Journal articles: 'Adhocracy'

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Rourke, Francis E., and Paul R. Schulman. "Adhocracy in policy development." Social Science Journal 26, no. 2 (June 1, 1989): 131–42. http://dx.doi.org/10.1016/0362-3319(89)90018-9.

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Parikh, Margie. "Move over Mintzberg, let adhocracy give way to ambidexterity." Management Decision 54, no. 5 (June 20, 2016): 1047–58. http://dx.doi.org/10.1108/md-07-2014-0483.

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Purpose – The purpose of this paper is to explore and compare the concepts of organizational ambidexterity, the ability of organizations to simultaneously pursue contradictory goals, and adhocracy, an organizational configuration meant to be most suitable for innovation and flexibility. It concludes that the concept of adhocracy is more useful than that of adhocracy, which has clear limitations. Design/methodology/approach – A review of literature involving the two concepts was conducted because initial comparison between the two showed close parallels between the two concepts – namely organizational ambidexterity and adhocracy – especially a shared orientation towards organizational effectiveness through innovation, amid dynamic and complex environment. Findings – Important similarities between the two concepts are that both reject the idea of “one best way” to organize. Both recommend balancing of conflicting goals. However, it appears that the contemporary environment in which organizations operate has evolved beyond the adequacy of adhocracy as a suitable archetype of effective and innovative organizations. Adhocracy suggests that pendulum-like, or iterative movement is the way to balance the contradictory goals, which is largely expected to be accomplished by the operating core and support staff. And this, too, is thought to be suitable for young and small organizations. Ambidexterity is a more comprehensive concept that includes the crux of Adhocracy, and offers a wider range of approaches and methods for balancing contradictory goals. Originality/value – To be fair to Mintzberg, adhocracy was an interesting concept in its time, but the organizations and their environments have moved beyond its realm of relevance and they need more than what the concept can give. Adhocracy may now move over and make space for ambidexterity.

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Njagi, Anne W., Joseph Ngugi Kamau, and Charity W. Muraguri. "Adhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya." International Journal of Business and Management 15, no. 9 (August 16, 2020): 47. http://dx.doi.org/10.5539/ijbm.v15n9p47.

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Strategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies.

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Mintzberg, Henry, and Alexandra McHugh. "Strategy Formation in an Adhocracy." Administrative Science Quarterly 30, no. 2 (June 1985): 160. http://dx.doi.org/10.2307/2393104.

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BIRKINSHAW, JULIAN, and JONAS RIDDERSTRALE. "LET'S HEAR IT FOR ADHOCRACY." London Business School Review 28, no. 2 (May 2017): 45–47. http://dx.doi.org/10.1111/2057-1615.12176.

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Engwall, Lars. "Management research: A fragmented adhocracy?" Scandinavian Journal of Management 11, no. 3 (September 1995): 225–35. http://dx.doi.org/10.1016/0956-5221(95)00022-n.

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Etzioni, Amitai. "The Domestic Sources of Global Adhocracy." Social Change Review 10, no. 2 (December 1, 2012): 99–124. http://dx.doi.org/10.2478/scr-2013-0014.

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Abstract The article shows that (a) those who expect new global powers to rise, provoking a clash with the old one seeking to maintain its supremacy (the US), are mistaken. The US will scale back its international role, but no other power will step in to take over its functions in maintaining order. Hence an increase in global disorder. The gap will be filled to some extent by ad hoc coalitions in what is here called ‘the rise of adhocracy’. (b) The reason that various powers will play a more limited international role is that they all suffer from the same domestic crisis, namely, a governing deficit due to a decline in competence and legitimacy - albeit one that takes different forms in different nations.

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Glass, Robert L. "Editor's corner in defense of adhocracy." Journal of Systems and Software 22, no. 3 (September 1993): 149–50. http://dx.doi.org/10.1016/0164-1212(93)90106-8.

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Kim, Hae Na. "The Relationship Between Employees’ Job Satisfaction and Organizational Culture in Korea’s Manufacturing Industry: Focusing on Online Training Participation as a Moderator." International Journal of Advanced Corporate Learning (iJAC) 13, no. 4 (December 15, 2020): 13. http://dx.doi.org/10.3991/ijac.v13i4.15077.

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This study intends to address the relationship between job satisfaction of employees and organizational culture in Korea’s manufacturing industry. In particular, this research addresses the role of online training participation as a moderator for the relationship between organizational culture and job satisfaction. Principal component analysis and hierarchical regression analysis were applied using the Korean Human Capital Corporate Dataset. The result of this study indicates higher job satisfaction under Clan culture or Adhocracy and Market cultures. Also, online training participation can enhance employees' job satisfaction and online training participation has a moderating effect for Adhocracy and Market cultures and job satisfaction. Therefore, the manufacturing companies of Korea need to build Adhocracy and Market cultures and to encourage online training participation for employees' higher job satisfaction.

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Deutschmann, Christoph. "The “Adhocracy” as Viewed by Modernization Theory." International Journal of Political Economy 25, no. 3 (September 1995): 37–49. http://dx.doi.org/10.1080/08911916.1995.11643905.

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Maharani, Diajeng Puspa Arum, and Firda Nadia Roshandi. "DO TYPES OF ORGANIZATIONAL CULTURE CORRELATE WITH THE JOB SATISFACTION?: A STUDY ON EMPLOYEES’ PERCEPTION." Jurnal Administrasi Kesehatan Indonesia 7, no. 2 (October 28, 2019): 162. http://dx.doi.org/10.20473/jaki.v7i2.2019.162-169.

