Role Of Organizational Culture Research Articles

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

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

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

Role of Organisational Culture in Enabling Effective Communication and Total Quality Management Practices in Champion Breweries Plc, Uyo, Akwa Ibom State, Nigeria

Role of Organisational Culture in Enabling Effective Communication and Total Quality Management Practices in Champion Breweries Plc, Uyo, Akwa Ibom State, Nigeria

The bright side and dark side of performance expectations: the role of organizational culture and the impact on employee performance and wellbeing

Organizational culture has the potential to contribute to employee performance and wellbeing when it creates reasonable expectations and provides employees with the necessary skills and other resources to succeed. A wide range of stakeholders inside and outside the organization influence performance expectations, which largely revolve around workload (the quantity, quality and timeliness of the tasks they are entrusted with), customer service, innovation, and internal relationships. Given the relative lack of attention paid in prior research to performance expectations as an element of organizational culture, our qualitative study sought to investigate the sources and types of expectations of employees and the impact on their actual performance and wellbeing. We focused on the finance industry, which has received considerable criticism in various countries in terms of the undue pressure exerted on employees and the effects on their stress levels. It was therefore surprising to find that most of our New Zealand participants felt that expected performance levels were reasonable, apart from the extra but temporary demands created by the Covid-19 pandemic, and that their wellbeing was a genuine concern to their employers. We signal new research directions to explore how organizations can shape cultures where performance expectations lead to good results and staff wellbeing.

Organizational culture in public authorities: key concepts and theoretical approaches

The relevance of the study of organizational culture in public authorities in the context of digitalization is to determine the impact of the latest technologies on the cultural aspects of management. The article analyzes the key theoretical approaches to the study of organizational culture, in particular, value, systemic, and interpretive approaches. The evolution of views on the nature and role of organizational culture is considered. The author's vision of the essence of organizational culture as a mechanism for adapting the organization to the external environment and ensuring its internal unity is proposed. The key functions of organizational culture in modern conditions - innovative, communicative and integrative - are analyzed. The influence of such factors as decentralization reform, public control, and digitalization on organizational culture in government bodies is studied. The latter is considered to be one of the most important factors that determines the need to adapt the organizational culture. The author concludes that it is necessary to transform organizational culture in accordance with the needs of digitalization in order to increase the efficiency, openness and accountability of public authorities.

The role of organizational culture and communication skills in predicting the quality of nursing care

AimsThis study aims to identify the level of nursing care quality and examine its predictors considering nurses' demographic data, organizational culture, and communication skills. BackgroundQuality of care is a determinant of the sustainability of any healthcare organization. Therefore, it is imperative to understand how factors may contribute to the quality of nursing care. Limited research is available on the interaction between the concepts of quality of nursing care, communication skills, and organizational culture. MethodsA cross-sectional multi-site correlational design was used in this study. A convenience sample of 200 nurses from four Jordanian hospitals was recruited. Data was collected using self-reported questionnaires. Descriptive statistics, Pearson correlations, and multiple regression were performed to achieve the study's aims. ResultsThe majority of the nurses in this study were females with bachelor's degrees. Age ranged between 22 and 53 years whereas experience ranged from 1 to 30 years. Communication skills significantly predicted the quality of nursing care; however, organizational culture was not a significant predictor of the quality of nursing care. Nevertheless, Pearson r correlation results revealed a significant correlation between organizational culture and communication skills (r = 0.57, p < 0.05). ConclusionNurses and organizational managers can increase the level of quality of nursing care by investing in programs that target improving nurses' communication skills. Providing a good environment in the hospital can increase communication skills between staff members, ultimately increasing the quality of nursing care. Further studies are recommended to elaborate and further uncover concerns related to the current research.

The Moderating Effect of Big Data Analytics Capabilities on the Relationship Between Organizational Culture and Administrative Effectiveness at Higher Education Institution in Sichuan

In the rapidly evolving landscape of higher education, the role of organizational culture and administrative effectiveness has garnered significant attention. This study aims to investigate the moderating effect of big data analytics capabilities on the relationship between organizational culture and administrative effectiveness in higher education institutions in Sichuan, China. The study will employ a mixed-methods approach, combining quantitative analysis through surveys and qualitative insights through interviews. The sample will consist of faculty members, administrative staff, and management personnel from various higher education institutions across Sichuan province. The theoretical framework will draw upon literature on organizational culture, administrative effectiveness, and big data analytics capabilities. Organizational culture dimensions such as innovation, adaptability, collaboration, and leadership will be evaluated using established scales. Administrative effectiveness will be assessed based on factors such as efficiency, responsiveness, transparency, and stakeholder satisfaction. The research will explore how the organizational culture of higher education institutions in Sichuan influences administrative effectiveness. Additionally, it will investigate the role of big data analytics capabilities in moderating this relationship. Specifically, it will examine how institutions with varying levels of big data analytics capabilities leverage data-driven insights to enhance administrative practices and overall effectiveness. Findings from this study are expected to provide valuable insights for higher education institutions in Sichuan, enabling them to cultivate a conducive organizational culture and leverage big data analytics capabilities to improve administrative effectiveness. The results will also contribute to the broader literature on organizational culture, administrative effectiveness, and the role of technology in shaping organizational outcomes.

