Journal articles: 'Assessing organizational culture'

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FLEEGER, MARY ELLEN. "Assessing Organizational Culture." Nursing Management (Springhouse) 24, no. 2 (February 1993): 39???41. http://dx.doi.org/10.1097/00006247-199302000-00009.

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DeBode, Jason D., Achilles A. Armenakis, Hubert S. Feild, and Alan G. Walker. "Assessing Ethical Organizational Culture." Journal of Applied Behavioral Science 49, no. 4 (September 20, 2013): 460–84. http://dx.doi.org/10.1177/0021886313500987.

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Bellot, Jennifer. "Defining and Assessing Organizational Culture." Nursing Forum 46, no. 1 (January 2011): 29–37. http://dx.doi.org/10.1111/j.1744-6198.2010.00207.x.

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Fokina, Olga, and Yuri Krupnov. "Evaluation of the company's organizational culture." E3S Web of Conferences 210 (2020): 10007. http://dx.doi.org/10.1051/e3sconf/202021010007.

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The article considers the possibility of applying Western methods of assessing organizational culture for the analysis of Russian companies. The question is raised about the different perception of organizational culture by management and performers. The authors show the need to simplify the methods for the initial assessment by the company's management. The article proposes questionnaires for assessing the elements of organizational culture in two formats, for managers and for performers. The methodology was tested on the example of a construction company, which has a wide gap in communications and geographical location between administrative employees and construction workers.

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van Rooij, Benjamin, and Adam Fine. "Toxic Corporate Culture: Assessing Organizational Processes of Deviancy." Administrative Sciences 8, no. 3 (June 22, 2018): 23. http://dx.doi.org/10.3390/admsci8030023.

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Stohr, Mary K., Craig Hemmens, Peter A. Collins, Brian Iannacchione, Marianne Hudson, and Hailey Johnson. "Assessing the Organizational Culture in a Jail Setting." Prison Journal 92, no. 3 (June 19, 2012): 358–87. http://dx.doi.org/10.1177/0032885512448614.

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Sinha, Vinita, and Pratima Sheorey. "Assessing Organizational Culture in an Indian Manufacturing Firm." Global Business and Organizational Excellence 35, no. 5 (June 9, 2016): 71–78. http://dx.doi.org/10.1002/joe.21699.

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Hughes, Linda. "Assessing Organizational Culture: Strategies for the External Consultant." Nursing Forum 25, no. 1 (January 1990): 15–19. http://dx.doi.org/10.1111/j.1744-6198.1990.tb00833.x.

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Weston, Harold, Thomas A. Conklin, and Kristen Drobnis. "Assessing and Re-setting Culture in Enterprise Risk Management." Assurances et gestion des risques 85, no. 1-2 (September 17, 2018): 131–72. http://dx.doi.org/10.7202/1051319ar.

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Among the tenets of enterprise risk management (ERM) is the need to instill a risk-aware culture throughout the firm. Yet, how to actually interpret and change organizational culture is generally missing from the ERM literature. Prior surveys found risk managers lacked useful information about organizational culture and cultural change to implement a “risk aware culture.” Our survey of risk managers found this gap persists. The disciplines of organizational studies, business anthropology and sociology provide guidance on organizational culture, which involves identifying and interpreting the embedded assumptions, values, myths, artifacts, rituals, and stories that communicate and perpetuate a culture. The risk manager can use this knowledge to apply change to the culture. Changing behavior without changing culture may simply result in compliance without adoption. This article seeks to bridge the studies of organizational culture and change to the risk manager.

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Kartolo, Arief Banindro, and Catherine T. Kwantes. "Organizational culture, perceived societal and organizational discrimination." Equality, Diversity and Inclusion: An International Journal 38, no. 6 (August 19, 2019): 602–18. http://dx.doi.org/10.1108/edi-10-2018-0191.

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Purpose The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace. Design/methodology/approach A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method. Findings Results suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination. Originality/value This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.

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Baker, G. Ross. "D22 Assessing and Influencing Organizational Culture for Quality Improvement." Quality Management in Health Care 1, Supplement (1993): 69. http://dx.doi.org/10.1097/00019514-199312001-00103.

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Baker, G. Ross. "D22 Assessing and Influencing Organizational Culture for Quality Improvement." Quality Management in Health Care 1, Supplement (December 1993): 69. http://dx.doi.org/10.1097/00019514-199301041-00103.

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Mearns, Kathryn J., and Rhona Flin. "Assessing the state of organizational safety—culture or climate?" Current Psychology 18, no. 1 (March 1999): 5–17. http://dx.doi.org/10.1007/s12144-999-1013-3.

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UZKURT, CEVAHIR, RACHNA KUMAR, and NURCAN ENSARI. "ASSESSING ORGANIZATIONAL READINESS FOR INNOVATION: AN EXPLORATORY STUDY ON ORGANIZATIONAL CHARACTERISTICS OF INNOVATIVENESS." International Journal of Innovation and Technology Management 10, no. 04 (August 2013): 1350018. http://dx.doi.org/10.1142/s0219877013500181.