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Background: The Orthopaedic and Traumatology Hospital had an increase in employee turnover of 1.39% from January to June 2012. It occurred due to high resignation and employee unsatisfaction. Thus, an organizational culture that consists of clan, hierarchy, market, and adhocracy becomes one of the determinant factors for employee turnover.Aims: This study aims to analyze the correlation between organizational culture and the employees’ job satisfaction.Method: This study used descriptive quantitative with a cross-sectional design, and the data were analyzed with a correlation test. There were 52 employees as the data of this study. The instruments utilized were OCAI and JSS questionnaires.Results: Market-type organization correlated significantly with job satisfaction. Organizational culture type, such as clan-type organization, adhocracy-type organization, and the hierarchy-type organization did not correlate significantly with job satisfaction. The majority of employees perceived that the Orthopedic and Traumatology Hospital adopts a hierarchy-type organization orienting to regulation and leadership. On the other hand, they expected the hospital to apply clan-type organizations that concerned about teamwork and ownership.Conclusion: There is a correlation between the market-type organization and job satisfaction. Meanwhile, there is no correlation between the clan-type organization, adhocracy-type organization, hierarchy-type organization, and job satisfaction. The hospital should increase internal strength, such as teamwork, training, facilities, and policies that support work procedures and staff.Keywords: market, adhocracy, clan, hierarchy, employees’ job satisfaction.

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Park, Sung Ook, Seung Uk Choi, Seong Tae Kim, and Hyung Jong Na. "The Relationship between Corporate Culture and Value at Different Life Cycle Stages." Sustainability 13, no. 4 (February 21, 2021): 2334. http://dx.doi.org/10.3390/su13042334.

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Despite the general agreement that a firm embodies its own culture, there is still a lack of empirical research on how a firm’s culture affects its value. Another caveat on previous studies is that they implicitly assume that a firm’s culture does not vary over time. In this paper, we examine the following two questions to address this lack: (1) Does a firm’s culture affect the firm’s value? (2) If a firm’s culture varies at different life cycle stages, do these changes have an impact on firm value? By using a competing values framework, we identify four types of corporate culture—adhocracy, market, clan, and hierarchy—and use life cycle stages to proxy for changes in a firm’s environment. The results reveal that adhocracy culture has a positive effect on a firm’s value. In contrast, we find a negative association between hierarchy culture and a firm’s value. This can be interpreted as the features of adhocracy culture, which gives autonomy to its members (flexible and discretion) and keeps challenging a firm to grow (external focus and differentiation), positively impacting firm value more than the other cultures. Furthermore, at a growth stage in which a firm faces dynamic environmental changes, both adhocracy and clan cultures have an incrementally positive effect on firm value. This implies that firms in mature or decline stages lose dynamic changes in their operational environment, therefore, the effect of culture on firm value is restricted in those stages.

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Kurniawan, Dwi, and Sumarni Sumarni. "Identifikasi Budaya Organisasi Dan Keterampilan Manajemen Untuk Memelihara Eksistensi Usaha Kreatif Batik Jambi Di Kota Jambi." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 1, no. 2 (March 1, 2018): 147–57. http://dx.doi.org/10.31842/jurnal-inobis.v1i2.26.

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Penelitian ini berjudul Identifikasi Budaya Organisasi dan Keterampilan Manajemen Untuk Memelihara Eksistensi Usaha Kreatif Batik Jambi di Kota Jambi. Objek penelitian yaitu para pengusaha batik yang berada di Kota jambi dengan jumlah responden sebanyak 20 unit usaha. Penelitian ini menggunakan pendekatan yang dikembangkan oleh Cameron and Quinn yang dikenal dengan Competing Value Framework (CVF) dengan dua pengukuran yaitu Organizational Assessment Culture Instrument (OCAI) untuk mengukur profil budaya, dan Management Skills Assessment Instrumen (MSAI) untuk mengukur kompetensi manajerial para manajemen. Dari hasil penelitian diketahui bahwa tipe budaya yang ingin ditingkatkan proporsinya adalah tipe budaya Adhocracy dan budaya Market yaitu masingmasing bertambah sebesar 3,42 dan 8,86. Perubahan pada proporsi tipe budaya organisasi usaha kreatif pengrajin batik secara umum memperlihatkan bahwa tipe budaya yang diharapkan akan mendominasi adalah tipe Budaya Adhocracy dan Budaya Market. Untuk Profil Keterampilan Manajemen ditemukan bahwa kegiatan usaha batik di Kota Jambi, para manajemen memiliki kecenderungan melakukan keempat profil budaya, baik budaya yang bersifat Clan, Adhocracy, Market, dan Hierarchy. Keywords: Profil Budaya, Competing Value Framework (CVF), Organizational Assessment Culture Instrument (OCAI), Management Skills Assessment Instrumen (MSAI), Batik Jambi

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Gao, Ang, Kai Zhao, and Qing Qu. "Linking person–organization adhocracy value congruence to creativity." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 603–15. http://dx.doi.org/10.1108/jmp-08-2019-0448.

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PurposeThe purpose of this study is to examine the effect of person–organization (P-O) adhocracy value congruence on employee creativity using the supplementary fit theory while investigating the moderating effect of the immediate supervisor's transformational leadership.Design/methodology/approachThe study uses polynomial regression to analyze 431 employees from 47 Chinese companies.FindingsHigher levels of creativity were observed in employees whose adhocracy value was congruent with that of the organization.Practical implicationsThe practice of hiring employees with creative value or building creative culture may not trigger employee creativity if managers do not take value congruence into consideration.Originality/valueThis study introduces a new perspective on understanding creativity in the workplace. First, it contributes to work on the consequences of P-O value congruency by exploring how supplementary fit influences employee creativity. Second, it contributes to creativity research by proposing a P-O supplementary fit argument to explain the actor-context interactionist model of creativity.

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Richardson, Joan, Brian Corbitt, and Lorainne Ling. "Adhocracy Drives Evolutionary Change in Higher Education Curriculum." International Journal of Knowledge, Culture, and Change Management: Annual Review 9, no. 6 (2009): 99–112. http://dx.doi.org/10.18848/1447-9524/cgp/v09i06/49760.

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Bryson, C. "IT strategy: Formal rational orthodoxy or contingent adhocracy?" Omega 23, no. 6 (December 1995): 677–89. http://dx.doi.org/10.1016/0305-0483(95)00040-2.

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Putranto, Ardino Yosland, and Wahyuningsih ,. "PENGARUH BUDAYA ORGANISASI TERHADAP INOVASI PRODUK PADA TV BERITA MILIK PEMERINTAH INDONESIA (STUDI KASUS PADA LPP TELEVISI REPUBLIK INDONESIA)." Media Riset Akuntansi, Auditing dan Informasi 12, no. 3 (December 12, 2012): 1. http://dx.doi.org/10.25105/mraai.v12i3.595.

