Organizational Culture Of University Research Articles

The Impact of Organizational Culture, Transformational Leadership and Job Satisfaction on the Performance of Private University Lecturers

There are still a small number of private universities that have achieved superior accreditation rankings. The main factor that can influence an institution's accreditation ranking is lecturer performance. Research was conducted to examine the impact of organizational culture, transformational leadership and job satisfaction on lecturer performance. This research uses a survey method covering a population of 489 private university lecturers in Bogor. Data collection was carried out using a questionnaire which was analyzed using the SEM-PLS technique. Research findings show that organizational culture has a direct effect on lecturer performance and indirectly through job satisfaction, while transformational leadership has an indirect effect on lecturer performance through job satisfaction. The recommendation submitted to university leaders is to improve lecturer performance through strengthening the university's organizational culture and increasing lecturer job satisfaction.

Mapping the Path of Digital Transformation: The Role of Leadership in Building Adaptive Organizational Culture

The development movement continues towards the digital transformation era, marked by rapid advances in information and computer technology (ICT) and the emergence of social media platforms that change the order of life to be more practical and accessible and deny the geographical distance between people. These changes require universities to adapt to the demands of rapid development. This study aims to explore the strategies carried out by university leaders in facing the challenges of the digital era and map the extent to which the transformation of university organizational culture is operated in the face of digital technology pressure. The research used a qualitative approach with a multi-site format in three private universities. Data analysis applies constant comparative analysis, which ends with a simultaneous analysis step. The results showed that university leaders are ready to implement an open strategy in facing the challenges of the digital era by utilizing these technological advances. However, there are differences in the utilization of network assets owned by institutions and the knowledge and experience of leaders. Organizational culture transformation is operated to the extent that institutions can master digital technology to optimize the performance of institutional services. Universities' engagement with digital technology does not disrupt the resilience of their organizational culture because it only leads to an adaptive surface layer.

Effects of university organizational culture on student academic behavior in Indonesia

PurposeThe purpose of this study is to investigate (1) how organizational culture influence student academic behavior at universities in Indonesia; (2) if there is any difference between male and female students in perceiving elements of organizational culture and its effects on student academic behavior; and (3) if there is any difference among students from different university origin in perceiving elements of organizational culture and its effects on student academic behavior.Design/methodology/approachThis study is a part of quantitative research with a prediction design involving survey questionnaire. Participants consist of 800 students as survey respondents that were selected purposively from six government universities of the specified cities in Indonesia. Measures are developed and validated through a confirmatory factor analysis. Data were analyzed using multivariate techniques and path analysis to examine effects of organizational culture types on student academic behavior.FindingsFindings of this study indicate that in general organizational culture significantly influenced the growth of student academic behavior.Research limitations/implicationsThe study is limited to public or government universities in Indonesia, that is why and the findings are not intended to generalize all universities in the world.Practical implicationsLeaders of the university organizations or units are suggested to improve their capacities in exploring the trend of organizational cultures, develop and adopt the cultures that contribute to the growth of student academic behavior.Social implicationsThe study provides high valued insights for university organizations especially people involved in the process of university leadership and management on how they deal effectively with organizational situations including types organizational culture, and develop the cultures that contribute to the growth of student academic behavior.Originality/valueThe study adds to the theories of organizational culture and the growth of student academic behavior on campus. It provides broad insights on types of organizational culture used in universities and its effects on academic behaviors performed by students in campus environment.

대학 교직원이 인식하는 조직 긍정성이 조직 혁신성에 미치는 영향

This study aimed to explore the effect of faculty and staff’ organizational positivity perception of university organizations on organizational innovation. In order to achieve the purpose of the study, data collected through the 2022 University Innovation Capacity Assessment (UICA) were used. Samples include 7,902 faculty and staff members from 61 universities. A HLM method was conducted to the analysis. As a result of the study, it was confirmed that organizational positivity perceived by faculty and staff had a positive effect on organizational innovation. The results of this study contribute to the development of university organizational culture theory and suggest practical implications for establishing human resource development strategies for faculty and staff members at the university organizational level.