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The purpose of this study is to identify and present the key organizational characteristics of innovativeness which will provide an organization a better assessment of their readiness for innovation. An extensive examination of the existing literature was performed to identify the gaps in research on innovativeness, and to generate candidate characteristics for assessing an organization's readiness for innovation. The research employed focus groups with managers and professionals in an exploratory study as the first step in developing a measure for assessing characteristics for organizational innovativeness. A content analysis of the results revealed five underlying characteristics for organizational innovativeness. The most frequently cited characteristics were innovative organizational culture, structure and climate. This was followed by leadership and management style that support innovation, organizational support to innovate and change, creative human capital, and learning orientation and knowledge management respectively. These results are consistent with the existing literature in this area. Our results provide an important contribution to the developing body of innovation literature, and provide implications for organizations interested in assessing their readiness to innovate.

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Sujitjorn, Sarawut, Nuttapol Assarut, Naphatthira Mungthanaworakun, Porama Tiptanasup, and Nuttawutti Tavornvisitporn. "Assessing the Organizational Culture of Thai Synchrotron Light Research Institute." Open Journal of Business and Management 08, no. 02 (2020): 649–59. http://dx.doi.org/10.4236/ojbm.2020.82039.

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Glisson, Charles. "Assessing and Changing Organizational Culture and Climate for Effective Services." Research on Social Work Practice 17, no. 6 (May 31, 2007): 736–47. http://dx.doi.org/10.1177/1049731507301659.

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Kassem, Rassel, Mian Ajmal, Angappa Gunasekaran, and Petri Helo. "Assessing the impact of organizational culture on achieving business excellence with a moderating role of ICT." Benchmarking: An International Journal 26, no. 1 (February 4, 2019): 117–46. http://dx.doi.org/10.1108/bij-03-2018-0068.

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PurposeThe purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.Design/methodology/approachData were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.FindingsOrganizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.Research limitations/implicationsThis study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.Originality/valueThis is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

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Prilleltensky, Isaac, Samantha Dietz, Cengiz Zopluoglu, Adam Clarke, Miriam Lipsky, and Christopher M. Hartnett. "Assessing a Culture of Mattering in a Higher Education Context." Journal for the Study of Postsecondary and Tertiary Education 5 (2020): 085–104. http://dx.doi.org/10.28945/4539.

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Aim/Purpose: The purpose of this study was to examine the factor structure of a newly developed Culture of Mattering survey (CoM) that evaluates mattering in the context of relationships with supervisors, colleagues, and the organization as a whole. Background: Mattering can be defined as the experience of feeling valued and adding value. Despite the importance of mattering in personal and occupational domains, there is very little research on organizational cultures that promote mattering. As far as we know, there is no research on the measurement and promotion of a culture of mattering in higher education settings. Methodology: Data were collected from 4,264 university employees across 469 work units using web-based surveys. CoM scores were aggregated into unit-level average scores, which were the focus of all analyses. Contribution: This study is the first to examine the measurement of a CoM in a higher education context. The specific context consists of a set of principles and behaviors enacted in relationship with supervisors, colleagues, and the organization as a whole. Findings: Factor analysis of the CoM resulted in one general factor (α = .90), and three sub-factors dealing with supervisors (α = .95), colleagues (α = .92), and the organization as a whole (α = .86). Recommendations for Practitioners: When trying to improve organizational culture, attention must be paid to how employees feel at all these levels. Recommendation for Researchers: This study shows that it is important to pay attention to three contextual levels when assessing mattering among faculty and staff: interactions with supervisors, colleagues, and the entire organization. Impact on Society: Mattering is a crucial aspect of organizational health and well-being. Future Research: It is important to study how mattering in higher education impacts the well-being of faculty, staff, and students.

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Hogail, Areej Al. "Cultivating and Assessing an Organizational Information Security Culture; an Empirical Study." International Journal of Security and Its Applications 9, no. 7 (July 31, 2015): 163–78. http://dx.doi.org/10.14257/ijsia.2015.9.7.15.

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Tereshchuk, Ekaterina. "Measuring the efficiency of organizational culture in the context of personnel management." Socium i vlast 6 (2020): 55–66. http://dx.doi.org/10.22394/1996-0522-2020-6-55-66.

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Introduction. The article is focused on possibilities of measuring the efficiency of organizational culture, which is relevant when planning and justifying the expenditures for personnel management. The aim of the study is to formulate an algorithm of actions which makes it possible to move from assessing the existing organizational culture to assessing the expected economic effects from measures to maintain or develop it. Methods. In the course of the research, the methods of comparative analysis, system analysis, functional analysis, desk research were used. Scientific novelty. In works devoted to measuring organizational culture, the emphasis is made on diagnosing its state, its features in any specific organizations, recorded, as a rule, on the basis of a number of well-known author’s methods. Researches on HR analytics and practical recommendations are focused on building a system of HR metrics and identifying their correlation with an organization economic performance in order to see solutions - “insights” in human resource management. At the same time, there are no works reflecting the relationship between the characteristics of organizational culture and the expected economic effects of its functioning, which would justify the necessity of expenditures for managing organizational culture for each specific organization. The article describes the possibility of transition from measuring the culture characteristics to the indicator of return on investment in human capital. Conclusions. The practice of assessing the economic efficiency of decisions related to the expenditures for organizational culture is accompanied by a number of difficulties in justifying the expected results. In our opinion, the variant of measuring the effectiveness of organizational culture described in the article has the right to exist. It should be noted that the correlations between culture indicators, HR metrics and economic effects can vary for different organizations, which is established empirically by observing changes in all indicators and their relationships over time.