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In the era of open competition and is very tight at this time, product innovation is not an option but a necessity. The changes and dynamics in market and also the environment in general, can not be ignored if you want to continue to survive in the business. Accordingly, this case study attempted to analyze on product innovation, particularly in relation to organizational culture. Case studies conducted at the Institute for Public Broadcasting (LPP) Televisi Republik Indonesia (TVRI) as a government-owned TV station news which is also the oldest TV station in Indonesia. The analysis focused on the influence of organizational culture - which includes the type of adhocracy and hierarchy culture - to product innovation in TVRI. Data were obtained through questionnaires to managers and staff of the news division field. With the method of multiple regression analysis, the results suggest that there are cultural influences of organizational culture that include adhocracy and hierarchy culture to product innovation either jointly or individually. The type of culture that encourages more product innovation happening in the LPP TVRI is adhocracy culture. This indicates that TVRI should immediately make the transition a culture that has been more dominant, the hierarchy culture, toward a more flexible and responsive to environmental changes, which is adhocracy culture. Thus expected to be able to support its role in maximazing the function of public institutions to provide more balanced information on the people of Indonesia. Keywords:Organizational Culture, Cultural Adhokrasi, Cultural Hierarchy, Product Innovation.

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Maria, Ujhelyi, Kun Andras Istvan, and Hanesz Julia. "Students′ Perception of Organization Culture at a Faculty of Science and Technology." Studia Universitatis „Vasile Goldis” Arad – Economics Series 27, no. 1 (April 1, 2017): 41–54. http://dx.doi.org/10.1515/sues-2017-0004.

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Abstract The current study uses an adapted version of Cameron and Quinn’s OCAI questionnaire to test the organisational culture of the Faculty of Science and Technology at the University of Debrecen, Hungary, as it is perceived by its students, and also to discover what type of organisational culture the same students think would be ideal for them. An additional objective of this paper is to identify possible gaps between the perceived and the ideal cultures expressed by the students. Our sample includes 128 questionnaires completed by bachelor students from 6 different majors at the faculty. According to our results, the respondents perceive to a significant degree that the faculty’s organisational culture is at an average level of clan, market and hierarchy cultures, while it also exhibits a relatively low level of the adhocracy culture. Their ideal faculty culture would be one with average adhocracy, average hierarchy, high clan and low market features. Significant gaps are identified between the perceived and ideal cultures in all the four types: students would prefer an increase in clan and adhocracy cultures, and a decrease in the other two cultures.

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Janjua, Qaiser Rashid, Aamer Hanif, and Maliha Baig. "THE IMPACT OF ORGANIZATIONAL CULTURE ON JOB SATISFACTION IN UNIVERSITIES OF PAKISTAN: A COMPETING VALUES FRAMEWORK PERSPECTIVE." Pakistan Journal of Social Research 03, no. 03 (September 30, 2021): 340–51. http://dx.doi.org/10.52567/pjsr.v3i3.256.

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The main purpose of this research is to investigate the causal relationship between organizational culture types and job satisfaction of teaching faculty in universities. For organizational culture, Competing Values Framework is employed which includes four distinct cultures i.e. adhocracy, hierarchy, clan and market. Data were obtained from 169 full time faculty members from twelve universities of capital city, and analyzed through multiple linear regression in SPSS. The results show that overall employees are indifferent towards job satisfaction. Clan culture is found to be a strong predictor of job satisfaction whereas adhocracy, market and adhocracy cultures were detested. It is suggested that the universities in Pakistan should foster a collaborative and team culture where cohesion, camaraderie and internal harmony is important rather than following a typical structure of command, control, authority, innovation and competition. The management should cultivate teamwork, promote trust and openness; improve employee development through hands-on coaching, feedback, learning and development, and offer a compassionate environment in order to improve employee job satisfaction. This research also discusses demerits of clan culture and offers suggestions. Limitations of this study and future directions for research are also discussed. Keywords: Organizational culture, Competing Values Framework, Job Satisfaction, Higher Education.

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Wells, Janelle E., and Leeann M. Lower. "Part-Time Student Employees' Commitment: The Role of Culture Types." Recreational Sports Journal 40, no. 1 (April 2016): 36–45. http://dx.doi.org/10.1123/rsj.2015-0033.

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Part-time student employees fulfill vital roles for the university, while also gaining valuable work experience that direct perceptions and opportunities for future employment. This study examined the direct effect of organizational culture types on affective commitment of part-time student employees of college recreation departments. Specifically, using the Competing Values Framework (CVF), four major forms of organizational culture types (i.e., hierarchy, market, clan and adhocracy) were examined. Multiple regression was used to analyze the relationships. The findings from 442 part-time student employees revealed clan and adhocracy cultures were significant positive predictor variables of affective commitment in recreational sport organizations. These findings are practically relevant given the flexible state of life students experience while working in college.

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Kohir Aman, Mohamad. "THE EFFECT OF EMPLOYEE ENGAGEMENT AND ORGANIZATION CULTURE ON COMPANY INNOVATION CAPABILITY." International Journal of Contemporary Accounting 1, no. 1 (July 26, 2019): 13. http://dx.doi.org/10.25105/ijca.v1i1.5182.

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Innovation Capability is incredibly important for companies to survive and gain competitive advantages. Some researchers examined the influence of corporate culture on Innovation Capability and revealed that the culture of the adhocracy had a positive effect on the company's Innovation Capability (Ahmad, 1998; Barlow 1999). Besides, the ability of innovation was also influenced by how strong employee engagement in the company is (Gichohi, 2014). To see the influence of adhocracy organization culture and employee engagement towards innovation capability in Indonesia, research was conducted with State-Owned Enterprises (SOE) employees as the subjects, as their role in shifting the Indonesian economic sector. The research questionnaires were distributed to 300 SOE’s employees in some sectors with a rate of return of 69.3% or 208. Of the total questionnaires entered, 178 questionnaires were completed and could be processed. With 5% degree of accuracy and 95% significance level, the results of data processing showed that employee engagement has a positive effect on Innovation Capability proved to be significant with t count 6.942 at α = 0.001 while the research hypothesis of adhocracy culture had a positive effect on Innovation Capability was shown to be significant with t count 2.144 and α = 0.032.