Methodological approach to evaluation the level of a university organizational culture

The authors propose a methodological approach to quantitative assessing the level of organizational culture of a university of a humanitarian profile. This assessment methodology was tested on scientific and pedagogical workers who took part in an expert survey. The results of an expert interview are given in the article. Not only employees of humanitarian universities, but also employees of universities of a natural and technical profile, having education in the field of social (humanitarian) sciences acted as experts. The purpose of the study was to identify the features and patterns in the formation and implementation of the organizational culture of the university of humanitarian profile. The authors propose an original methodology, which allows assessing the level of organizational culture simultaneously from three positions – past, present and future (desired) state. The level of organizational culture is determined on the basis of an integral (generalizing) indicator, which, unlike analogues developed by other researchers, is calculated as the geometric mean of the integral indexes of groups of indicators, which makes it possible to determine the median value, which is the closest to the average value.

University-based hospitality centers: popularity and effective advertising models

Hospitality-based centres are not common units within the university’s structures. Nowadays, successful universities must offer a variety of both new educational visions and opportunities for a rich campus life and university’s public value (Sternberg, 2014). In this context, the challenge to combine more attractive possibilities for events hosting is focusing on special appeals. On the other side, and within the academic life, a cultivation of academic imagination (Lugosi, 2016) could be a competitive tool. Hospitality products show significant levels of importance of what an inspiring university should be. It can be so due to the meetings, events, exhibitions and conference tourism. When mixed up with the academic scene, this can become of exceptional advantage. University’s increased popularity can be viewed in regard to the opportunities for rich academic and social experiences along with relaxation in such a form that breaks down walls (López, 2019). For its commercial hospitality space, university-based hospitality centers or university campus hotels (Hay, 2020) should be considered in the overall marketing strategy of the academic organization (Gibbs and Knapp, 2002). Developing effective models of advertising aimed at integrating tourism, events and social being into the university life can extensively contribute to the sense of community (Henry, 2012), thus to the popularity of the university itself. Networking could be easier to achieve, literacies on more different levels can be gained (Spasov, 2021) or secondary profits for academicians, students, guests, and visitors of the university with additional recreational benefits might arise. In this research, the authors show the results of an exploratory survey of the university-based hospitality center of the South-West University “Neofit Rilski” in Bulgaria and discuss possible implications on planning and management through effective advertising models. The emphasis lies on the unique combination between tourism product and university organizational academic culture. Results were utilized for the development of a more holistic understanding of the university activities’ offer under the realm of hospitality.

Factors Affecting Knowledge Sharing in the Administrative Work Environment

The study aims at contributing in identifying the factors affecting the sharing of knowledge in the administrative work environment, starting from realizing the concept of knowledge sharing among administrators in the various administrative sectors of the university, identifying their opinions, attitudes, behaviors and practices towards sharing knowledge in the work environment, and depicting the expected benefits of sharing knowledge at the university. It relied on the descriptive approach using the survey method, where an electronic questionnaire was distributed to a random sample of administrators within the University. The study concluded that the most influential demographic data on Knowledge sharing is the employee’s years of experience, the more the experience increases, the more knowledge sharing will be. The study attributes this result to trust and its impact on work practice. The cognitive type of knowledge that administrators share most is modern information, administrative processes and procedures, and social activities. The study also revealed that sharing knowledge pushes them towards positive relationships that bind the employee with other administrators working at the university and finding strong relationships with employees who have common jobs and relationships depending on trusting others led to increased knowledge sharing. Moreover, sharing administrative knowledge increases productivity within the university, supports innovation among administrators, helps develop university work procedures, and increases the efficiency of employee’s cooperation, and helps colleagues within the university work to find solutions to problems and that the university's organizational culture promotes knowledge sharing among administrators, and a culture of teamwork. The study indicated that the most relevant applications that help administrators share knowledge are specialized training programs, work teams and groups of practice in the same profession.