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Gokce, Beste, Salih Guney, and Alev Katrinli. "Does Doctors' Perception of Hospital Leadership Style and Organizational Culture Influence Their Organizational Commitment?" Social Behavior and Personality: an international journal 42, no. 9 (October 26, 2014): 1549–61. http://dx.doi.org/10.2224/sbp.2014.42.9.1549.

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Our aim in this study was to determine the effect of organizational culture on the relationship between perception of leadership style and commitment to the organization by identifying firstly how Turkish doctors perceived the leadership behavior at private hospitals and then assessing the level of their organizational commitment. We developed and then tested a research model that incorporated leadership style, organizational commitment, and organizational culture. We distributed a survey to doctors working at four private hospitals in Turkey (N = 98). We found that doctors' perceptions of leadership behavior had a statistically significant, positive effect on their level of organizational commitment. We also found that organizational culture did not act as a moderator in this relationship.

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Sheridan, Lynn Marie Marthe, Natasha Hubbard Murdock, and Emily Harder. "Assessing Mentoring Culture: Faculty and Staff Perceptions, Gaps, and Strengths." Canadian Journal of Higher Education 45, no. 4 (December 31, 2015): 423–39. http://dx.doi.org/10.47678/cjhe.v45i4.184938.

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The purpose of this non-experimental, cross-sectional, descriptive research was to survey faculty and staff perceptions of mentorship in a postsecondary institution in order to determine gaps and strengths in the current mentorship environment. The anecdotal activities we present reflect our educational practice environment through the work of our Mentorship Team. Data were collected utilizing Zachary’s Mentor Culture Audit tool. The culture building block measured 4.65 on a 7-point Likert scale, suggesting the presence of a weak mentorship culture. However, the infrastructure building block measured only 3.41, showing that organizational resources and supports are below average. We also present eight hallmark category results to further identify strengths and gaps. This is the first assessment of our mentoring culture at an organizational level. Other postsecondary institutions may benefit from formally assessing the gaps in and strengths of their mentorship culture to assist them with acquiring adequate resources to further develop and sustain their mentoring activities.

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Rynkevich, Natalya. "Integral Methodology of Estimation of Development of Organizational Culture of Enterprises (according to the results of expert survey)." Herald of the Economic Sciences of Ukraine, no. 2(37) (December 23, 2019): 115–20. http://dx.doi.org/10.37405/1729-7206.2019.2(37).115-120.

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At present, organizational culture has a leading position in the enterprise management system. The purpose of this study is to improve the methodology for assessing the development of organizational culture of enterprises and its testing on the example of Ukrainian enterprises in the provision of transport, consulting and banking services. As a result of the research, a questionnaire was made of 24 statements concerning the peculiarities of the organizational culture of enterprises, and on this basis an analysis and evaluation of the organizational culture was carried out. The reliability of the survey results was calculated using the Alpha Cronbach coefficient and XYZ-analysis. The integrated method of estimation of development of organizational culture of the enterprises is offered. The testing of this methodology showed that the surveyed enterprises have an average level of development of organizational culture, since the values of the integral indicators are in the range of 0.5–0.75. Based on the mentioned above, it is essential to propose priority directions to improve the management of enterprises’ organizational culture development: the application of a customer-oriented approach to the formation of organizational culture, based on the customer focus, complemented by the cross-functional interaction of company human resources in the decision-making process; development and realization: the mechanism of the strategic management of the enterprise organizational culture development; marketing strategy of the enterprise organizational culture development; organizational and economic mechanism for enterprise organizational culture development managing; the complex of measures for the digital transformation of enterprises organizational culture, which includes: use of employee-driven management, that is, an HR oriented approach to management – continuous employees training and skills development halves the time of a new product launching on the market; implementation of HRmaps the next generation modular platform for HR management – a comprehensive solution for the HR processes automation, which consists of 4 modules and the HR portal (personnel assessment; recruitment and adaptation; planning and career; training and development); HR digital upgrade, which is based on the introduction of a digital cloud platform providing a digital format for all personnel processes (up to 90% automation), which allows monitoring and company development. The practical value of the study is that the proposed methodical approach can be used in the activities of enterprises in assessing the level of development of their organizational culture. Keywords enterprise, organizational culture, Denison’s methodology, integrated estimation methodology, level of development of organizational culture, approbation, profile of organizational culture.

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Cao, Zhi, Baofeng Huo, Yuan Li, and Xiande Zhao. "The impact of organizational culture on supply chain integration: a contingency and configuration approach." Supply Chain Management: An International Journal 20, no. 1 (January 12, 2015): 24–41. http://dx.doi.org/10.1108/scm-11-2013-0426.