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Winarti, Endah. "Struktur Adhokrasi dan Matriks sebagai Solusi atas Kritik Birokrasi Di Lembaga Pendidikan." Tarbiyatuna: Jurnal Pendidikan Ilmiah 5, no. 1 (June 28, 2020): 49–76. http://dx.doi.org/10.55187/tarjpi.v5i1.3952.

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Technology and globalization’s challenge, have demanded public service institutions, including educational institutions, continue to innovate and improve themselves in preserving with the times. On the other hand, the bureaucracy used today is less flexible and inefficient, so that it raises a lot of criticism, which shows the powerlessness of the bureaucracy to face that challenge. These criticisms present a new form: adhocracy and organizational matrix, which gives flexibility in the organizational structure. The article proposes to present solutions to overcome bureaucratic criticism by integrating adhocracy and matrix organization in educational institutions bureaucracy. The integration of the three forms of organizational structure is expected to make educational institutions flexible and efficient to be able to resist the challenges of the times.

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Lestari, Hanna, Rifky Ismail, and Agus Mansur. "Organizational Culture in Manufacturing Company: Study Case of Small and Medium Sized Enterprises in Central Java, Indonesia." Applied Mechanics and Materials 493 (January 2014): 486–91. http://dx.doi.org/10.4028/www.scientific.net/amm.493.486.

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This paper discuss the organizational culture in metal manufacturing company which is classified as small and medium sized enterprises (SME) located in Central Java Province, Indonesia. This study is conducted to observe the action of the SME, especially for metal manufacturing company to face the regional free trade agreement in South-East Asia as a consequence of global market. The organizational culture is classified based on the internal factor, external factor, stability and control and flexibility and discretion. Four companies are involved in this study, where Company A, B and C are classified as small enterprises and Company D is classified as medium enterprise. The results described that the organizational culture is adhocracy for Company A, market for Company B and Company D and hierarchy for Company C. The adhocracy cultured company is predicted to be survived in ACFTA due to their innovative, customized and unique metal product and also specific customer. The medium enterprises is predicted to survive in ACFTA era due to their strong organizational structure, focused future plan, product diversification and measured product quality and standardization. The organizational culture for SMEs which is predicted to be suitable in winning ACFTA competition is adhocracy and market and supported by the product innovation, diversification and quality control. Mechanical and industrial engineers from university should takes place in assisting and supporting SMEs to win the competition in ACFTA era.

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Tsalits, Aktsar Hamdi, and Gugup Kismono. "Organizational culture types and individual readiness for change: evidence from Indonesia." Diponegoro International Journal of Business 2, no. 2 (December 31, 2019): 86. http://dx.doi.org/10.14710/dijb.2.2.2019.86-95.

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This study aims to examine the effect of organizational culture types on individual readiness for change in Indonesia as a country with high collectivism. Specifically, this study examines the effect of four types of culture namely clan, adhocracy, market, and hierarchy on individual readiness for change. The sample of this study was 264 employees of XYZ Company, a family company in Indonesia that made changes by releasing part of its shares into the stock market. Test results using simple regression support the hypothesis that clan culture and adhocracy have a positive effect on individual readiness for change. However, the influence of market culture and hierarchy on individual readiness for change was also found to be positive instead of negative as hypothesized. Discussions and suggestions for future research are presented.

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Fatima, Maham. "The Impact of Organizational Culture Types on the Job Satisfaction of Employees." Sukkur IBA Journal of Management and Business 3, no. 1 (April 4, 2016): 13. http://dx.doi.org/10.30537/sijmb.v3i1.135.

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The study focused on investigating the impact of organizational culture types on the job satisfaction of employees. The study was based on four cultural types named as clan, adhocracy, market, and hierarchy culture. The empirical investigation was conducted by data collection from 11 organizations of Rawalpindi and Islamabad with the help of questionnaire based on five points Likert scale. The famous organizational culture model adopted from research of (S. K. Cameron, & Freeman, J. S., 1991) which incorporated clan, adhocracy, market and hierarchy cultures were utilized to test hypotheses against job satisfaction. The study was based on collection of data from entrepreneurial organizations and it was interesting to note that all the four type of cultures were prevailing in the same nature of the organizations. The study was conducted in order to cater with the discrepancies found in the literature. The Asian cultural studies depict contradictory phenomena as compared to the Western studies and this study added to the literature by showing that being Asian country the results match with the studies conducted in Western settings. The study suggests that culture types strongly impact the job satisfaction of employees. Employees working under clan and adhocracy culture were satisfied with their jobs. While those working under hierarchy and market cultures were dissatisfied with their jobs. The findings of the study are not just significant for academic purposes but are also critical for managers in determining the employee job satisfaction.

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Olynick, Janna, and Han Z. Li. "Organizational Culture and Its Relationship with Employee Stress, Enjoyment of Work and Productivity." International Journal of Psychological Studies 12, no. 2 (May 12, 2020): 14. http://dx.doi.org/10.5539/ijps.v12n2p14.

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Despite a recent resurgence in the study of organizational culture, insufficient attention has been paid to the impact of the types of organizational culture on employee well-being and productivity in Canadian settings. This study investigated which types of organizational culture are most closely related to employee levels of work-related stress, enjoyment of work and self-perceived productivity. A secondary research interest was to identify the dominant culture type at the studied university in northern Canada. A total of 193 staff members from various departments (e.g., academic services, facilities, student life) completed an online survey containing questions on organizational culture, stress, enjoyment of work and productivity. Three intriguing findings were generated from the data: (1) All four types of organizational culture – clan, hierarchy, adhocracy, market – were identified at the institution; (2) the hierarchy culture was most prevalent, followed by the adhocracy culture, the market culture and then the clan culture; and (3) the type of organizational culture was significantly related to stress, enjoyment of work and productivity. Employees working in a clan culture reported the lowest levels of stress, and highest levels of enjoyment and productivity, followed by those in the adhocracy and hierarchy cultures, lastly the market culture. Important implications include: (1) Organizational leaders need to take into account the role organizational culture plays in employee well-being and workplace functioning, and (2) Organizational leaders should implement strategies to create a workplace culture that promotes employee well-being and productivity.

