To see the other types of publications on this topic, follow the link: Denison's Organisational Culture Model.
Journal articles on the topic 'Denison's Organisational Culture Model'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Denison's Organisational Culture Model.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Nazir, Nazir A., and Mushtaq A. Lone. "Validation of Denison's Model of Organisational Culture and Effectiveness in the Indian Context." Vision: The Journal of Business Perspective 12, no. 1 (January 2008): 49–58. http://dx.doi.org/10.1177/097226290801200107.
Full text
2
Muriithi, Ruth Wanjiku, Teresia Kyalo, and Josphat Kinyanjui. "Assessment of the Relationship Between Entrepreneurial Orientation, Organisational Culture Adaptability and Performance of Christian Faith-Based Hotels in Kenya." International Journal of Entrepreneurial Knowledge 7, no. 1 (June 1, 2019): 31–45. http://dx.doi.org/10.2478/ijek-2019-0003.
Full textAbstract:
Abstract Organisational culture has been the focus in both theory and practice and has captured attention throughout the last decade because of its substantial relationship between the concept itself and its outcomes such as gaining competitive advantage and performance in businesses. Entrepreneurial Orientation refers to the strategy making processes that it provides organisations with a basis for entrepreneurial decisions and actions. Despite of its importance and being a popular entrepreneurship concept there is little evidence of research that has been done to determine the relationship between Entrepreneurial Orientation, organisational culture adaptability and performance in hotels and where applied it is minimal. The purpose of this study was to determine the relationship between Entrepreneurial Orientation, organisational culture adaptability and performance of Christian Faith-Based Hotels in Kenya. This study was anchored on the epistemology philosophy and adopted a positivist approach. The study used the mixed methods approach guided by a cross-sectional survey research design. The variable items for organisational culture adaptability and performance were measured using the five-point Likert scale and using the Denison’s organisational survey instruments. The population of the study included 72 managers and 1878 junior staff from 24 Christian faith-based hotels in Kenya. Structural equation models (SEM) and an MMR model were fitted to assess the objective of the study. Based on the SEM and MMR models, the study found that adaptability has a significant positive influencing on the performance of Christian Faith Based Hotels β= 0.520, t= 2.444, p-value=0.018). The study also found that Entrepreneurial Orientation had a moderating role on the relationship between organisational culture adaptability and performance of Christian Faith Based Hotels based on the MMR model that had a significant change in R due to addition of the interaction term (R-square change=.063, F-change=4.293, p-value=0.043). The study is important to a business because it will encourage it to adapt to the environment to improve performance.
3
Nair, Sree Lekhsmi Sreekumaran, John Aston, and Eugene Kozlovski. "The impact of organisational culture on occupational stress: Comparison of the SME IT sectors in India and the UK." Business & Management Studies: An International Journal 9, no. 2 (June 25, 2021): 503–12. http://dx.doi.org/10.15295/bmij.v9i2.1791.
Full textAbstract:
The study's main aim is to examine the impact of organisational culture on occupational stress by comparing the IT sectors in India and the UK. The paper adopts the application of Denison’s model for studying the organisational culture, whereas role conflict, role ambiguity, role overload and role stress are considered to discuss occupational stress. Through snowball, convenience, purposive and quota sampling techniques, 62 respondents (31 from India and 31 from the UK) were targeted to attain a qualitative perspective through a semi-structured questionnaire. Results showed that there is an impact of organisational culture on occupational stress. Moreover, the impact is mainly evident in the Indian IT sector than the UK IT sector. Moreover, considering the impact of organisational culture on occupational stress, overall employees experience occupational stress, role overload, role conflict, role ambiguity and role stress. In contrasting economies, Indian IT sector employee’s experience role conflict, role overload, role ambiguity and role stress, whereas UK IT sector employees’ experience role ambiguity.
4
Chau, Thi Le Duyen, Keo Sa Rate Thach, Quang Tường Nguyễn, Thi Ngoc Hoa Nguyen, and Pham Tuyet Anh Nguyen. "Study on corporate culture of vietnamese enterprises: An approach of denison’s model." Can Tho University Journal of Science 13, no. 2 (July 29, 2021): 12–19. http://dx.doi.org/10.22144/ctu.jen.2021.025.