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Purpose – This study aims to bridge the gap in understanding the effects of organizational culture on supply chain integration (SCI) by examining the relationships between organizational cultures and SCI. The extant studies investigating the antecedents of SCI focus mainly on environments, interfirm relationships and other firm-level factors. These studies generally overlook the role of organizational culture. The few studies that do examine the effects of organizational culture on SCI show inconsistent findings. Design/methodology/approach – By placing organizational culture within the competing value framework (CVF), this study establishes a conceptual model for the relationships between organizational culture and SCI. The study uses both a contingency approach and a configuration approach to examine these proposed relationships using data collected from 317 manufacturers across ten countries. Findings – The contingency results indicate that both development and group culture are positively related to all three dimensions of SCI. However, rational culture is positively related only to internal integration, and hierarchical culture is negatively related to both internal and customer integration. The configuration approach identifies four profiles of organizational culture: the Hierarchical, Flexible, Flatness and Across-the-Board profiles. The Flatness profile shows the highest levels of development, group and rational cultures and the lowest level of hierarchical culture. The Flatness profile also achieves the highest levels of internal, customer and supplier integration. Research limitations/implications – This study is subject to several limitations. In theoretical terms, this study does not resolve all of the inconsistencies in the relationship between organizational culture and SCI. In terms of methodology, this study uses cross-sectional data from high-performance manufacturers. Such data cannot provide strong causal explanations, but only broad and general findings. Practical implications – This study reminds managers to consider organizational culture when they implement SCI. The study also provides clues to help managers in assessing and adjusting organizational culture as necessary for SCI. Originality/value – This study makes two theoretical contributions. First, by examining the relationships between organizational culture and SCI in a new context, the findings of the study provide additional evidence to reconcile the previously inconsistent findings on this subject. Second, by departing from the previous practice of investigating only particular dimensions of organizational culture, this study adopts a combined contingency and configuration approach to address both the individual and synergistic effects of all dimensions of organizational culture. This more comprehensive approach deepens our understanding of the relationship between organizational culture and SCI.

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Rocha, Fernanda Ludmilla Rossi, Maria Helena Palucci Marziale, Michele Cristina de Carvalho, Samira de Fátima Cardeal Id, and Monica Chiodi Toscano de Campos. "The organizational culture of a Brazilian public hospital." Revista da Escola de Enfermagem da USP 48, no. 2 (April 2014): 308–14. http://dx.doi.org/10.1590/s0080-6234201400002000016.

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The objective of this research was to analyze the organizational culture of a Brazilian public hospital. It is a descriptive study with quantitative approach of data, developed in a public hospital of São Paulo State, Brazil. The sample was composed by 52 nurses and 146 nursing technicians and auxiliaries. Data were collected from January to June 2011 using the Brazilian Instrument for Assessing Organizational Culture – IBACO. The analysis of the organizational values showed the existence of hierarchical rigidity and centralization of power within the institution, as well as individualism and competition, which hinders teamwork. The values concerning workers’ well-being, satisfaction and motivation were not highly valued. In regard to organizational practices, the promotion of interpersonal relationship, continuous education, and rewarding practices were not valued either. It becomes apparent that traditional models of work organization support work practices and determine the organizational culture of the hospital.

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Ford, Eric W., Geoffrey A. Silvera, Abby S. Kazley, Mark L. Diana, and Timothy R. Huerta. "Assessing the relationship between patient safety culture and EHR strategy." International Journal of Health Care Quality Assurance 29, no. 6 (July 11, 2016): 614–27. http://dx.doi.org/10.1108/ijhcqa-10-2015-0125.

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Purpose – The purpose of this paper is to explore the relationship between hospitals’ electronic health record (EHR) adoption characteristics and their patient safety cultures. The “Meaningful Use” (MU) program is designed to increase hospitals’ adoption of EHR, which will lead to better care quality, reduce medical errors, avoid unnecessary cost, and promote a patient safety culture. To reduce medical errors, hospital leaders have been encouraged to promote safety cultures common to high-reliability organizations. Expecting a positive relationship between EHR adoption and improved patient safety cultures appears sound in theory, but it has yet to be empirically demonstrated. Design/methodology/approach – Providers’ perceptions of patient safety culture and counts of patient safety incidents are explored in relationship to hospital EHR adoption patterns. Multi-level modeling is employed to data drawn from the Agency for Healthcare Research and Quality’s surveys on patient safety culture (level 1) and the American Hospital Association’s survey and healthcare information technology supplement (level 2). Findings – The findings suggest that the early adoption of EHR capabilities hold a negative association to the number of patient safety events reported. However, this relationship was not present in providers’ perceptions of overall patient safety cultures. These mixed results suggest that the understanding of the EHR-patient safety culture relationship needs further research. Originality/value – Relating EHR MU and providers’ care quality attitudes is an important leading indicator for improved patient safety cultures. For healthcare facility managers and providers, the ability to effectively quantify the impact of new technologies on efforts to change organizational cultures is important for pinpointing clinical areas for process improvements.

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Ciavarelli, Anthony P. "HFES 51st Annual Meeting: Assessing Safety Climate and Organizational Risk." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 51, no. 20 (October 2007): 1406–10. http://dx.doi.org/10.1177/154193120705102007.

