retrenchment policies in their organization. Here rises the question of job satisfaction, emotional intelligence levels of the employees’ and organizational culture. The main purpose of the study is to find the mediating role of organizational culture in between the emotional intelligence and job satisfaction levels of the employees’. 463 is the sample size and the sample unit is IT professional working at Hyderabad, Telangana. Regression and PROCESS MACRO are the tools used. Emotional intelligence levels of the employees’ were found to have moderately significant impact on Organizational culture and job satisfaction. Process Macro plugin is used for testing the mediation effect. Organizational culture was found to be significantly mediating between Emotional intelligence and job satisfaction

Potret Budaya Organisasi MA Al-Amiriyyah Blokagung Tegalsari Banyuwangi

Setiap lembaga pendidikan Islam perlu memiliki desain organisasi yang didasarkan pada visi, misi, nilai-nilai, asumsi-asumsi dan tujuan-tujuan yang telah ditetapkan. Filosofi dan asumsi-asumsi tersebut dikenal dengan budaya organisasi. Budaya organisai diperlukan untuk mengubah perilaku individual menjadi perilaku organisasional. Karena itu, akan dipaparkan tentang: (1) Makna Dari Budaya Organisasi; (2) Tingkatan Budaya Organisasi; (3) Bagaimana Budaya Organisasi Dimulai (4) Peran Budaya Organisasi; (5) Implementasi Budaya Organisasi; (6) Membangun Budaya yang Kuat Pada Organisasi (7) Mengenali Lingkungan dan Proses Adaptasi; (8) Budaya Organisasi di Madrasah Aliyah Amiriyyah Blokagung Tegalsari Banyuwangi; (9) Peran Pimpinan dalam Sosialisasi dan Implementasi Budaya Organisasi di MA al-Amiriyyah Blokagung Tegalsari Banyuwangi. Secara sederhana penelitian ini dapat disimpulkan bahwa budaya organisasi didefinisikan sebagai seperangkat asumsi yang dibangun dan dianut bersama oleh organisasi sebagai moral dalam beradaptasi dengan lingkungan eksternal dan proses integrasi internal.
 Diantranya proses organisasi, artifak; nilai-nilai; dan asumsi dasar yang dipengarauhi oleh para pendiri organisasi secara tradisional. Budaya organisasi yang ada di Madrasah Aliyah al-Amiriyyah Blokagung dibagi menjadi tiga ranah, yaitu: (1). Budaya Keagamaan kegiatan pesantren; (2) Budaya Keindonesiaan, (3) Budaya Kemanusiaan. Hal ini juga didukung dengan peran pimpinan dalam sosialisasi dan implementasi budaya organisasi di Madrasah Aliyah al-Amiriyyah dilakukan secara tertulis dan tidak tertulis.

PERAN BUDAYA ORGANISASI MEMEDIASI PENGARUH KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PEMBERDAYAAN PSIKOLOGIS

Psychological empowerment is the employee's confidence in his ability in the process of capturing and understanding the state of the organization's environment as an act of motivation towards employees that relates to the skills and competencies they have. The purpose of this study was to determine the effect of transformational leadership on psychological empowerment, the influence of transformational leadership on organizational culture, the influence of organizational culture on psychological empowerment and the role of organizational culture to mediate the influence of transformational leadership on psychological empowerment. This research was conducted at the Office of Industry and Trade in Denpasar City. The number of samples taken was 50 contract employees who had worked for at least 1 year, with a saturated sample method. Data collection is done through interviews and observations. The data analysis technique used is path analysis. The results showed that transformational leadership has a positive and significant effect on psychological empowerment, transformational leadership has a positive and significant effect on organizational culture, a positive and significant organizational culture influences psychological empowerment and the role of organizational culture mediates transformational leadership on psychological empowerment.
 Keywords: psychological empowerment, transformational leadership, organizational culture

Exploring the expanded role of the pharmacy technician in medication therapy management service implementation in the community pharmacy

ObjectivesTo explore the current roles of the pharmacy technician in the provision of medication therapy management (MTM) and their relation to organizational behavior at “high-performing” community pharmacies within a nationwide supermarket chain. DesignQualitative research study using methodologic triangulation with the use of semistructured interviews of key informants, direct observation at “high-performing” pharmacy sites, and respondent journals. Setting and participantsHigh-performing pharmacy sites within a large supermarket pharmacy chain in Tennessee. A high-performing site was defined as a pharmacy that has successfully implemented MTM into its pharmacy workflow. Main outcome measuresThemes related to pharmacy technician roles in the delivery of direct patient care services. ResultsA total of 28 key informants were interviewed from May 2015 to May 2016. Key informants included 10 certified technicians, 5 noncertified technicians, and 13 pharmacists across 8 pharmacies in central and eastern Tennessee. Three themes were identified. At high-performing sites, pharmacy technicians were engaged in both clinical support activities as well as nonclinical support activities with the goal of improving clinical service implementation. Several barriers and facilitators were revealed. ConclusionWithin high-performing teams, expanded technician roles to support patient care service delivery were associated with successful clinical service implementation. Future studies should further explore these expanded technician duties, as well as the role of organizational culture, climate, and team dynamics, in the delivery of patient care and clinical services across a heterogeneous pharmacy setting.

Peran Organizational Citizenship Behavior (OCB) dan Budaya Organisasi Dalam Meningkatkan Kinerja Karyawan di UKM Snak Makroni Cap Bintang Desa Mutih Wetan, Kabupaten Demak

<span lang="IN"><em>The study was conducted on employees of UKM Sank Makroni Cap Bintang, Mutih Wetan Village, Demak Regency. This research includes the type of field research, which is a research study that takes authentic data objectively. Whereas seen from the type, this research is classified as qualitative research using descriptive method. The research was conducted to determine the role of organizational citizenship behavior (OCB) and organizational culture to improve employee performance. There are five aspects in implementing OCB, namely: Altruism, Conscientiousness, Courtesy and Civic Virtue. While the role of organizational culture will improve employee performance through seven aspects in its implementation, namely: innovation and courageous risk taking, attention, people orientation, team orientation, aggressiveness, stability.</em></span>