Types Of Organizational Culture Research Articles

Knowledge management processes and organizational culture in the higher educational technical institutions

PurposeThe rationale of this study is to explore the stages of knowledge management, types of organizational culture and their relationship in higher educational technical institutions (HETIs) in India.Design/methodology/approachA survey instrument has been designed to evaluate knowledge management, organizational culture and their relationship. Further, the instrument has been tested and validated using structural equation modelling. The data have been collected from the faculty working in HETIs.FindingsEmpirical pieces of evidence support that knowledge management in the HETIs is still in the growth stage. Clan-type organization culture is dominating, and there is a significant and positive relationship between knowledge management and organization culture.Research limitations/implicationsThe study has been conducted in the HETIs of India. Therefore, the outcome of the research cannot be generalized to the other sectors. In addition to this, the data have been limited to 233 faculty from the eight HETIs located in Bangalore.Practical implicationsHETIs are trying hard to improve the employability of the students by enhancing their skill sets, knowledge, attitude and innovativeness to meet global challenges. In such an environment, this study provides insight into the stages of knowledge management and the type of organizational culture in HETIs, which will help build a strategic plan and improve students' attributes for better employability and innovations.Originality/valueA positive relationship exists between the knowledge management process and organizational culture in HETIs.

The effect of university organizational culture on organizational silence and faculty–student interaction

Colleges/universities outside the Seoul metropolitan area (hereafter “non-Seoul universities”) are in a crisis of existence due to a decline in the school-aged population in South Korea. Most non-Seoul universities are making efforts to implement self-rescue measures for survival. This study examines the relationships among different types of organizational culture (innovative, collective, rational, and hierarchical), organizational silence (acquiescent, prosocial, and defensive), and faculty–student interaction as perceived by non-Seoul university professors to provide useful implications for effective human resource management plans for the professors, who are responsible for entrance examinations and education at non-Seoul universities in crisis. An online survey was employed to collect data from professors at private community colleges/universities outside the Seoul metropolitan area. Responses from 421 professors were used for data analysis. Results are as follows. First, when professors perceived innovative and collective cultures, their defensive silence decreased while prosocial silence increased. Second, when rational culture was perceived, defensive silence increased while prosocial silence decreased. Third, acquiescent silence increased while prosocial silence decreased when hierarchical culture was perceived. Fourth, faculty–student interaction was enhanced when innovative and collective cultures were prevalent. Finally, prosocial silence had a positive effect on faculty–student interaction. The findings imply that if university managers change policy to encourage professors to perceive the university culture as innovative and collective, prosocial silence, which is positive from the organization’s perspective, will increase, facilitating interactions between professors and students.

Effect of organisational culture on organisational performance - the case of security sector

Today's business world is characterised by its constant rapidly changing environment, facing a very competitive economic context, making it crucial for the achievement of business success to understand, timely, what drives its results, namely its performance. Organisational performance may be affected by several numbers of variables and the understanding of these variables is decisive for business management. This research aims to address and measure organisational performance, understanding if and how much it is influenced by organisational culture, as well as if employee work engagement mediates the mentioned relationship. This is accomplished through the formulation and testing of our research question and respective sub research questions. For that purpose we applied a questionnaire, preceded by a pre-test procedure, to a sample composed by security professionals, receiving a total of 629 valid answers. Our results evidence that more than one organisational culture type positively and significantly influences organisational performance and employee work engagement, as well as that employee work engagement partially mediates the influence of all organisational culture types on organisational performance.

Organizaciona kultura kao važan faktor upravljanja krizom preduzeća u uslovima pandemije kovida 19

The COVID-19 pandemic undoubtedly has serious socio-economic effects. The whole world is going through a unprecedented crisis with all the characteristics of unpredictability and difficult prevention. Today, there is practically no organization that has not been affected by this crisis. During a period of great uncertainty, it is very important that organizations properly understand the impact of this threat on internal and external stakeholders. Only companies that are able to manage the crisis effectively with an adequate organizational culture and leadership can maintain a competitive advantage. Accordingly, it is necessary to develop and support an ethically oriented organizational culture that will strongly support ethical standards. The proactivity and ethical approach of this type of organizational culture contributes to mitigating the negative effects of the crisis and provides adequate support to employees. Based on the above facts, the basic motive of the research was to determine the extent to which an ethically oriented organizational culture is supported in the company during a period of severe business crisis and uncertainty. The research is based on the answers collected by a standardized and structured survey questionnaire on a sample of 100 respondents.