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Research conducted at the Navy Postgraduate School, over the past 10 years, has focused on key organizational factors that may influence the likelihood of an accident or organizational failure. The concept of “high-reliability-organizations”, originated by Dr. Karlene Roberts and her colleagues at UC Berkeley, California, and was used as a point of departure for understanding how different organizations manage the risk of accidents and other organizational failures. High-reliability organizations are those that are very successful at reducing the risks of operational hazards that typically underlie accidents and organizational disasters, such as the Challenger and Columbia Shuttle accidents. Included in the concept of high-reliability organizations are factors related to the safety culture of the organization. The author and his colleagues at the Naval Postgraduate School and UC Berkeley have developed and validated a web-based safety climate assessment and feedback system now in use in Naval Aviation and in other aviation, aerospace, and medical applications. This paper reviews recent findings in the application of safety climate and culture assessments conducted in naval aviation and US hospitals.

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Zaheer, Arshad, Kashif ur Rehman Kashif ur Rehman, and Abrar Ahmad. "Organizational Culture Assessment of Small & Medium-Sized Enterprises." LAHORE JOURNAL OF ECONOMICS 11, no. 2 (July 1, 2006): 155–67. http://dx.doi.org/10.35536/lje.2006.v11.i2.a9.

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This paper is an ethnographic study defining and assessing the organizational culture exhibited by Small and Medium Enterprises (SMEs). It primarily focuses on four cultural categories: clan, adhocracy, hierarchy and market-driven. These conceptual domains have been examined by the Organizational Culture Assessment Instrument. Results from a sample of 162 SMEs in the Rawalpindi/Islamabad area indicate that SME culture lacks creativity, innovation, freedom and risk taking. SMEs are not looking to change in the future, preferring the status quo. The most important finding is that SMEs exhibit a market- oriented culture focusing on results, competition and achievements.

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Azyabi, Abdulmajeed, Waldemar Karwowski, and Mohammad Reza Davahli. "Assessing Patient Safety Culture in Hospital Settings." International Journal of Environmental Research and Public Health 18, no. 5 (March 3, 2021): 2466. http://dx.doi.org/10.3390/ijerph18052466.

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The current knowledge about patient safety culture (PSC) in the healthcare industry, as well as the research tools that have been used to evaluate PSC in hospitals, is limited. Such a limitation may hamper current efforts to improve patient safety worldwide. This study provides a systematic review of published research on the perception of PSC in hospitals. The research methods used to survey and evaluate PSC in healthcare settings are also explored. A list of academic databases was searched from 2006 to 2020 to form a comprehensive view of PSC’s current applications. The following research instruments have been applied in the past to assess PSC: the Hospital Survey on Patient Safety Culture (HSPSC), the Safety Attitudes Questionnaire (SAQ), the Patient Safety Climate in Health Care Organizations (PSCHO), the Modified Stanford Instrument (MSI-2006), and the Scottish Hospital Safety Questionnaire (SHSQ). Some of the most critical factors that impact the PSC are teamwork and organizational and behavioral learning. Reporting errors and safety awareness, gender and demographics, work experience, and staffing levels have also been identified as essential factors. Therefore, these factors will need to be considered in future work to improve PSC. Finally, the results reveal strong evidence of growing interest among individuals in the healthcare industry to assess hospitals’ general patient safety culture.

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Cooke, Robert A., and Janet L. Szumal. "Measuring Normative Beliefs and Shared Behavioral Expectations in Organizations: The Reliability and Validity of the Organizational Culture Inventory." Psychological Reports 72, no. 3_suppl (June 1993): 1299–330. http://dx.doi.org/10.2466/pr0.1993.72.3c.1299.

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The Organizational Culture Inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive These cultural norms are hypothesized to influence the thinking and behavior of organizational members, their motivation and performance, and their satisfaction and stress. As components of organizational culture, behavioral expectations are considered to be shared and enduring in nature. Tests of three types of reliability—internal consistency, interrater, and test-retest—and two types of validity—construct and criterion-related—on data provided by 4,890 respondents indicate that the inventory is a dependable instrument for assessing the normative aspects of culture. Obtained alpha coefficients support the internal consistency of the scales; tests for interrater agreement show that significant variance in individuals' responses is explained by their organizational membership; and tests for differences across time show the temporal consistency of scale scores. Factor analysis results provide general support for the construct validity of the scales, most of which were related to both individual and organizational criteria as predicted.

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Wu, Li-Fan, Ing-Chung Huang, Wei-Chang Huang, and Pey-Lan Du. "Aligning organizational culture and operations strategy to improve innovation outcomes." Journal of Organizational Change Management 32, no. 2 (April 8, 2019): 224–50. http://dx.doi.org/10.1108/jocm-03-2018-0073.

