Shaping Organizational Culture Research Articles

Organizational Behaviour insights: Examining dynamics of Workplace Culture and Employee Interaction in Modern Organizations

This study delves into the multifaceted discipline of organizational behavior (OB), focusing on how modern organizations can optimize workplace culture, employee interactions, and overall effectiveness through strategic management of human dynamics. Central to this investigation are the impacts of leadership styles, workplace culture, technology integration, and corporate social responsibility on employee engagement and organizational productivity. By employing a combination of quantitative and qualitative research methods including surveys, interviews, focus groups, and case studies—the research provides comprehensive insights into the factors that contribute to a thriving organizational environment. Statistical and thematic analyses reveal the critical role of inclusive and adaptive workplace cultures in enhancing employee satisfaction and driving organizational success. The study also examines the dual-edged nature of technology in the workplace, highlighting its potential to either streamline operations and promote flexibility or contribute to challenges such as communication overload and diminished work-life balance. Leadership is identified as a key driver in shaping organizational culture and effectively managing change, with a particular emphasis on the need for leaders to adopt empathetic and transformational leadership styles. Furthermore, the research underscores the significance of corporate social responsibility initiatives in bolstering organizational reputation and employee loyalty. The findings suggest that modern organizations must adopt a holistic approach to OB, integrating strategic management practices across various domains to foster an environment that not only advances business objectives but also supports employee well-being and development. This comprehensive approach is essential for sustaining long-term organizational resilience and competitiveness in a rapidly evolving business landscape.

Embracing Duality: Exploring the Synergy of Traditional and Religious HRM Practices to Enhance Volunteer Retention in Faith-Based Organizations

ABSTRACT Volunteer retention is critical for the sustainable functioning of faith-based organizations (FBOs). This qualitative study examines the interplay of two distinct streams of Human Resource Management (HRM) within FBOs: traditional HRM practices and religious HRM practices. Drawing on data from 33 interviews conducted across four Indonesian FBOs, we explore how the integration of these practices influences volunteer retention. Our findings reveal that FBOs employ traditional HRM practices, including recruitment, task design, training, supervision, rewards systems, and managing diversity, to retain volunteers. Additionally, strategically designed religious HRM practices, encompassing spiritual individual development, spiritual leadership, shaping organizational religious culture, and managing volunteers’ relations, augment volunteer commitment. This research contributes novel insights into the nexus between secular and spiritual dimensions in volunteer retention, offering a holistic framework for FBOs to optimize volunteer management strategies and sustain their impactful missions.

Drivers of Toxic Cultures and What We Can Do About It!

The nature of work has undergone significant changes. In times of uncertainty, the importance of culture cannot be overstated. Any missteps in shaping organisational culture can have a profound impact on the ability of an organisation to attract and retain valuable talent in the future. The objective of this practitioner’s perspective is to identify factors that contribute to a toxic culture, distinguish a healthy culture from a toxic one and establish the business imperative for detoxifying the culture to achieve organisational success. Leaders, regardless of their intentions, create and perpetuate toxic cultures through their actions. Beyond leaders, members of the organisation, whether actively or passively, contribute to the perpetuation of toxic cultures. Addressing toxic cultures is a shared responsibility. Leaders can play a pivotal role in mitigating toxicity by taking meaningful action. To step up, leaders should define what a desirable culture is, establish healthy social norms and foster a climate of psychological safety to sustain the change. Middle managers matter too. HRM can help establish alignment and accountability at all levels.

Deconstructing Power Dynamics: The Role Of Language In Corporate Communica-tion Practices

The background of this research lies in a deep understanding of power dynamics and the role of language in the context of corporate communication practices. In a dynamic business environment, the use of language is not only a communication tool, but also an instrument of power that influences organizational culture, external communication strategies, and communicative interactions within the organization. The aim of this research is to deconstruct power dynamics and analyze the role of language in corporate communication practices. The research method used is descriptive qualitative analysis by collecting and reviewing various literature sources, including journals, articles and books that are relevant to this research topic. Data were collected through literature searches from academic databases and online libraries, as well as using relevant inclusion criteria to select the most relevant and quality sources. The research results show that language plays a crucial role in shaping organizational culture, external communication strategies, and power dynamics within organizations. Using appropriate language can strengthen a desired organizational culture, build sustainable relationships with external stakeholders, and influence public perception of a company's brand and reputation. However, it needs to be recognized that language can also be a tool of power used to maintain hierarchies, suppress free speech, or manipulate public opinion.