Etiquette Behavior in the Context of University Organizational Culture

The aim of this study is to reveal interrelationship between the notions of etiquette behavior of students and teachers and the characteristics of organizational culture at universities. Methods. The research is based on a survey. The sample included 141 students and 69 teachers from Russian universities. A set of diagnostic methods was used to gather the empirical data. Data on teachers’ and students’ attitude to institutionalization of etiquette rules and dress code as well as students’ compliance with etiquette rules were collected using the author’s questionnaire; data on evaluation of etiquette functions were obtained through the questionnaire Subjective Evaluation of Etiquette Functions’ Significance by O.I. Danilenko, data on existing and preferred organizational culture in the respondents’ universities – through Organizational Culture Assessment Instrument (OCAI) by K. Cameron and R. Quinn. Results. Correlations between indicators, characterizing etiquette behavior and current organizational culture type, were identified in both groups: positive for clan and adhocracy culture type, negative – for hierarchical. Statistically significant positive correlations between evaluation of etiquette functions' significance and evaluation of students’ compliance with etiquette rules and clan culture, negative correlations between the same indicators of etiquette behavior and hierarchical culture were revealed in the students’ group. In teachers’ group, evaluation of etiquette functions' significance, positive attitude to institutionalization of etiquette rules and dress code are correlated positively with clan and adhocracy organizational culture, negatively – with hierarchical. Conclusion. The gathered data indicate: the higher both students and teachers evaluate characteristics of clan and adhocracy culture, the higher is their evaluation of the importance of etiquette behavior. The higher are values of hierarchical culture characteristics, the lower is evaluation of etiquette importance.

Applying Digital Arts Experience to Strengthen the Organizational Culture in Higher Education During the Pandemic

During the COVID-19, schools were faced with changes in organizational culture under the digital education model. It is a new challenge facing higher education universities to promote cultural competitiveness, enhancing the confidence of educators in organizational culture, and communicating the cultural atmosphere to educators through digital technology. This concept paper mainly emphasizes the introduction of Digital Arts experience into organizational culture, thereby enhancing the appeal of the university organizational culture. This requires the university to combine both ideology and technology, highly advocating the organization's core concept through the global digital trend during the pandemic. This concept paper provides a new perspective of change for constructing organizational culture in universities facing education and digital challenges during the pandemic. The Digital Arts experience will be an essential part of the global university organization culture after COVID-19.

University organizational culture mapping using Organizational Culture Assessment Instrument

Culture is the core element of an organization. Organizational culture must reflect the shared values and beliefs that show people meaning and provide them the guidance to working behaviour. The organizational culture should be constructed by following the expected future values and considering the common value of people in the organization. Organizational Culture Assessment Instrument (OCAI) is one of the structural approaches to evaluate the implementation of organizational culture. Nowadays, many of the public university in Indonesia has been transforming into a more productive and agile organization. The university transformation also needs redefine or evaluate their organization’s values as a part of strategic plan. Applying OCAI framework is necessary to assess the excellence of the transformation process in university. OCAI has applied in our university, i.e.: Sepuluh Nopember Institute of Technology (ITS), to define the organizational culture for the higher agility of the organization in the future. More than 400 university employees, including lecturers and administration staffs, have involved in organization culture’s survey. The results of OCAI assessment showed that ITS tend to perform as the clan and the hierarchy type of organizational culture. While the management capabilities of ITS leaders showed that, the leadership characteristic is related to the clan culture.

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 the University organizational culture perception on students’ commitment: the role of organizational identification

The study is aimed to identify the way organizational culture contributes to the students’ commitment to the University. In addition, the linkage of organizational identification and commitment is examined. Applying the quantitative methodology to collect the bachelor students’ data the questionnaire was constructed. The questionnaire includes measures for identification by Kreiner and Ashforth, Organizational Culture Instrument (OCAI) based on competitive Values Framework (CVF) by Quinn and Cameron and Porter Organizational Commitment Questionnaire (OCQ). After that, the data analysis was provided with conducting of Cronbach-alpha and T-Test, providing descriptive statistics, applying Spearman correlation analysis and performing structure equitation modeling (SEM). By this token, we were able to build the university commitment model. Our findings show that students are getting more committal to the university, if there is an environment with strong Clan culture, emphasizing human relations and cooperation, with which students tend to identify themselves. Additionally, we defined that Market culture type with ideas of competition and Hierarchy type based on the formal procedures predict a decrease in students’ commitment. Moreover, Adhocracy culture as innovation-based is not clearly understood by students. Hence, the discussion and implications are suggested to explain our results.