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Purpose Innovation is a key factor in assessing organizational success. The purpose of this paper is to examine how the organizational culture and operations strategy impact organizational innovation. It explores the influence of various combinations of organizational cultures and operations strategies on a firm’s ability to innovate both in process and product. Design/methodology/approach A conceptual model is developed which attempts to explain how the reciprocal and dynamic interactive relationship between organizational culture and operations strategy and innovation is structured. In total, 233 valid questionnaires were collected from 17 small- and medium-sized enterprises (SMEs) in Taiwan. Structural equation modeling was used to investigate the direction and strengths of the relationships and develop a comprehensive picture to illustrate the drivers of successful innovation. Findings The analysis and conclusions confirm the suitability of Culture–Strategy–Innovation Model and the detailed results demonstrate that a combination of innovative organizational culture and flexibility-oriented operations strategy has the strongest influence on a firm’s innovation process thereby improving their innovative organizational outcomes. Practical implications Although based on Taiwanese manufacturing industries these results provide useful insights for manufacturing industries in general. In alternative contexts, the combination of different dimensions of culture and strategy can be expected to cause different levels of success in innovation. This study provides robust evidence to explain the organizational climate needed to guide the innovative and flexibility considerations needed for SMEs in the manufacturing industry. Originality/value This is an empirical study which specifically investigates the activities of SMEs in the metal/plastic manufacturing industry in Taiwan and in particular examines organizational culture, operations strategies and innovation. The research model proposed and confirmed offers a new multi-dimensional structure of culture and strategy linked with their various related dynamic interrelationships and the drivers that impact organizational innovation.

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El-Mekawy, Mohamed, Ehsan Kaboudvand, and Lazar Rusu. "An Organizational Culture Perspective in Business-IT Alignment." International Journal of IT/Business Alignment and Governance 3, no. 1 (January 2012): 1–26. http://dx.doi.org/10.4018/jitbag.2012010101.

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Business-IT alignment (BITA) has gained attention during the last decade. As a result, a number of theoretical models that can be applied as supportive tools for assessing different components of BITA have been developed. However, most of these efforts have been produced in different countries and they ignore the factor that’s subjected to change due to cultural contexts. The purpose of this paper is to investigate the impact of organizational culture on achieving BITA and influences its maturity. The research method and process follows the design science research and is done in three phases. First, an in-depth literature survey followed by a survey was carried out to identify and classify limitations of BITA attributes (based on Luftman’s strategic alignment maturity (SAM)) model and then, hypothesize the potential impact of organizational culture element (based on the Smit et al. model) on BITA attributes. Second, an empirical study is carried out to test the hypotheses in order to identify the limited BITA attributes based on organizational culture context. These attributes are further classified for proposing an extended version to the SAM model. Finally, the extended-SAM model is evaluated in 6 Swedish large and medium organizations to test its practicality for comparing its assessment with the assessment of the original SAM model.

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Yansane, A., J. H. Lee, N. Hebballi, E. Obadan-Udoh, J. White, M. Walji, C. Easterday, B. Rindal, D. Worley, and E. Kalenderian. "Assessing the Patient Safety Culture in Dentistry." JDR Clinical & Translational Research 5, no. 4 (January 10, 2020): 399–408. http://dx.doi.org/10.1177/2380084419897614.

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Objectives: Medical errors are among the leading causes of death within the United States. Studies have shown that patients can be harmed while receiving care, sometimes resulting in permanent injury or, in extreme cases, death. To reduce the risk of patient safety incidents, it is imperative that a robust culture of safety be established. The primary objective of this study was to evaluate the patient safety culture among providers at 4 US dental institutions, comparing the results with their medical counterparts in 2016. Methods: This cross-sectional study uses the Medical Office Survey on Patient Safety Culture that was modified for dentistry and administered at 4 US dental institutions during the 2016 calendar year. All dental team members were invited to complete electronic or paper-based versions of the questionnaire. Results: Among 1,615 invited participants, 656 providers responded (rate, 40.6%). Medical institutions outperformed the dental institutions on 9 of the 10 safety culture dimensions, 6 of the 6 overall quality items, and 8 of the 9 patient safety and quality issues. The surveyed dental institutions reported the strongest average percentage positive scores in organizational learning (85%) and teamwork (79%). Conclusion: These findings suggest that the patient safety culture progressed over time. However, there is still heterogeneity within safety culture among academic dental, private (nonacademic), and medical clinics. Knowledge Transfer Statement: Patient safety is the first dimension of quality improvement. Administering the Medical Office Survey on Patient Safety Culture within dental clinics represents a key measure to understand where improvements can be made with respect to patient care safety.

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O'Reilly, Charles A., Jennifer Chatman, and David F. Caldwell. "PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT." Academy of Management Journal 34, no. 3 (September 1991): 487–516. http://dx.doi.org/10.5465/256404.

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Milhauser, Kathy. "Assessing Organizational Culture and Climate: A Customizable Approach to Designing Sustainable Change Initiatives." Organizational Cultures: An International Journal 15, no. 2 (2015): 1–10. http://dx.doi.org/10.18848/2327-8013/cgp/v15i02/50946.

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Grote, Gudela. "Understanding and assessing safety culture through the lens of organizational management of uncertainty." Safety Science 45, no. 6 (July 2007): 637–52. http://dx.doi.org/10.1016/j.ssci.2007.04.002.