NEW TRENDS IN ORGANIZATIONAL LEADERSHIP – THE IMPACT OF LEADERS ON ORGANIZATIONAL CULTURE AND INNOVATION

In the dynamically changing world of business, organizational leadership becomes a catalyst for success, shaping organizational culture and stimulating innovation in enterprises. Contemporary leaders, standing at the center of organizational transformation, influence business strategies, the lives of employees, and the company’s market image. Effective leadership requires adaptation to new technologies, managing diversity, and building innovative teams. The article analyzes various leadership theories, including trait, behavioral, situational, transformational, transactional, charismatic, servant, and relational theories, emphasizing their impact on organizational culture and employee motivation. Modern trends in leadership, such as authentic leadership, servant leadership, remote management, and sustainable business practices, respond to changing business and social demands. These trends affect management practices and organizational culture, promoting openness, trust, and collaboration. Leaders play a key role in shaping organizational culture and stimulating innovation, adapting to the changing trends and challenges of contemporary business.

Employee Advocacy Programs in Public Relations

Purpose: The general aim of the study was to determine how the implementation of employee advocacy programs influences the effectiveness of employee advocacy programs in the context of public relations.
 Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.
 Findings: The findings reveal that there exists a contextual and methodological gap relating to employee advocacy programs in public relations. Preliminary empirical review revealed that that these initiatives played a significant role in shaping organizational culture, enhancing brand perception, and fostering stakeholder relationships. Through a comprehensive review of empirical research, it was found that employee advocacy positively influenced employee engagement, organizational reputation, consumer trust, and crisis management. Factors such as leadership support, clear communication, organizational culture, and employee training were identified as critical drivers of program success. Additionally, research highlighted the impact of advocacy programs on consumer trust and purchase intentions, emphasizing their strategic value in building brand credibility and loyalty. Future research is encouraged to explore emerging trends and best practices in employee advocacy.
 Unique Contribution to Theory, Practice and Policy: The Social Identity, Social Exchange and Social Learning theories may be used to anchor future studies on employee advocacy programs in public relations. The study provided valuable recommendations that contributed to theory, practice, and policy in the field. It suggested further exploration of theoretical frameworks such as Social Identity Theory and Social Exchange Theory to better understand employee advocacy dynamics. Practitioners were advised to prioritize leadership support, authenticity, and transparency in advocacy efforts while investing in training and development programs for employees. Additionally, the study recommended the development of clear policies and metrics to guide and evaluate advocacy initiatives. Emphasis was placed on fostering a supportive organizational culture, promoting collaboration, and cross-functional integration to maximize the impact of employee advocacy programs.

The Role of Democratic Transformational Leadership Style in Supporting Clan Organizational Culture

Leadership plays a critical role in achieving organizational success and shaping its culture. This paper investigates the role of leadership in shaping organizational culture, specifically within a leading automotive dealership in Indonesia aiming to strengthen its clan culture. This paper aims to evaluate the existing leadership approach in the company and identify a style that would better support a clan culture. Primary data for the study was gathered through a quantitative survey of 324 employees, selected using Slovin’s formula. The questionnaire model that was employed is the Vannsimpco Leadership Survey (VLS). The tools that were used for analysis are descriptive analysis and gap analysis. Results show that the organization predominantly exhibits an Autocratic-Transformational leadership approach. In contrast, the expected leadership style that emerged from the results is Democratic-Transactional. Based on the findings, the company is advised to strategically realign its leadership to a Democratic-Transformational style, emphasizing participative decision-making, open communication, and collaborative, employee-focused approaches to foster a clan culture.

Internal Communication Strategies and Employee Engagement

Purpose: The general purpose of the study was to investigate internal communi8cation strategies and employee engagement.
 Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.
 Findings: The findings reveal that there exists a contextual and methodological gap relating to political public relations. Preliminary empirical review revealed that the importance of effective internal communication strategies in fostering employee engagement is evident from numerous studies, which consistently highlight the positive association between transparent communication, two-way communication, leadership communication, and the use of multiple communication channels with higher levels of engagement. Leadership communication, particularly, plays a crucial role in shaping organizational culture and values, impacting employees' commitment to organizational goals. However, challenges such as information overload, language barriers, and discrepancies in communication effectiveness across departments exist. Addressing these challenges requires a multifaceted approach, including training programs and technology investment. Overall, this study underscores the significance of internal communication in enhancing engagement and organizational success, emphasizing the need for future research to explore specific strategies and emerging trends in different organizational contexts.
 Unique Contribution to Theory, Practice and Policy: The Social Exchange theory, Self-Determination theory and Social Identity theory may be used to anchor future studies on internal communication strategies. The study offered key recommendations to enhance organizational practices and improve employee engagement. It emphasizes the importance of transparency, two-way communication, and effective leadership communication in fostering trust and collaboration among employees. Additionally, leveraging multiple communication channels, ensuring consistent messaging, and recognizing employee contributions are vital for promoting engagement and motivation. By implementing these recommendations, organizations can cultivate a positive work environment where employees feel valued, informed, and empowered to contribute to organizational success.