Differences in Gender Equality Consciousness between Latent Profiles based on Organizational Culture Types Recognized by Corporate Workers

Differences in Gender Equality Consciousness between Latent Profiles based on Organizational Culture Types Recognized by Corporate Workers

Effect of Market Culture and Hierarchy Culture on the Implementation of Corporate Strategy in Private Chartered Universities in Kenya

Organizational culture and strategy are two important factors that contribute to the growth of an organization and its business continuation; and for this to happen, it is important to consider the organizational culture that helps the process of strategy implementation. Universities need the right kind of organizational culture which is a key element of strategy implementation process. The purpose of this study was to investigate the effect of organizational culture on corporate strategy implementation in Private chartered universities in Kenya. The competing values framework was adopted to identify the organizational culture types that are displayed in Private chartered universities. The study adopted a positivist view as it aimed at testing hypotheses derived from a predetermined conceptual framework. Cross-sectional survey research design was adopted and it used both quantitative and qualitative data as it seeks the effect of organizational culture on the implementation of corporate strategy. The accessible population included Registrars, Deans, Directors, Heads of Departments, academic staff, and students’ leaders. This study used both stratified random sampling and the target sample size was 198 employees. A pilot testing of 42 participants of the sample population was conducted to improve on validity and reliability. Data from questionnaires was organized, coded, analyzed and converted into quantitative summary reports for analyses using the statistical package for social sciences (SPSS) version 21 as the tool in order to describe the relationships between dependent and independent variables. The study used correlation and regression techniques as well as the analysis of variance (ANOVA) to test the study hypotheses. Correlation analysis was used to determine the effect of organizational culture and corporate strategy implementation in Private chartered universities in Kenya by computing Pearson product moment correlation. A multiple linear regression model was also used to derive inferential statistical indicators like the correlation, coefficient of determination, F-statistics, t-test statistic and the p-value. In this research content analysis method was used to analyze qualitative data. Pearson’s correlation analysis was used to test for the existence of multicollinearity. The key finding based on the tests conducted in the study was that the explanatory variables; Market culture and Hierarchy culture had effect on the response variable (Implementation of corporate strategy in Private chartered universities in Kenya).

플랫폼 기업 신입사원의 선도적 행위가 조직몰입에 미치는 영향 : 조직문화 인식의 조절효과

플랫폼 기업 신입사원의 선도적 행위가 조직몰입에 미치는 영향 : 조직문화 인식의 조절효과

The Effect of Organisational Culture on Employees Life and Job Satisfaction

Purpose – The aim of this study is to determine the effect of organisational culture dominating an organisation on employees’ life and job satisfaction which have many effects on their work and non-work lives. Hotels are labor intensive businesses in the service sector. Employees’ success can play an important role in product quality, customer satisfaction and organisational success. For this reason, it is important for hotels to examine the factors and the relationships between these factors affecting employees’ success. Design/methodology/approach – The research was designed in a descriptive manner. The data of the research were collected from 435 hotel employees using a questionnaire method. In the research model, the effects of the independent variables such as the organisational culture types of achievement, power, support and hierarchy on the dependent variables such as life and job satisfaction were examined. The effect of the independent variables of the study on the dependent variables was examined through the revealed hypotheses and the structural equation model was used to confirm theoretical model. Findings – As a result of the analysis, while the support culture (4,05) is perceived most, it is followed by the achievement (3,86) and hierarchy culture (3,42). The type of culture perceived at the lowest level was the power culture (3,12). Means were found to be 3,28 for life satisfaction and 3,64 for job satisfaction statements. As a result of the analysis conducted within the scope of the study, it was seen that the support culture perceived by the employees in their hotels positively affect their life (0,30) and job satisfaction (0,25). In addition, according to the results of the research, it was determined that the achievement culture negatively affects the employees’ life satisfaction (-, 0,30). Discussion – According to the results of the research, it can be said that employees’ life and job satisfaction levels increase in the organisations where the support culture is dominant, while their life satisfaction level decreases in the organisations with the power culture. According to these results, it is recommended that businesses should examine the culture levels perceived in their hotels in more detail and develop policies and strategies to increase the supportive organisational culture and reduce the power culture.