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Dolamore, Stephanie, and Tara N. Richards. "Assessing the Organizational Culture of Higher Education Institutions in an Era of #MeToo." Public Administration Review 80, no. 6 (March 18, 2020): 1133–37. http://dx.doi.org/10.1111/puar.13179.

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Goodridge, Donna, and Berit Hack. "Assessing the congruence of nursing models with organizational culture: A quality improvement perspective." Journal of Nursing Care Quality 10, no. 2 (January 1996): 41–48. http://dx.doi.org/10.1097/00001786-199601000-00007.

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O'Reilly, C. A., J. Chatman, and D. F. Caldwell. "PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT." Academy of Management Journal 34, no. 3 (September 1, 1991): 487–516. http://dx.doi.org/10.2307/256404.

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Nandan, Shefali, Daphne Halkias, Paul W. Thurman, Marcos Komodromos, Baker Ahmad Alserhan, Chris Adendorff, Norashfah Hanim Yaakop Yahaya Alhaj, et al. "Assessing cross-national invariance of the three-component model of organizational commitment." EuroMed Journal of Business 13, no. 3 (September 3, 2018): 254–79. http://dx.doi.org/10.1108/emjb-09-2017-0031.

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PurposeThe purpose of this paper is to examine affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries.Design/methodology/approachThe work expands on Meyer and Allen’s (1991) three-component model of organizational commitment. It includes relevant literature review on ten countries and the results of a survey of university faculty members, assessing their institutions’ human resources practices and their effect on organizational commitment. Basic descriptive statistics were performed on nominal and interval data, means, medians, and standard deviations were computed, and tests of mean equivalence, including ANOVA tests, were performed. In certain instances, Pearson and Spearman correlations were computed to ascertain correlation, andχ2tests for randomized response were used, while Cronbach’sαtest helped to establish survey instrument validity.FindingsThough certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and, thus, generalizability of the model across cultures.Research limitations/implicationsCultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies.Practical implicationsNational context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter-alia, through the three-component model).Originality/valueThis study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.

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Koutroumanis, Dean A., Mary Anne Watson, and Barbara R. Dastoor. "Developing Organizational Culture In Independently Owned Restaurants: Links To Service Quality And Customers Intentions To Return." Journal of Applied Business Research (JABR) 28, no. 1 (December 21, 2011): 15. http://dx.doi.org/10.19030/jabr.v28i1.6680.

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The study developed and tested a model of organizational culture and customer service as they relate to behavioral intention to return in independently owned, casual dining restaurants. It adds to previous work on organizational culture and hospitality as they related to service quality and behavioral intentions to return by assessing two types of organizational culture, clan and market types. Results indicate that, as proposed, clan culture type is positively related to high levels of perceived service quality and to intentions to return to the restaurant; however market culture type is, as expected, negatively related to intentions to return. The findings lead to practical applications for the restaurant industry with a blueprint for practitioners to develop and improve their service delivery practices in order to generate a larger number of repeat customers.

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Junior, Isaac Ampofo Atta. "EFFECT OF ORGANIZATIONAL POLITICS ON JOB SATISFACTION IN EDUCATION SECTOR OF GHANA. A CASE STUDY OF CHRISTIAN SCHOLARS INTERNATIONAL SCHOOL, KWADASO." Education, Sustainability And Society 3, no. 1 (September 5, 2020): 35–40. http://dx.doi.org/10.26480/ess.01.2020.35.40.

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The principal purpose of the study was to address the effect of organizational politics on job satisfaction in education sector by assessing the positive and negative organizational politics, assessing the connection between organizational politics and job satisfaction and identifying the major job satisfaction factors. The main research design was a case study. The study has a population of 36 with a sample size of 24 from all functions performed using systematic stratified random sampling. The data collection instrument used was questionnaire with a survey as data gathering technique. It was realized that organizational politics relates with job satisfaction in the education sector of Ghana. Also, positive political behavior can be advantageous to greater organizational equality and money, culture, working conditions and security are major factors of job satisfaction respectively.

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Prasetyo, Muhammad Anggung Manumanoso, and Khairul Anwar. "Assessing Organizational Culture: An Important Step for Enhancing the Implementation of Junior High School-Based Pesantren." AL-ISHLAH: Jurnal Pendidikan 13, no. 1 (June 16, 2021): 646–59. http://dx.doi.org/10.35445/alishlah.v13i1.461.

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Pesantren is required to be competitive in the field of science. The presence of the SMP-BP program is one of the efforts to improve science education in Islamic boarding schools. Leadership and culture are essential factors in encouraging the level of organisational management effectiveness. This article aims to deepen knowledge of practices in pesantren culture and its dynamics concerning the effectiveness of pesantren organisations (SMP-BP implementation). The research paradigm is qualitative. Data is obtained through interviews and observations. This research involved pesantren managers consisting of leaders, deputy leaders, and several pesantren teachers in Aceh Tenggara district. This research is necessary because it examines a culture in a practical perspective that visualises and concretises the complexities in Islamic boarding school culture concerning the dynamics of work improvement. The results showed that the formation of pesantren culture is a fundamental principle in creating organisational effectiveness. This study investigates the forms of practice carried out by pesantren managers in increasing organisational effectiveness. Identifying the improvement in the management of pesantren is influenced by the policy factors of the pesantren leadership. Three practices identified in an organisational culture approach are leadership mechanisms, management revitalisation, change commitment, and building organisational culture. The research has implications as material for further studies on strengthening organisational culture both contextually and conceptually on the dynamics of education management.