Ethical culture and leadership for sustainability and governance in public sector organisations within the ESG framework

PurposeThe purpose of this study is to explore how ethical leadership behaviours within government organisations impact the development and sustainability of a positive organisational culture, which, in turn, has implications for ESG alignment. Design/methodology/approachA survey was conducted with 155 government employees in the Central region of Malaysia, utilising a validated questionnaire covering ethical leadership behaviours, ethical culture, and integrity violations related to ESG compliance. The collected data were subjected to analysis using Smart PLS to examine the hypothesised relationships and assess the model fit. FindingsThe study's findings established the role of ethical leadership in reducing integrity violations, particularly in the context of ESG compliance. Ethical leaders contribute to a culture where adherence to ESG principles is prioritised. However, the analysis did not find a statistically significant direct link between ethical culture and integrity violations related to ESG compliance, suggesting the need for further exploration of this relationship in future research. Research limitations/implicationsThe study faces limitations related to sample representativeness and self-reporting bias. The findings are context-specific to the Malaysian public sector, and generalisation to other settings should be approached with caution. Nevertheless, the implications of these limitations have broad relevance for understanding the interplay between ethical leadership and ESG alignment. Practical implicationsThe results of this study offer practical insights for public sector leaders and policymakers in Malaysia who aim to enhance their ESG performance. Understanding the role of ethical leadership in shaping organisational culture not only fosters a more ethical and positive work environment but also guides leadership development programs and strategies geared towards ESG alignment. Originality/valueThis study adds value to the existing literature by examining the specific context of the Malaysian public sector and by emphasising the relationship between ethical leadership and organisational culture within the ESG framework. The use of Smart PLS as an analytical tool enhances the robustness of the analysis, making the findings especially valuable for public sector organisations looking to enhance their ESG alignment through ethical leadership.

Relationship between Digital Leadership and Organizational Culture: Role of Digital Literacy

This study investigates the influence of digital literacy on leadership styles embraced by organizational leaders and its subsequent impact on organizational culture. The objective is to provide insights that can guide strategic decision-making and leadership development initiatives in the digital age. The research focuses on exploring the relationship between Digital Leadership and Organizational Cultural Changes, with a specific emphasis on the role of Digital Literacy. Primarily quantitative, the research relies on primary data for its insights. A meticulously designed questionnaire is administered to collect the necessary data. The results indicate that a Banking and Financial Services (BFS) manager, aged 31 to 40 years, earning a monthly income between INR 50,001 to INR 1,00,000, regardless of gender, marital status, and education, demonstrates a higher level of perceptions of digital leadership. Conversely, a BFS employee aged above 50 years, earning a monthly income up to INR 30,000, irrespective of gender, marital status, and education, exhibits a lower level of perceptions of digital leadership. Moderation analysis outcomes reveal that the primary connection between perceptions of digital leadership and organizational culture is significant. However, the moderation effect of digital literacy in the relationship between perceptions of digital leadership and perceptions of organizational culture is deemed insignificant. These findings contribute valuable insights for organizational decision-makers seeking to understand the intricate dynamics of digital leadership and its impact on shaping organizational culture in the contemporary business landscape.

Inspirational Principal: Building A Culture of Organization and Spiritual Communication

Organizational culture is understood as a shared perception adopted by members of an organization, namely a system of shared meaning. A developing organizational culture is critical to support their growth and development in early childhood education. This research aims to understand the role of inspirational school principals in shaping organizational culture and spiritual communication among students. The research was conducted at an early childhood education institution, RA Al-Azhar Pandean Paiton Probolinggo. The research design used was qualitative, with steps involving observation, requesting permission, collecting data from schools, and interviews. The primary data source is field research through interviews with school principals and teachers. Meanwhile, secondary data comes from literature relevant to the identified problems. Data collection methods include interviews, observation, and documentation. The research results show inspirational school principals are essential in shaping organizational culture and spiritual communication. This is achieved through several steps, such as forming teamwork, routine spiritual activities, environmental participation, and program evaluation. Implementing this program implies that an organizational culture that is instilled from an early age can shape the character of students into good individuals with spiritual nuances.