Full textAbstract:
This study was conducted to identify the elements that constitute corporate culture, applying Denison’s organisational culture (DOC) model. The study uses the following data analysis methods: descriptive statistics methods were used to determine the enterprise culture's strengths and weaknesses and the DOC model to assess corporate culture. The results show that the corporate culture scale of the studied business is made up of 12 factors: empowerment, team orientation, capacity development, core values, agreement, coordination and integration, creating change, customer focus, organizational learning, strategic direction and intent, goals and objectives, and vision. The results show that the studied enterprises achieve consistency when building a long-term vision and mission, and stable objectives. According to the DOC model's calculation formula, core values, agreement, coordination and integration are also significantly promoted in the studied enterprises' corporate culture.
5
Rahimi, Roya. "Customer relationship management (people, process and technology) and organisational culture in hotels." International Journal of Contemporary Hospitality Management 29, no. 5 (May 8, 2017): 1380–402. http://dx.doi.org/10.1108/ijchm-10-2015-0617.
Full textAbstract:
Purpose The purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry. Design/methodology/approach Required data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method. Findings The results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed. Research limitations/implications The study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results. Practical implications Current study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components. Originality/value The position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.
6
Lebina, Limakatso, Mary Kawonga, Olufunke Alaba, Natasha Khamisa, Kennedy Otwombe, and Tolu Oni. "Organisational culture and the integrated chronic diseases management model implementation fidelity in South Africa: a cross-sectional study." BMJ Open 10, no. 7 (July 2020): e036683. http://dx.doi.org/10.1136/bmjopen-2019-036683.
Full textAbstract:
ObjectiveTo assess whether organisational culture influences the fidelity of implementation of the Integrated Chronic Disease Management (ICDM) model at primary healthcare (PHC) clinics.DesignA cross-sectional study.SettingThe ICDM model was introduced in South African clinics to strengthen delivery of care and improve clinical outcomes for patients with chronic conditions, but the determinants of its implementation have not been assessed.ParticipantsThe abbreviated Denison organisational culture (DOC) survey tool was administered to 90 staff members to assess three cultural traits: involvement, consistency and adaptability of six PHC clinics in Dr. Kenneth Kaunda and West Rand (WR) health districts.Primary and secondary outcome measuresEach cultural trait has three indices with five items, giving a total of 45 items. The items were scored on a Likert scale ranging from one (strongly disagree) to five (strongly agree), and mean scores were calculated for each item, cultural traits and indices. Descriptive statistics were used to describe participants and clinics, and Pearson correlation coefficient to asses association between fidelity and culture.ResultsParticipants’ mean age was 38.8 (SD=10.35) years, and 54.4% (49/90) were nurses. The overall mean score for the DOC was 3.63 (SD=0.58). The involvement (team orientation, empowerment and capability development) cultural trait had the highest (3.71; SD=0.72) mean score, followed by adaptability (external focus) (3.62; SD=0.56) and consistency (3.56; SD=0.63). There were no statistically significant differences in cultural scores between PHC clinics. However, culture scores for all three traits were significantly higher in WR (involvement 3.39 vs 3.84, p=0.011; adaptability 3.40 vs 3.73, p=0.007; consistency 3.34 vs 3.68, p=0.034).ConclusionLeadership intervention is required to purposefully enhance adaptability and consistency cultural traits of clinics to enhance the ICDM model’s principles of coordinated, integrated, patient-centred care.
7
Agarwal, Alpana, and Prem Vrat. "An analogy between organizational and individual cultural profiles: revisiting denison's model of culture." Values- Based Management 3, no. 2 (2013): 13. http://dx.doi.org/10.5958/2249-7919.2013.00002.2.
Full text
8
Sułkowski, Łukasz. "A 3D model and typology of organisational culture." Journal of Intercultural Management 5, no. 2 (June 1, 2013): 17–30. http://dx.doi.org/10.2478/joim-2013-0008.
Full textAbstract:
Abstract The proposed model of organisational cultures I used in my research is based on three dichotomous dimensions borrowed from G. Hofstede and other researchers. Although Hofstede proposed studying organisational cultures according to other dimensions of values than in the case of cultures of whole societies, there are numerous authors who think his model is more general and so apply it to organisational cultures too. It seems that three out of five dimensions proposed by Hofstede can become a basis for such a multidimensional model and typology. I am also in favour of this approach, as I believe that three of the dimensions included in Hofstede’s model are of a universal character, whether they concern individuals, organisational cultures or social cultures [Sułkowski 2012, pp. 103-118]
9
Al Saifi, Said Abdullah. "Positioning organisational culture in knowledge management research." Journal of Knowledge Management 19, no. 2 (April 7, 2015): 164–89. http://dx.doi.org/10.1108/jkm-07-2014-0287.