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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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Tepliuk, M., T. Shkoda, V. Kukoba, T. Chebakova, and S. Petrovska. "Organizational culture in cooperation of business and education in Ukraine." Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu, no. 3 (2021): 184–89. http://dx.doi.org/10.33271/nvngu/2021-3/184.

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Purpose. To improve a method of organizational culture assessment for making management decisions in cooperation of business and education. Methodology. The study is based on the data of the leading enterprises producing plastics in Ukraine over the period of 20152019. Through the method of binary logic for the purposes of assessing the proposed components of organizational culture of enterprises (intellectual, technical-technological, social, legal and regulatory, professional, communicative, informational), the levels of this culture in plastics manufacturers are determined in mathematical terms. Findings. Based on the generalization of the results of theoretical research on the economic essence of the organizational culture of the enterprise, its key components and the main parameters characterizing them are identified. Public JSC Ukrplastic is identified as the leading company producing plastic products in Ukraine with the highest performance in organizational culture by individual components of the enterprise. The other analyzed companies have medium level of organizational culture indicators. Originality. The research is conducive to the studies on organizational culture, especially the perspective of its usage as a tool of cooperation between Ukrainian plastic producers as the business representatives and educational sector. Practical value. The results of the study can be used by practitioners, scientists, government officials (Ministry of Education and Science of Ukraine and its structural departments, local governments in the fields of education and science) to monitor the development of the information economy.

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Kalnіtska, Maryna O. "Assessment of the development state of organizational and cultural resources of international tourism business." European Journal of Management Issues 26, no. 3-4 (December 25, 2018): 71–81. http://dx.doi.org/10.15421/191808.

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Purpose – to investigate the state of development of organizational culture of legal entities engaged in tourism business in order to further improve the mechanism of development of organizational and cultural resources involved in the international tourism business. Design/Method/Approach. The method of analysis has been applied when investigating the state of market development of tourism business; the questionnaire method ‒ when assessing the state of development of organizational culture of the tourism business in Dnipropetrovsk oblast; the method of logical generalization ‒ to draw conclusions based on the results of the survey. Findings. Author has analyzed current market of tourist services and revealed main trends in development. The trend of further development of the sector has been illustrated; active growth in the number of accommodation facilities has been identified, specifically hotel chains. The rating of hotel brands has been compiled, which compares national and international hotel brands in terms of the number of accommodation facilities available in the tourist market. The author has given the authentic definition of organizational and cultural resources in the business of international tourism. Competitiveness factors for the entities of tourism business have been determined, which include organizational culture among the organizational and cultural resources. An express-algorithm has been presented in order to evaluate the state of development of the organizational culture of a tourism business entity. The results of the study graphically illustrate the assessment of the state of development of the organizational culture by the tourism business entities in Dnipropetrovsk oblast. Practical implications. The research results will be applied in the further formation of the mechanism of development of organizational and cultural resources in tourism business. The proposed express-algorithm and the questionnaire could be used in order to estimate the state of development of organizational culture by enterprises in different businesses. Originality/Value. The scientific-theoretical provisions for the formation of tourism business in Ukraine have been further developed through the assessment of state of development of organizational culture, which, in contrast to existing ones, are based on the results of surveying the entities of tourism infrastructure, which makes it possible to identify the main components in the system of competitiveness management by assessing key performance indicators in the management system related to the development of organizational and cultural resources. Research limitations/Future research. The research results could create a basis of the mechanism for developing the organizational and cultural resources in international tourism business. Paper type – empirical.

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Chatman, Jennifer A., and Karen A. Jehn. "Assessing the Relationship between Industry Characteristics and Organizational Culture: How Different can You Be?" Academy of Management Journal 37, no. 3 (June 1994): 522–53. http://dx.doi.org/10.5465/256699.

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Grote, Gudela. "Diagnosis of safety culture: A replication and extension towards assessing “safe” organizational change processes." Safety Science 46, no. 3 (March 2008): 450–60. http://dx.doi.org/10.1016/j.ssci.2007.05.005.

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McGuire, Terrance P., and Brother Warren Longo. "Evaluating Your Mission: A Practical Approach to Developing and Assessing a Facility’s Organizational Culture." QRB - Quality Review Bulletin 19, no. 2 (February 1993): 48–55. http://dx.doi.org/10.1016/s0097-5990(16)30590-5.

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Navaresse, Daniel O., Charlene A. Yauch, Kathy Goff, and Daniel J. Fonseca. "Assessing the Effects of Organizational Culture, Rewards, and Individual Creativity on Technical Workgroup Performance." Creativity Research Journal 26, no. 4 (October 2, 2014): 439–55. http://dx.doi.org/10.1080/10400419.2014.929428.

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Journal articles on the topic 'Assessing organizational culture'

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