Impact of Work-Related Stress on Employee Productivity

In today's fast-paced corporate landscape, characterized by ever-increasing expectations for productivity and performance, work-related stress has emerged as a pressing concern, particularly among C-level executives. Recognizing the pivotal role that top-tier leadership plays in shaping organizational culture and fostering a healthy work environment, addressing this issue has become of paramount importance. This report aims to offer a comprehensive perspective on this critical matter, shedding light on the outcomes of a survey conducted among 150 C-level executives hailing from various organizations. The primary objective of this survey was to gain valuable insights into the far-reaching effects of work-related stress on employee productivity, while also evaluating the effectiveness of organizations in managing and alleviating this prevalent challenge. Within the pages of this report, we delve into the world of C-suite executives, seeking to unearth their perspectives on work-related stress, its profound impact on workforce productivity, and the innovative strategies they employ to navigate this intricate and sensitive issue within their respective organizations. Furthermore, the survey takes a closer look at the pivotal role that leadership plays in addressing employee well-being and productivity. It also examines the influence of communication channels and cutting-edge technology in shaping the future of work and fostering an environment where employee well-being and organizational success coexist harmoniously.

Enhancing Fraud Detection and Prevention through Effective Control Environment: A Phenomenological Study


 
 
 
 
 
 This research delves into the pivotal role of the control environment as the bedrock of internal control, shaping the organization's culture and structure. By encompassing integrity, ethical values, organizational structure, human resource policies, and management practices, the control environment significantly influences fraud occurrences. This study aims to explore how the control environment contributes to fraud detection and prevention. Employing a qualitative phenomenological approach, the research probes into human perceptions and experiences, shedding light on the intricate interplay between control environment elements and fraud mitigation efforts. The findings provide valuable insights into the practical implications of cultivating a robust control environment to curb fraudulent activities, thereby fostering a more secure and ethically sound organizational ecosystem
 Highlight:
 
 Foundational Importance: This study examines the central role of the control environment in shaping organizational culture and structure, thereby significantly influencing fraud occurrences.
 Holistic Impact: Encompassing integrity, ethical values, structure, policies, and practices, the control environment's interplay is explored to understand its contribution to fraud detection and prevention.
 Phenomenological Exploration: Employing a qualitative phenomenological approach, the research delves into human perceptions, shedding light on the intricate relationship between control environment elements and efforts to mitigate fraud. The findings offer practical insights for cultivating a robust control environment that fosters a secure and ethically sound organizational ecosystem.
 
 Keyword: Control Environment, Internal Control, Fraud Detection, Prevention, Qualitative Phenomenology
 
 
 
 
 

Relacje interpersonalne jako kluczowe czynniki kulturowe organizacji na przykładzie małych firm w Polsce – raport z badań

The aim of the article was to show that interpersonal relations in an organization are the main factor in shaping organizational culture. At the same time, organizational culture is a key factor motivating human resources to work and self-improvement in terms of competences. The research was carried out in Polish small companies from the fruit and vegetable industry selected on purpose. The research tool was a survey questionnaire by Cameron and Quinn, partially modified. Has been determined the profile of the existing and desired organizational culture. Organizations are consistent, Latin motivators are used. They have the character of a balanced culture and individualists. Evidence of employment and stabilization of wages, is the most important motivating factor in the surveyed organizations. The research confirmed that the hierarchical style of people management should gradually change towards the clan's culture, which is equated with co-mentoring in the supervisor-subordinate relationship. Keywords: organizational culture, human resource management, interpersonal relations, SMEs

Increasing gender equality on board level through stay-on-board regulations

Diversity and gender equality in executive boards, as well as finding ways to balance private needs and business requirements, are topics that are on the agenda of legislators around the globe. Given the significant role of executive board members in shaping organizational strategy and culture and for the company’s success, understanding the impact of rules that allow a mandate pause for this group is essential. The German ‘stay-on-board’ rules grant a mandate pause to board members for maternity, parental or care leave or for a board member's convalescence since August 2021. The objective of this paper is to examine the necessity for a legal framework on the European Union level that provides for a mandate pause for board members as a way to increase gender equality on the board level. The author recommends closing the gap in gender equality on the board level at European level by adopting comparable measures to those implemented in Germany, supplemented by additional measures. The implementation of a comprehensive set of measures, in conjunction with widespread acceptance in society, is crucial for the advancement of gender equality within corporate boardrooms.