Career anchors as predictors for organizational commitment of university teachers

The paper presents a pilot study for two phenomena, organizational commitment and career an- chors of university foreign language teachers. Career values were seen as predictors of organizational commitment. Internationalization and multilingualism of higher education entail the demand for foreign language teachers, who often teach, particularly, English in several workplaces. Knowing multi-dimen- sional connections between those phenomena makes it possible to influence organizational commit- ment through career orientations of teachers. Identifying and building organizational commitment is an issue of the university organizational culture and academic policy. The study objects are 66 university teachers for foreign languages from Almaty universities. The components of organizational loyalty and career orientations are the research subject matter. The study aimed at the organizational loyalty of university teachers and their career orientations as predictors. The research question focused on a relationship between organizational loyalty and career orientations of teachers. Conclusions reflect the results of the study. Key words: organizational commitment, loyalty, career anchors, university teacher.

“Big Challenges” and Regional Technical University: Values and Actions

The system of “big challenges” formulated in the “Strategy of scientific and technological development of the Russian Federation” is projected by the authors on the model of regional technical university. This projection is mediated by the concretization of the system of big challenges with regard to the social and economic development of a separate region of Russia (Komi Republic). An attempt to explicate the value basis of the system of “big calls” has been undertaken. The article considers the methods of embedding the value axiomatics of “big challenges” into the value profile of university organizational culture. There is a distinction between civilization and globalist paradigms of Russia positioning, as well as a distinction between well-being and security as two strategies of values generalization. In defining the development strategy of the regional technical university in the context of “big challenges,” the modus of values and the modus of action are highlighted. According to the modus of values, the expediency of focus on the “second scenario” of development provided for in the “Strategy of scientific and technological development of the Russian Federation” (optimistic) is justified. The authors emphasize the possibility of effective reflection of the value axiomatics of “big challenges” by the university community due to a special technology of monitoring and adjusting the university organizational culture referred to as “value-competence parallelepiped”.

Topical Issues of Value-Focused Engineering Education

The article justifies the effectiveness of value-focused education as a strategic approach in education, integrating on a value basis the advantages of subject, personality and practice-oriented education. The axiological triad of university values: veritism, personalism, patriotism is considered as the corresponding value basis. The key structural contradiction of engineering education – between the requirements of the innovative economy to the content of modern engineering education and the environmental imperative – is identified and analyzed. The authors make the case for justifying the value profile of university organizational culture, and propose to refer to it as “axiologics of the university”. They also examine an essential distinction between “value” and “purpose” phenomena as a basis for an operational definition of “value.” Value ambivalence of the phenomenon of engineering is considered. The authors propose to interpret the Heidegger solution of the “question of technology” with regard to a dual challenge facing engineering education: training of a professional – on the one hand, and development of a personality – on the other hand. The authors consider university as a source and model of innovative economy, explore the phenomenon of the “innovation chain”.

The Role of Organizational Culture of Private Universities on Lecturer Satisfaction and Trust

The culture of private university organizations which tend to be heterogeneous and vary according to the conditions and characteristics of each organization can encourage the growth of the organizational commitment of lecturers and the performance of private universities. However, on the other hand, this organizational culture difference can also hamper the performance of the organizations of each private university in Indonesia to develop the potential of the organization and employee personnel. This study analyzes the influence of organizational culture on the satisfaction and trust of lecturers at private universities in Indonesia. This is based on the consideration that a conducive university organizational culture can trigger the rise of organizational commitment of lecturers. By using analysis of variance to examine the significance and linearity of job satisfaction regression for organizational culture and trust regression for organizational culture, the results indicate a significant and linear relationship in regression testing between job satisfaction for organizational culture and lecturer trust in organizational culture. Practically, this finding indicates the importance of management of private universities to develop organizational culture to realize the vision of subordinates in private universities.