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Bellini, Carlo Gabriel Porto, Rita de Cássia de Faria Pereira, and João Luiz Becker. "Organizational structure and enterprise systems implementation." Information Technology & People 29, no. 3 (August 1, 2016): 527–55. http://dx.doi.org/10.1108/itp-04-2014-0076.

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Purpose – The purpose of this paper is to discuss the structural design of customer teams (CuTes) working with external teams to implement customized information systems (IS). Design consists of theoretically based measures and a first set of real-world, empirical values. Design/methodology/approach – A search in the organizational literature suggested that the adhocracy is the preferred structure for CuTes. Adhocracy-like measures were then developed and applied to a high-performance CuTe to reveal a first benchmark for a team’s adhocratic design. Findings – High-performance CuTes do not necessarily implement the adhocratic principles to the highest degree. Research limitations/implications – It is still open whether all the structural measures described here are necessary and sufficient to describe the adhocracy-like structural design of CuTes. Practical implications – The CuTe is highlighted as the key incumbent of cooperation with the technology supplier and consultants in terms of project authority and responsibility. A psychometric instrument and real-world values are proposed as a reference for the structural design of high-performance CuTes. Social implications – The performance of IS projects is a social concern, since IS products should be aimed at serving people better both inside and outside the organization. Professionals who work in CuTes to develop better IS should receive institutional recognition and management attention. Originality/value – This study seems to be the first to discuss the structure of CuTes in customized IS projects from a theoretical and applied perspective.

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Armstrong, Brian, John Maxwell, Eoghan Ferrie, Emma Greenwood, and Linsey Sheerin. "Diagnosis of organisational culture within an NHS Emergency Department." BMJ Leader 3, no. 1 (March 2019): 19–23. http://dx.doi.org/10.1136/leader-2018-000127.

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BackgroundThe academic literature demonstrates that organisational culture contributes to variation between healthcare organisations in outcomes and performance, patient satisfaction, innovation, healthcare quality and safety and employee job satisfaction.Objectives/methodsThe aims of this research were: (1) to review literature on organisational culture; (2) to identify the dominant culture within the Belfast RVH Emergency Department by using a combination of both the ‘Organisational Culture Assessment Instrument’ and ‘Rich Pictures’ soft systems methodology; and (3) to formulate recommendations.Results/conclusionWe found that the dominant organisational culture is a market culture (29.74 points), followed by hierarchy culture (28.97 points) then a clan culture (25.55 points) and an adhocracy culture (15.74 points), this infers an emphasis is placed predominantly on results and profitability. The results also look at the difference between current and preferred organisational culture. The largest desired difference can be seen in clan culture, with an increase of 12.93 points. Market culture decreases by 12.39 points. Hierarchy culture decreases with 3.58 points and adhocracy culture increases with 3.04 points. The dominant culture in the preferred situation becomes clan culture, followed by hierarchy culture, adhocracy culture and market culture. The results also show there was a differing gap within all professional groupings with admin (24.97 points), doctors (33.71 points), nurses (40.36 points) and others (11.08 points). The Rich Pictures results highlight contrasting multidisciplinary dynamics in regard to hierarchy, interteam cooperation and a team while working under extreme pressure, and were committed to quality, patient safety and service innovation.

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Owusu, Dominic. "Effect of corporate culture on organisational performance of star-rated hotels in Ghana." African Journal of Hospitality and Tourism Management 1, no. 2 (December 31, 2019): 81–97. http://dx.doi.org/10.47963/ajthm.v1i2.139.

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Although studies on the relationship between corporate culture and organisational performance abound in other jurisdictions, the focus has been on the composite effect of corporate culture on performance, with little attention given to the predictive value of the corporate culture types on organisational performance. Using the four major corporate culture types (clan, hierarchy, market, and adhocracy) on both financial and non-financial performance of star-rated hotels in Ghana, the study hypothesized that each corporate culture type will exert a positive effect on both financial and non-financial performance. Out of a population of 640 star-rated hotels, 248 hotels were involved in the study, using the multi-stage sampling technique. Questionnaires were administered to managers of the selected hotels. In all, a total of 178 responses were retrieved and analyzed using descriptive statistics (such as mean and standard deviation) and partial least squares in structural equation modeling. Findings of the study indicate that market culture was the most prominent predictor of profitability, return on investment, growth in profit, and sales volume, although it recorded a weak effect size. Adhocracy and hierarchy cultures were also the most prominent in predicting trust, improving supplier relations, improving service quality delivery, and customer retention. The study recommends, for the promotion of market, hierarchy and adhocracy corporate cultures in order to improve both financial and non-financial organisational performance of star-rated hotels in Ghana.

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Luu, Tuan. "Knowledge sharing and competitive intelligence." Marketing Intelligence & Planning 32, no. 3 (April 29, 2014): 269–92. http://dx.doi.org/10.1108/mip-05-2013-0077.

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Purpose – This research excursion through shipping companies in Vietnam sought to investigate whether organizational culture, ethics, and emotional intelligence influence knowledge sharing, which in turn enhances competitive intelligence scanning. This paper aims to discuss the above issue. Design/methodology/approach – In total, 401 responses returned from self-administered structured questionnaires relayed to 635 middle level managers were processed through structural equation modeling approach to test hypotheses. Findings – Knowledge sharing was proved to positively relate to clan, market, or adhocracy culture, ethics of care, and high level of emotional intelligence. Knowledge sharing also shows a positive effect on competitive intelligence scanning. Originality/value – For competitive intelligence scanning to be effective, knowledge should be shared among organizational members, which necessitates the three building blocks: supportive knowledge sharing culture (clan, market, or adhocracy culture), ethics or care, and heightened emotional intelligence.