The militarized workplace: How organizational culture perpetuates gender inequality in Korea

AbstractThis study advances our understandings of gender inequality in organizations by examining the experiences of young women who leave their jobs even in the absence of family responsibilities. Based on 29 in‐depth interviews with young women who left full‐time employment at large Korean firms early in their careers, complemented by interviews with 16 men who also resigned from these companies, I find that women's experiences and decisions to quit are critically shaped by what I term militarized workplace culture and practices. The militarized workplace is a work organization where core military values and mechanisms have been integrated and are reproduced to such an extent that organizational culture is saturated with military discipline. Within the militarized workplace, rigid hierarchies and male‐only informal networks marginalize and exclude women, and norms of overwork and complete availability undermine women's aspirations of long‐term employment. By demonstrating the roles that male conscription and the military play in shaping organizational culture and its gendered outcomes, these findings provide insight into how external institutions operate as a source of gender inequality at the organizational level.

APPLYING DEMATEL TO DISCUSS KEY FACTORS IN SHAPING ORGANISATIONAL CULTURE OF LEAN MANAGEMENT

This study aimed to discuss the factors in shaping organisational culture when an organisation promotes lean management. It also aimed to explore which factors are critical among these factors. This study applied a survey questionnaire methodology, and obtained the consent of ten experts and scholars through purposive sampling. The survey was implemented by respondents completing the questionnaires themselves or through telephone interviews. The data were analysed by applying a decision-making trial and evaluation laboratory to understand the degree of causality and correlation between the criteria. According to the data analysis results, three dimensions – ‘Lean management has substantial benefits‘, ‘Prevent process waste‘, and ‘Implement lean management programmes and activities/methods and tools’ – had the highest degree of correlation; and three dimensions – ‘Lean management has substantial benefits‘, ‘Base your management decisions on a long-term philosophy‘, and ‘Prevent process waste’ – had the highest degree of causality. Together these dimensions formed the group of causes. However, the degree of causality of ‘Lean management has substantial benefits’ was far greater than that of the other dimensions. This indicated its significance and influence. The degree of causality of ‘Implement lean management programmes and activities/methods’ was far less than that of the other dimensions, indicating that this dimension was the effect and was influenced by the other five dimensions. Overall, ‘Lean management has substantial benefits’ was the most critical factor with the highest degree of causality and correlation. Regarding management implications, a business organisation must encourage its members to regard this dimension as the most critical element when it promotes and shapes the organisational culture of lean management.

Personal brand as a tool for shaping organizational culture

Personal brand as a tool for shaping organizational culture

Global university rankings: The macro-micro contradiction in public university management

Performance measurement and management has become a passion, even approach-ing a mania, of Australian public universities. In a world of multiple, competing global rankings of universities, known as global university rankings (GURs), our public universities pit themselves against each other competitively in seeking to ascend selected ranking regimes that best suit and reflect their institutions. This Australian study delves into this New Public Management (NPM) driven mantra, by examining the explicit mission or purpose statements (hereafter “missions”) and the vision or ambition statements (hereafter “visions”) of the 37 public universities in Australia in late 2021/early 2022, based on their public disclosures. This study provides widespread evidence of the formal aspirations of these institutions to act in the public interest and to serve and advance society, communities and people. At the same time, however, the main operational game, or rather the passion being played out by these institutions, is facilitated by means of the transformative (or potentially corrupting) power of GURs in moving Australia’s public universities progressively towards a self-interested corporate culture and associated dysfunctional behaviours in creating competition within and across public universities. This dichotomy is identified as the “macro-contributions” approach to university management as opposed to the “micro-measurement”, metrics-driven approach to university management, described herein as “the macro-micro contradiction” in public university management. Accounting as performance measurement is portrayed as transformative, influencing human behaviour, shaping organisational culture, and impacting the organisational and social functioning and development of these institutions. Moreover, public universities, in substance, become what they are not.

Organizational culture and leadership in Egypt, Iran, and Turkey: The contextual constraints of society and industry

AbstractDrawing on institutional theory, this paper aims to examine whether society and industry act as constraining factors on organizational culture and leadership preferences in three countries in the Middle East and North Africa. The sample includes 55 organizations in Egypt, Iran, and Turkey operating in the finance and food industries. The findings show that organizational culture and leadership preferences vary across different societies in the region. Moreover, some organizational culture practices differ across industries, whereas leadership preferences do not. These findings demonstrate the importance of context (mainly on society and partially on industry) on shaping organizational culture and perceived leadership effectiveness. The practical implications suggest that managers must be aware that even countries in the same region have practice differences.