Enterprise Digital Transformation and Compliance in Cross-Regional Development: A Dynamic Capabilities Perspective

The cross-regional development of enterprises has comparative advantages, but it also brings a new challenge to internal control. To address this challenge, this study suggests enterprise digital transformation as a solution and empirically tests the effect of enterprise digital transformation on the violation of nonlocal subsidiaries as a proxy of compliance in cross-regional development. Using the unique data from the internal control survey questionnaire of Chinese listed companies, this study measures the level of enterprise digital transformation. The empirical results reveal a significant negative correlation between the level of enterprise digital transformation and the degree of violation of nonlocal subsidiaries. The findings remain robust after a series of heterogeneity tests. The mechanism test reveals that enterprise digital transformation strengthens the governance over the violation of nonlocal subsidiaries by alleviating information asymmetry and improving internal control quality. The heterogeneity analysis addresses the issues regarding the factors influencing the effect of enterprise digital transformation including strategic focus, technical input-efficiency balance, and the role of organizational culture. And the results of heterogeneity analysis indicate that the governance effect of enterprise digital transformation is more pronounced at the business level rather than the functional level and at the transformation stage where technical investment and efficiency are balanced. Additional analysis indicates that the governance effect of enterprise digital transformation is more pronounced in nonlocal subsidiaries established through autonomous investment. Furthermore, economic benefit analysis reveals that enterprise digital transformation promotes cost reduction and the increase in efficiency in nonlocal subsidiaries. This study enriches the quantification and economic consequences of enterprise digital transformation, and it also offers valuable implications for promoting digital transformation in traditional enterprises and strengthening internal control and compliance in the context of cross-regional development.

The Role of Organizational Culture on Employee Performance through Job Satisfaction and Work Motivation

Purpose: This study analyzes the relationship between organizational culture and employee performance. The research also aims to evaluate the roles of job satisfaction and work motivation as mediating variables in the relationship between organizational culture and employee performance.&#x0D; Method: This research adopts a quantitative-explanatory approach with 155 respondents. SEM-PLS was used in this research to examine each variable's relationship and analysis using art-PLS 4.&#x0D; Result: The results indicate that Organizational Culture positively and significantly influences Job Satisfaction, Work Motivation, and Employee Performance. Furthermore, Job Satisfaction and Work Motivation also positively and significantly impact Employee Performance. Mediation analysis reveals that Job Satisfaction and Work Motivation partially mediate between Organizational Culture and Employee Performance.

The role of organizational culture on the relationship between employee training and job performance in Jordan

In this investigation, we looked at how employee training affects how well employees perform on the job as well as whether organizational culture influences this connection in any way or not. 166 workers from Yarmouk College and the Jordanian University of Technology and Sciences made up the sample. The hypotheses were investigated using SmartPLS (PLS4). The outcomes of this study demonstrated that staff training significantly affects workers' ability to do their jobs. Moderation analysis revealed that for people with a greater degree of training perspective, there existed a stronger correlation between employee training and affective job performance among workers. In conclusion, this shows that providing advanced instruction to people will motivate them and that organizations will create an environment which is favorable and will result in an improvement in employee work performance.

Management accountants with a growth mindset and changes in the design of costing systems: The role of organisational culture

AbstractBased on implicit person theories, this paper investigates the relationship between the growth mindset of management accountants and changes in the design of costing systems, as well as the role that organisational culture plays in this relationship. Using survey data from 146 management accountants of manufacturing companies, we find that management accountants who have a growth mindset increase the complexity, inconclusiveness, and functionality of their firm's costing system, compared to those who have a fixed mindset. Additionally, our results show that innovation‐oriented culture (a dimension of organisational culture) strengthens the relationship between growth mindset and changes in the design of the costing system.

ORGANIZATIONAL CULTURE MATTERS! RELATIONSHIP BETWEEN LEADERSHIP STYLES AND TEACHERS’ PERFORMANCE IN HIGHER EDUCATION

The leadership, culture and performance are indispensable in determining development and success of organizations. However, due to its significant role in socio-economic evolution, this assessment requires further attention in context of higher education institutions (HEIs). Current research aimed to examine the effects of heads of departments (HODs) leadership styles (transactional &amp; transformational) on teachers’ performance. Moreover, this study sought to evaluate mediating effect of organizational culture in bridging the gap between leadership styles and teachers’ performance in HEIs hailing from the southern region, KP province Pakistan. Thus, primary data was collected over dyad questionnaires from heads of departments, and teachers from selected institutions. The data were evaluated using a variety of statistical tools that are correlation (to determine association), and mediation (role of organizational culture). Findings indicate positive correlation, and partial mediation. The findings of this study, consequently, advocate that the policymakers and researchers might opt for leadership styles that are best-suited and vital for the culture and performance of the institutions.