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Hidayah, Nurul, Maman Abdurahman, and Panji Prayitno. "POLA KOMUNIKASI ADHOKRASI PADA TIM PELAKSANA PROGRAM CIREBON SMART CITY." Communicative : Jurnal Komunikasi dan Dakwah 2, no. 2 (December 31, 2021): 114. http://dx.doi.org/10.47453/communicative.v2i2.438.

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Adhocracy is the antithesis of all bureaucratic characteristics. If the bureaucracy is seen as too rigid about the acceleration of social and technological change, it is immediately necessary to have an adhocracy as a normative administrative. The Cirebon Smart City Program Implementation Team applied an adhocratic pattern in the organizational communication process, thus leading the author to conduct this research. This research method uses qualitative methods with observation and interview data collection. Appointed as one of the cities to implement Smart City, Cirebon City is making every effort to get around various obstacles. Especially structural constraints. The structure is made as dynamic as possible by combining a combination of structural officials and implementing elements who have excellent enthusiasm and competence. Not only that, the city of Cirebon also embraces all existing elements to make the implementation of the Smart City a success. Starting from academia, business, government, media and others. This is because the Smart City program is actually a joint and ongoing program. In addition, Smart City also wants to create a safe, comfortable, prosperous and happy society in a sustainable manner, whether it uses information technology or not. Abstrak Adhocracy merupakan antitesis dari segala sifat birokrasi. Jika birokrasi dipandang terlalu rigid terhadap akselerasi perubahan sosial dan teknologi maka segera dibutuhkan keberadaan adhocracy sebagai administratif yang normative. Tim Pelaksana Program Cirebon Smart City menerapkan pola adhokrasi dalam proses komunikasi organisasi, sehingga membawa penulis melakukan penelitian ini. Metode penelitian ini menggunakan metode kualitatif dengan pengambilan data observasi dan wawancara. Ditunjuk sebagai salah satu kota untuk mengimplementasikan Smart City, Kota Cirebon berupaya sekreatif mungkin untuk menyiasiati berbagai kendala. Khususnya kendala struktural. Struktur dibuat sedinamis mungkin dengan memadukan kombinasi unsur pejabat struktural dan unsur pelaksana yang memiliki semangat dan kompetensi yang sangat baik. Tidak hanya itu, Kota Cirebon juga merangkul semua elemen yang ada untuk bisa menyukseskan implementasi Smart City tersebut. Mulai dari akademisi, bisnis, government, media dan lainnya. Dikarenakan program Smart City sebenarnya merupakan program bersama dan berkelanjutan. Selain itu, Smart City juga berkeinginan untuk mewujudkan masyarakat yang aman, nyaman, sejahtera dan bahagia secara berkelanjutan, baik itu menggunakan teknologi informasi maupun tidak.

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Quinn, Robert E., and Lynda St. Clair. "The emerging professional adhocracy: A general framework of responsive organizing." Consulting Psychology Journal: Practice and Research 49, no. 1 (1997): 25–34. http://dx.doi.org/10.1037/1061-4087.49.1.25.

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Zacka, Bernardo. "Adhocracy, security and responsibility: Revisiting Abu Ghraib a decade later." Contemporary Political Theory 15, no. 1 (April 21, 2015): 38–57. http://dx.doi.org/10.1057/cpt.2015.21.

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Thi Ai Cam, Tran. "The impact of organizational culture on the employee intention to stay and the mediating role of remuneration." Science & Technology Development Journal - Economics - Law and Management 3, no. 4 (January 17, 2020): 367–78. http://dx.doi.org/10.32508/stdjelm.v3i4.580.

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This study investigates the mediating role of remuneration in the impact of organizational culture (i.e. clan, adhocracy, hierarchy and market) on the intention to stay of employees in the information technology (IT) sector. The research model in this paper is developed from previous studies on organizational culture and human resource management. A survey was conducted between May and July 2017 on employees of 25 IT companies in Vietnam, yielding 600 valid responses. On this sample we use confirmative factor analysis and structural model for quantitative analysis. The results indicate that adhocracy culture and market culture have a significant and direct impact on employees’ intention to stay. Meanwhile, remuneration plays a mediating role in these relationships. On the contrary, the relationships between clan culture and hierarchy culture with intention to stay are not statistically significant. These results offer theoretical and practical contributions to human resource managers and references for future research.

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Panuwatwanich, Kriengsak, and Thanh Tung Nguyen. "Influence of Organisational Culture on Total Quality Management Implementation and Firm Performance: Evidence from the Vietnamese Construction Industry." Management and Production Engineering Review 8, no. 1 (March 1, 2017): 5–15. http://dx.doi.org/10.1515/mper-2017-0001.

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Abstract The main purpose of this study is to examine the relationship between organisational culture (OC) and Total Quality Management (TQM), and the influence of TQM implementation on organisational performance improvement within the context of the Vietnamese construction industry. A survey was conducted with 104 respondents from Vietnamese construction firms, using validated survey instruments developed in past research. Analysis techniques include cluster analysis and Structural Equation Modelling. Findings showed that Vietnamese construction firms are dominated by clan and hierarchy cultures rather than adhocracy and market cultures according to Competing Value Framework (CVF) of OC classification. Furthermore, it was found that organisations dominated by either clan or adhocracy cultures could provide a favourable environment for successful TQM implementation, whereas this is not the case for those dominated by both market and hierarchy cultures. This study also confirmed the significant and positive relationship between TQM implementation and organisational performance improvement.

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RITALA, PAAVO, MIKA VANHALA, and KATJA JÄRVELÄINEN. "THE ROLE OF EMPLOYEE INCENTIVES AND MOTIVATION ON ORGANISATIONAL INNOVATIVENESS IN DIFFERENT ORGANISATIONAL CULTURES." International Journal of Innovation Management 24, no. 04 (December 20, 2019): 2050075. http://dx.doi.org/10.1142/s1363919620500759.