The Effect of Organizational Culture and Supplier Integration to Supply Chain Performance

This study aims to investigate the influence of four types of organizational cultures and supplier integration to supply chain performance. The methodology of this research is an explanatory study by testing two hypotheses. The data’s were collected from a convenience samples of 171 manufacturing companies of total 850 companies in Kepulauan Riau Province being represented by manager in supply chain management divisions. Data’s were collected using questionnaire and technical data analysis using SEM (Structural Equation Model). The result of this study found that: (1) Group Culture and Rational Culture affect Supply Chain Performance positively and significantly but Development Culture and Hierarchical Culture are not significant; (2) Supplier Integration affects Supply Chain Performance positively and significantly. The managerial implication of this research is as a guidance for decision maker in the company or manager in the supply chain management to implement suitable organizational culture and consider the supplier integration as a strategic to improve Supply Chain Performance.

Organizational culture in logistics companies and its impact on employee satisfaction

The aim of this research was to analyze organizational culture and the impact of different types of organizational cultures on employee satisfaction in the Slovenian logistics sector. Logistics is a service-oriented sector and therefore the impact of employee satisfaction on the quality of logistics service is even more important than in general. For the purpose of research, we conducted a quantitative survey, which combined the OCAI survey for the determination of organizational culture and the survey of employee satisfaction. The research results showed that organizational culture in Slovenian logistics sector has an impact on employee satisfaction. We can also confirm that type of organizational culture influences the satisfaction of employees. The clan and hierarchical type of organizational culture are dominant in Slovenian logistics sector. Employees prefer the clan culture which, accordingly, also leads to more employee satisfaction. It can be argued that employees in Slovenian logistics sector are the most dissatisfied with the type of market culture.

The Impact of the Organizational Culture Type Perceived by Cabin Crews on Job Stress: Focusing on the Mediating Effect of Empowerment

The Impact of the Organizational Culture Type Perceived by Cabin Crews on Job Stress: Focusing on the Mediating Effect of Empowerment

The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

Linking organizational culture with financial performance

Organizational culture and firm performance are some of the most researched topics in management because of their importance to organizations. Many studies have explored the relationship between organizational culture and firm performance. The aim of the study is to link organizational culture and firm financial performance and this link was explained by conducting a literature review. The paper investigated the linking organizational culture and financial performance and found that there are different types of organizational cultures and all of them affect the performance of organizations.

Organizational Culture and Job Satisfaction Among University Professors in the Selected Central and Eastern European Countries

Abstract Organizational culture and job satisfaction are the most important factors for any university. Research into how satisfied professors are with university culture is crucial in finding ways to increase job satisfaction in the present as well as the future. The aim of our study is to investigate whether the type of organizational culture has any effect on job satisfaction and whether there are any differences between Serbia, Slovenia, and Bosnia and Herzegovina. The study was conducted on 489 professors at universities and colleges in Serbia, Slovenia, and Bosnia and Herzegovina. The study shows that university professors in the three investigated countries have a moderate level of job satisfaction. The case study method was used. The data collection technique applied was a survey conducted among university professors. The survey was conducted electronically, via Google Forms, and the key instrument was a questionnaire. The data were processed using SPSS Statistics 21. The results of the study show that improving perceived organizational support can increase the level of job satisfaction of university professors. It is also very important to emphasize the importance and originality of this study since similar studies have not been conducted before in the three countries mentioned.

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.