The Role of Organizational Culture as a Mediator Between the Influence of Motivation, Leadership, and Supply Chain Management on Employee Green Behavior

This research is motivated by the important role of companies in the context of globalization, where dependence between countries is increasing. The company is a vital element in meeting the needs of the global community. The main objective of this study is to analyze how organizational culture mediates the relationship between motivation, leadership, and supply chain management to employees' green behavior. The population of this study was employees of PT. X which has a total of 592 employees, the sampling technique used is simple random sampling so that a sample of 86 employees from PT. X. The research method used is quantitative research by applying Partial Least Squares (PLS) as a data analysis tool. The results showed that motivation and leadership had a significant and positive influence on employees' green behavior. Motivation also has a significant positive influence on employees' green behavior through mediating organizational culture. In addition, organizational culture also has a significant effect on the green behavior of employees at PT. X. in Indonesia. The results of this study have important implications in the context of human resource management that cares for the environment. These results can assist companies in developing strategies to improve employees' green behavior and achieve sustainability goals.

EMPIRICAL STUDY: LEADERSHIP, ORGANIZATION CULTURE, EMPLOYEE ENGAGEMENT IN INFORMATION TECHNOLOGY CONTINUOUS IMPROVEMENT ADOPTION

Continuous Improvements (CI) is well-known for its significance in driving and facilitating process and products improvements in organizations. For decades, large organizations used CI to improve and streamline process and workforce. CI thinking and adoption is critical for IT functions to improve aspects such as innovation, team productivity, service reliability, and cost optimization. The role of organization culture, leadership, employee engagement become key for adoption of CI to ensure stability, scalability, and sustainability to business functions through right tools, technologies, and services. There is need for research on the influence of trio on adoption of CI in the context of IT. The trio are interrelated components that play a crucial role in the success and sustainability of any organization. The aim of this study is to evaluate these three factors, its influence on adoption of CI by IT function using a quantitative approach. This study engages IT stakeholders from ITES, global companies which have their global IT development centres in India to ascertain their views. The finding of the study shows organization culture has a strong influence on adoption of CI in IT. This study can provide critical insights to management in streamlining IT practice, design organization mechanisms for better adoption of CI in IT.

The Role of Organizational Culture in Mediation Dimensions of Good Corporate Governance in The Era of National Health Assurance on Performance the Blud of Hm Djafar Harun Hospital Kolaka Utara District

This study aims to look at the role of organizational culture in mediating the dimensions of GCG in the era of national health insurance on performance at the BLUD HM Djafar Harun Hospital, North Kolaka Regency, using quantitative research. The population of this study was civil servants and non-PNS employees who worked at the BLUD of the HM Djafar Harun Hospital, North Kolaka Regency, Southeast Sulawesi Province, namely 286 people who were selected based on Presidential Decree No. 77 of 2015. A Result the transparency dimension is formed by seven indicators and patient rights is the strongest indicator in forming the transparency dimension. In the accountability dimension, there are four indicators and the one that contributes the most to this dimension is the responsibility indicator. The dimension of responsibility has three indicators and the strongest in shaping this dimension are the indicators of obligation, ethics and rational decisions. The independence dimension is formed by five indicators and the strongest form of independence is the indicator of not having personal interests. In the fairness dimension, there are five indicators and the strongest form of this dimension is the cost balance indicator. Organizational culture in this study is composed of three indicators and the strongest in shaping this dimension are innovative and supportive. The performance in this study is composed of seven indicators, where the claim return indicator gives the greatest contribution to this variable. Good Corporate Governance based on the transparency dimension has an indirect effect on hospital performance in the JKN era. Good Corporate Governance based on the dimension of accountability has an indirect effect on hospital performance in the JKN era. Good Corporate Governance based on the dimension of responsibility besides having a direct influence is also a dimension that strengthens organizational culture on hospital performance in the JKN era. Good Corporate Governance based on the independence dimension has a direct effect on hospital performance in the JKN era. Good Corporate Governance based on the dimension of fairness has an indirect effect on hospital performance in the JKN era. Organizational culture directly has a significant effect on hospital performance.

General further education colleges: the continuing dilemma of organisational culture

ABSTRACT The role of organisational culture in supporting organisational outcomes is well documented in the further education (FE) sector within the UK. The benefits of a strong and unifying culture are recognised as having a positive impact on staff and students. However, a cultural institutional dichotomy has been acknowledged between the business and educational needs of colleges within the FE sector since the advent of incorporation in 1993. This paper utilised an interpretive, hermeneutical approach to analyse the perceptions of principals, middle leaders and teachers, within three general further education colleges (GFECs) in England to determine if that dichotomy exists in their current operating environment. The paper concludes that while there are elements of a clash of business and education ideals, general further education college (GFEC) culture has moved beyond the narrative of being corporate and driven solely by the concept of performativity. The article contributes to the ongoing debate on FE purpose and establishes the importance of aligning macro and subcultures into a set of professional working practices within GFECs to support positive student outcomes.

The Role of Organizational Culture on the Relationship between Knowledge Management and Employee Performance in Jordan

The Role of Organizational Culture on the Relationship between Knowledge Management and Employee Performance in Jordan