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Organisational innovativeness is known to be affected by employee incentives and motivation, but the evidence is inconclusive regarding the organisational contexts and contingencies where this phenomenon takes place. To examine this issue, we adopt the Competing Value Framework of four types of organisational cultures, and hypothesise differences in the incentives–motivation–innovativeness relationships. Using an empirical study of 425 Finnish firms in technology industries, we found in general that intangible and tangible incentives facilitate both intrinsic and extrinsic motivation, but only intrinsic motivation leads to improved organisational innovativeness. Testing our model for subsamples that included clan, adhocracy, market, and hierarchy cultures, we found that results vary considerably between those. First, incentives have different implications to motivation under different organizational cultures. Further, intrinsic motivation leads to innovativeness under adhocracy, clan, and market culture, but not under hierarchy culture, and extrinsic motivation does not lead to innovativeness under any culture.

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Danilenko, O. I., and M. A. Perminova. "Etiquette Behavior in the Context of University Organizational Culture." Vysshee Obrazovanie v Rossii = Higher Education in Russia 31, no. 2 (February 23, 2022): 28–41. http://dx.doi.org/10.31992/0869-3617-2022-31-2-28-41.

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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.

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Akhunzhanova, Inna N., Aleksander P. Lunev, Yulia N. Tomashevskaya, Aleksander V. Koshkarov, and Sanan S. Gamidov. "Adchocratic approach to management in the higher education system: Case of the Astrakhan State University." Vestnik of Saint Petersburg University. Management 19, no. 2 (2020): 180–202. http://dx.doi.org/10.21638/11701/spbu08.2020.203.

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Currently, state institutions of higher education are under pressure from business, the population and the state, which leads to the creation of conditions for dynamic changes in the internal environment of universities. This contradiction between the internal and external environment of universities in the conditions of dynamically changing markets at the post-industrial stage has a negative impact on institutional efficiency, and in these conditions, with the acceleration of instability, a third managerial structure begins to appear that can satisfy the demand for innovations organizations to hybrid universities, which combine a professional, administrative bureaucracy and adhocracy, with no severe restrictions in its structure. In this regard, the authors adapted the features of adhocratic organizations to the conditions of higher education, considered the possibility of applying an adhocratic approach to building the structure and design of an organization on the example of the Astrakhan State University, and identified a number of factors that limit the spread of adhocracy in Russian universities. The main results of the study and the following conclusions were obtained: the organization of training should be carried out on the principles of teamwork for the implementation of complex innovative projects, for which it is necessary to create and develop an appropriate facilities and resources; socialization is one of the key practical models for preparing students in the context of project-based learning and an adhocratic approach; any adhocratic system is a self-learning system, the formation of which requires the creation of appropriate conditions for training and development of university staff; the transition from a professional university to an adhocratic one must be carried out gradually, combining both forms of bureaucracy and adhocracy.

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Naszalyi, Phillipe, and Arnaud Slama-Royer. "An “adhocracy” of stakeholders, the case of ADSA in France (Essonne)." Journal of Accounting & Organizational Change 12, no. 1 (March 7, 2016): 8–23. http://dx.doi.org/10.1108/jaoc-09-2015-0076.

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Purpose – The purpose of this paper is to analyze the structural problems emerging in the course of managing and safeguarding a French association for home care to a thousand elderly or disabled people between 2007 and 2012, employing 150 - 190 people and on the verge of bankruptcy. In France, small local businesses not only compete with major capital outlets in this sector but also with associations of varying size and origin. Free market rules apply, under the legislation of 2003, to what is, in part, “competition free”, being “in the public interest” and within the framework of local and national public funding. Design/methodology/approach – This paper analyses those pragmatic solutions put in place to meet the aim of shared governance and in the context of a generalized financial crisis. Findings – Borrowing from cooperatives and associations, the non-profit-based management structure the authors arrived at, including worker participation in the decision-making processes, raises questions for researchers as to the advisability of any short-term models and the validity of present social and supportive economic models. Originality/value – The hybrid management of this paper is offered as a working model in what the authors have termed an “adhocracy of stakeholders”.

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Quinn, Robert E., and Linda St. Clair. ""The emerging professional adhocracy: A general framework of responsive organizing": Erratum." Consulting Psychology Journal: Practice and Research 49, no. 2 (1997): 82. http://dx.doi.org/10.1037/1061-4087.49.2.82.

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Chen, Feng. "Local State Adhocracy: Infrastructural Power and Stability Maintenance in Grassroots China." Problems of Post-Communism 67, no. 2 (May 21, 2019): 180–92. http://dx.doi.org/10.1080/10758216.2019.1605829.

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Dunn, Elizabeth Cullen. "The Chaos of Humanitarian Aid: Adhocracy in the Republic of Georgia." Humanity: An International Journal of Human Rights, Humanitarianism, and Development 3, no. 1 (2012): 1–23. http://dx.doi.org/10.1353/hum.2012.0005.

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Akhunzhanova, I. N., A. P. Lunev, Yu N. Tomashevskaya, A. V. Koshkarov, and S. S. Gamidov. "Adhocracy as a Modern Form of Organization of Russian Universities Activities." Management Science 9, no. 4 (January 30, 2020): 85–97. http://dx.doi.org/10.26794/2404-022x-2019-9-4-85-97.

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Currently, state institutions of higher education are under business pressure, public and public authorities, that leads to the creation of conditions for dynamic changes in the external and internal environment of universities. In this regard, this paper is devoted to the issues of the Russian universities transformation from a professional bureaucracy into an adhocratic structure, which allows you to flexibly respond to the challenges of the external environment, to solve new challenges facing universities. The methodological base of the study includes theories of organization management in relation to higher education. The authors consider in sufficient detail the theoretical aspects of the differences between professional and innovative organizations, their structure, design parameters, coordination mechanisms, and situational factors. As a result of the study, important conclusions were drawn regarding the mission of the modern university; features of the transition from a professional type of organization to an adhocratic one; the main distinguishing features of adhocracy from other management systems are formulated. The practical significance of the article lies in the fact that the higher education system has been proposed a new structure characteristic of the innovative form of organization. The results of the study may be of interest to government bodies that shape and implement national educational policies.