Особенности восприятия организационной культуры университета студентами с различными уровнями идентификации

In the current reality, the higher education as the trajectory for the academic career faces particular difficulties. There is a downward trend regarding the number of young academic specialists — a negative factor for the entire educational system. The discussed problem may arise according to various reasons: changes in the law sphere or peculiarities of the educational organization activity. Both Western and Russian researchers conclude that the relations between an organization and its staff members are the key aspect of their loyalty. Thus, this article aims to examine the connection of a university organizational culture perception by the students with different types of identification demonstrated. The authors study the peculiarities of students’ perception of the university organizational culture. Altogether, 118 students participated in questionnaires that measure organizational culture with Organizational Culture Assessment Instrument and four types of identification with the university. The findings show the gap between students’ current and preferred perception of the university organizational culture. Consequently, the dominance of market culture that contradicts the desired “clan” culture orientation with the values of friendly and close relations environment, may influence the choice of academic career and postgraduate studies.

Cognitive Trend in Implementing the Third Mission of University

The concept of “cognitive trend” applied in the article summarizes the specific theoretical approaches and changes in the management practice of modern regional University. The effect of synergy in relation to University third mission, which is further specified as a valuecompetence synergy, is approved as a key goal that led to the emergence of a cognitive trend. The phenomenon of knowledge is proposed to be considered as the main motivational resource to achieve this goal, which makes it possible to associate the author’s position with a wide area of research in the modern science of education called “cognitive management”. The motivational resource of the knowledge phenomenon is substantiated in the context of the four-level model of University organizational culture. An analysis of the four-level model gives a basis to assert its exceptional relevance to the idea of the University and the objectives of its third mission. The axiological content of the University organizational culture is revealed through the reflexive analysis of the phenomena of scientific truth, scientific knowledge, and evidence as a criterion of science. The possibility of extrapolation of the value content of the University organizational culture in the regional environment is justified from the standpoint of G. Kelly’s cognitive psychology. As a source of the fundamental principles of the communicative space of the University, the authors propose the social and philosophical concepts of communication by M. M. Bakhtin, J. Habermas and K.-O. Apel.

AN ANALYSIS OF THE RELATIONSHIP BETWEEN ORGANIZATION CULTURE AND PERFORMANCE: CASE STUDY OF A CHINESE UNIVERSITY

This study explored the relationships between university organizational culture and contextual performance in a Chinese university, with commitment as a mediating variable. The findings revealed that organizational culture had a significant impact on commitment of employees. At the same time, commitment impacted contextual performance positively. We contribute to the current literature by contradicting many past studies on the impact of organizational culture on performance. We found that organization culture had no significant impact on performance. This could be due to the unique nature of Chinese universities as top leadership is appointed by the central government. Based on the Competing Values Framework, most Chinese universities lie on a continuum between clan and hierarchy organization culture where the structure is highly formalized with precise and reinforced rule yet emphasizing the values of teamwork and family orientation. The study also suggested adopting different governance structures to meet the rising demands for greater autonomy from academics and administrators and shifting the organizational cultures towards the right half of the Competing Values Framework towards an adhocracy and market culture. The data collected in this study was analyzed using Structural Equation Modelling (SEM) method with AMOS. The descriptive analysis of the research data was performed using SPSS.

Customer-Centric Organizational Culture of the University as a Factor of Efficient Social and Economic Development of the Region

The paper considers the customer-centric approach to the organizational culture of the university. The study of formation and development of customer-centric organizational culture of higher educational institutions as a factor of efficient social and economic development of the region is based on the designed diagnostic model of customer-centric organizational culture of the university encompassing the following group of components: degree of formation of customer-centric organizational culture at the university at various levels (ideological, regulatory, customer-facing); degree of students’ satisfaction; degree of students’ involvement in the organizational culture of the university and outcomes of the influence of the university organizational culture on them. The customer-centric approach is considered, first as the focus of each member (employee) on the consumer (assessment of the orientation level of each participant), second, assessment of the consumer satisfaction level, allows estimating the level of consumer-focus in general without an attempt to identify orientation of every individual participant. The process of creating the additional value covers all above-mentioned levels and cannot be created with only one without taking the other into account. Therefore, it is critical to collect and make the best use of information and both real and potential consumer services.