ORGANIZATION OF SOCIAL COMMUNICATIONS IN THE OFFICE CENTERS ARCHITECTURE OVER THE LAST YEARS

Office centers and big office parks with the comfortably organized environment are in a huge demand type of buildings over the last years.
 Research on communication in the architecture of twenty seven “A-class” office buildings in Great Britain, Denmark, Netherlands, Sweden, Norway, Finland, Estonia, France, Germany, Austria, Italy, and Portugal in years 2017-2019 is based upon these given meanings of a term «social communication»: 1) ... is a process which connects different parts of a social network with one another; 2) ...is a transmission of information, ideas, emotions, in form of signs and symbols.
 Flexible plannings of European office buildings, which can be instantly transformed, according to the company’s needs are best suited with an adhocratic type of organizational culture in Europe.
 This work consists of the analysis of the features of social communications in office centers based on: · social communications between people; · social communications between people and the environment.
 Organization of social communications: 1. External: (“office is a part of a city environment”) A) integration of a building in the city environment by using · restaurant and cafes on bottom floors; · planting of greenery; · patios and transit area spaces; entering zone, rooftop lounge-zones with open access; B) connection with the surrounding panorama by using solid glass facades, which also represents transparency of work processes; C) informing through building design about the company’s work stability with static facades. 2. Internal: A) horizontal (existence of individual space in shared space): “openoffice” system with open and semi-open spaces with constant working zones on the perimeter of the building, negotiation rooms, opened zones for the teamwork and temporary workspaces “touch down”- type; B) vertical: administration zon, talk rooms, shared communicative spaces; 3. A) planned and formal: training room, talk rooms, conference-rooms. B) random and situational: all office spaces (working zones excluded) including stairs and ramps. Office spaces also provide direct and indirect; interpersonal, intergroup and inter-organizational social communication [12].

공공문화예술기관의 조직문화유형 분석: 문화체육관광부 산하 기타공공기관 및 단체를 중심으로

공공문화예술기관의 조직문화유형 분석: 문화체육관광부 산하 기타공공기관 및 단체를 중심으로

The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector

In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research.

The impact of organizational culture and strategy on shipping liner’s awareness and utilization of the 4th IR technologies

ABSTRACT When the industry is busy seeking ways to exploit the 4th IR to create added value, how should an organization prepare internally for bringing the common goal to fruition? This research studies the suitable organizational culture and strategy that enables an organization to be swiftly cognizant of external changes; as well as efficiently respond to the trend. Organizational culture and strategy types are identified and differences in the degree of awareness and utilization of 4th IR technologies according to the types are examined by ANOVA across 38 liner shipping companies that call at Busan Port. In addition, this study examines the future prospects of available technologies, business services, and partners with the progress of 4th IR. The empirical result shows that organization which is oriented based on developmental or rational culture and prospector strategy is expected to take lead in 4th IR, with both high mean value and statistical significance observed. This study emphasizes that for shipping companies to actively introduce and utilize the 4th IR technologies in response to environmental changes, it is necessary to manage or transform their organizational culture into the developmental or rational culture, and organizational strategy into prospector strategy.

Commercial organization staff assessment of the role of money in their lives: the relationship with psychological and organizational-functional characteristics of the organization

Introduction. Pursue of an effective monetary policy by commercial organizations should be based, among others, on the organizations' characteristics that affect their staff's assessment of the role of money in their lives. The aim of the study: to investigate the relationship between psychological and organizational-functional characteristics of commercial organizations and staff assessment of the role of money in their lives. Research methods. L.M. Karamushka and O.I. Parshak's «My Attitude towards Money», R.B. Shaw's «Understanding the Company's Goals» and «Manifestation of Concern by Management», D. Cole's «Inclination to the Type of Organizational Culture» (supplemented and modified by T.Yu. Bazarov and P.V. Malinovsky). Research results. The results of the study have showed statistically significant relationships, both positive and negative, between the commercial organizations psychological characteristics (staff understanding of the goals of the organization, organization managements concern for staff, and organizational culture type) and organizational-functional characteristics (number of people in the organization, organizations age ) and some indicators of staff assessment of the role of money in their lives. The strongest relationship has been found between the type of organizational culture and staff assessment of the role of money in their lives. Conclusions. The findings can be helpful in determining the organizational and psychological conditions of and improving monetary policy of commercial organizations as well as for in staff psychological counseling.