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Taskiran, Erkan, Canan Cetin, Ata Ozdemirci, Baki Aksu, and Meri Istoriti. "The Effect of the Harmony between Organizational Culture and Values on Job Satisfaction." International Business Research 10, no. 5 (April 24, 2017): 133. http://dx.doi.org/10.5539/ibr.v10n5p133.

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In this study, the effect of the harmony between organizational culture and values on job satisfaction is examined. Hierarchical regression analysis was applied to the data, which was obtained from the study conducted on 181 employees working in a private hospital in Istanbul. The result of the analysis shows that value-culture variation in which employees will have the highest job satisfaction is the traditionalist/conservative values-clan culture. The second most successful value-culture variation on job satisfaction is the impulsive/hedonistic values-adhocracy culture. In other words, it is predicted that job satisfaction will be high when an employee with traditionalist/conservative values works in an organization where clan culture is important, and an employee with impulsive/hedonistic values works in an organization where adhocracy culture is important. The most negative impacts on job satisfaction are impulsive/hedonistic values-clan culture and precautionary values-market culture. In other words, it can be said that an employee with impulsive/hedonistic values will be unhappy in clan culture, and an employee with precautionary values will be unhappy in market culture.

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Trotsuk, Irina V., and Daria V. Sukhoverova. "Corporate Culture as a Tool for Improving University’s Competitiveness." Higher Education in Russia 27, no. 11 (December 21, 2018): 44–54. http://dx.doi.org/10.31992/0869-3617-2018-27-11-44-54.

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In recent years, the terms ‘corporate/organizational culture’ and ‘ranking’ have become important reference points for the Russian system of university management and criteria for assessing the quality of higher education. However, these terms are rarely considered as interrelated, which can be explained mainly by the lack of studies assessing the role of corporate culture as a tool for improving universities’ positions in the international rankings. Nevertheless, the available data allow to draw some conclusions about characteristics of the corporate culture of the leaders of the world university rankings (it is a combination of the elements of market, adhocracy and clan types of organizational culture), which are not yet typical for classical Russian universities with the dominance of the elements of clan and bureaucratic/hierarchical types of corporate culture. The article presents the results of two surveys conducted in the RUDN University on the basis of CameronQuinn methodology. They revealed the framework of competing values and showed that over the past decade the share of bureaucratic/hierarchical type decreased due to an increase in the share of market and adhocracy types of culture that are typical for the leaders of world university rankings.

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Adeinat, Iman M., and Fatheia H. Abdulfatah. "Organizational culture and knowledge management processes: case study in a public university." VINE Journal of Information and Knowledge Management Systems 49, no. 1 (March 6, 2019): 35–53. http://dx.doi.org/10.1108/vjikms-05-2018-0041.

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Purpose The purpose of this paper is to examine knowledge management interrelationships in higher education institutions and to assess the impact of the university’s culture on knowledge management processes: creation, dissemination, exchange and application. Design/methodology/approach The proposed model establishes the relationships between organizational culture (OC) and knowledge management processes in a single framework. The study used the organizational culture assessment instrument to determine the culture type and used structural equation modeling to assess the underlying relationships between knowledge management process and OC. Findings The results of the factor analysis used in this study suggest that adhocracy organizational culture, in which an organization is characterized by emphasis on individual initiative and employee empowerment, may not necessarily affect all knowledge management processes equally. In particular, an organization’s culture principally influences the knowledge creation process, followed by knowledge exchange, in a public university setting. Originality/value The study provides a comprehensive outlook on the effect of adhocracy culture in higher education on the knowledge management process through the lens of one cultural context. In addition, this is the first study that explores the OC effect on knowledge management process in a Saudi public university.

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Ogbeibu, Samuel, Abdelhak Senadjki, Jude Emelifeonwu, and Paramjeet Singh Vohra. "Inspiring Creativity in Diverse Organizational Cultures: An Expatriate Integrity Dilemma." FIIB Business Review 9, no. 1 (January 14, 2020): 28–41. http://dx.doi.org/10.1177/2319714519891668.

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Employee creativity can bolster organizational competitiveness and survival. Although, when in host countries, expatriate top management leaders (ETML) are often challenged to constantly exhibit integrity that positively impacts the creativity of employees, despite prevalent organizational cultures’ (OCs) influences. Varying influences of distinct OCs and questionable ETML integrity have also been argued to have unpredictable influences on the creativity prowess of several emerging economies like Nigeria. It is, thus, unclear from the literature how ETML and distinct OCs act to inspire employee creativity. This study investigated the relationship between ETML integrity, OC and employee creativity. A cross-sectional survey design was administered to 439 participants from 22 manufacturing organizations in Nigeria, and data analysis was executed by leveraging partial least square path modelling (SmartPLS 3). Results indicated that ETML integrity and adhocracy OC have positive associations with employee creativity. Equally, clan and market OCS reflect negative associations with employee creativity. Surprisingly, ETML integrity dampens the positive relationships between adhocracy OC and hierarchy OC, and employee creativity. Furthermore, ETML integrity reinforces the association of clan OC and market OC with employee creativity. This study offers substantive and significant contributions that can be applied to emerging economies with similar concerns and context.

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Quinn, Robert E., and Lynda St. Clair. "The emerging professional adhocracy: A general framework of responsive organizing (a republication)." Consulting Psychology Journal: Practice and Research 49, no. 2 (1997): 152–61. http://dx.doi.org/10.1037/h0092664.

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Keskin, Halit, Ali E. Akgün, Ayşe Günsel, and Salih Zeki İmamoğlu. "The Relationships Between Adhocracy and Clan Cultures and Tacit Oriented KM Strategy." Journal of Transnational Management 10, no. 3 (October 12, 2005): 39–53. http://dx.doi.org/10.1300/j482v10n03_04.

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Porcu, Lucia, Salvador del Barrio-García, Juan Miguel Alcántara-Pilar, and Esmeralda Crespo-Almendros. "Do adhocracy and market cultures facilitate firm-wide integrated marketing communication (IMC)?" International Journal of Advertising 36, no. 1 (May 16, 2016): 121–41. http://dx.doi.org/10.1080/02650487.2016.1185207.

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Journal articles on the topic 'Adhocracy'

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