Full textAbstract:
Purpose – The purpose of this paper is to propose a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artefacts, espoused beliefs and values and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented. Design/methodology/approach – A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes and organisational performance. Findings – Potential implications of organisational culture levels for the creation, sharing and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance. Research limitations/implications – A number of possible relationships between organisational culture factors, knowledge management processes and their link with organisational performance were used to examine such relationships. Practical implications – The research model highlights the multi-level components of organisational culture. These are: the artefacts, the espoused beliefs and values and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes. Originality/value – The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artefacts, espoused beliefs and values and underlying assumptions, and reveals their impact on the creation, sharing and application of knowledge which can affect the overall organisational performance.
10
Ogbeibu, Samuel, Abdelhak Senadjki, and Tan Luen Peng. "An organisational culture and trustworthiness multidimensional model to engender employee creativity." American Journal of Business 33, no. 4 (October 1, 2018): 179–202. http://dx.doi.org/10.1108/ajb-12-2017-0043.
Full textAbstract:
PurposeThe purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity.Design/methodology/approachThis study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity.FindingsTrustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees.Originality/valueBy integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.
11
Srihadi, Pebri Tutur, and Ferdinand Dehoutman Saragih. "ANALYSIS OF ORGANIZATION CULTURE WITH DENISON’S MODEL APPROACH FOR AUTOMOTIVE COMPANY IN INDONESIA (CASE STUDY IN PT. XYZ)." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (October 1, 2019): 153–66. http://dx.doi.org/10.17509/jimb.v10i2.17102.
Full textAbstract:
This study aims to understand the organizational culture in one of the automotive companies in Indonesia as well as to study the level of readiness of the company in the application of organizational culture to face the highly competitive automotive business in Indonesia. Organizational culture that represents a set of value, trust and shared meaning that is applied intensively and institutionalizes will provide collective benefits that can make the organizational culture strong which will give of success to the company where success of organization depend on organizational culture because organizational culture is the most important construct in building and maintaining a company's success. This study discusses the mapping of organizational culture in one of the automotive companies in Indonesia based on the Denison cultural organization model that has four dimensions, namely mission, consistency, involvement and adaptability. The sample of 174 aimed at employees in all divisions and in all hierarchy in the company. The results of the study show that the company has a strong culture in each division of work and hierarchical companies. The company has a model that fits the four-dimensional model of Denison's Corporate culture, making the company consider having capabilities that are in line with competition in the automotive industry in Indonesia.
12
Khan, Imran U., Abel Usoro, and Grzegorz Majewski. "An Organisational Culture Model for Comparative Studies and Assessment of IT Projects." International Journal of Human Capital and Information Technology Professionals 3, no. 2 (April 2012): 63–83. http://dx.doi.org/10.4018/jhcitp.2012040105.
Full textAbstract:
The research supports the notion that values affect work practices. It develops a comparatively simple organisational cultural model based on four work practices: support orientation, innovation orientation, co-ordination orientation, and rules orientation. For validation, it was operationalised into a 21 item survey questionnaire that mainly used a Likert scale from “strongly agree” to “strongly disagree.” This paper presents the validity and reliability of the items with Cronbach alpha values of between 0.8 and 0.9. Both positive and negative values like trust, honesty, and selfishness affect work practices which are presented as good reflections and measures of organisational culture. The four work practices are reliable and valid reflections of organisational culture. Though not yet extensively tested, the model can be used by IT professionals for assessing IT projects from organisational culture perspective. It also constitutes a useful platform for other research, e.g., effect of organisational culture on knowledge sharing.
13
Srihadi, Pebri Tutur, and Ferdinand Dehoutman Saragih. "ANALISIS BUDAYA ORGANISASI PADA PERUSAHAAN APM OTOMOTIF DI INDONESIA (STUDI KASUS PADA PT. XYZ)." Inovbiz: Jurnal Inovasi Bisnis 7, no. 1 (June 26, 2019): 54. http://dx.doi.org/10.35314/inovbiz.v7i1.909.
Full textAbstract:
This study aims to understand the organizational culture in one of the automotive companies in Indonesia as well as to study the level of readiness of the company in the application of organizational culture to face the highly competitive automotive business in Indonesia. Organizational culture that represents a set of value, trust and shared meaning that is applied intensively and institutionalizes will provide collective benefits that can make the organizational culture strong which will give of success to the company where success of organization depend on organizational culture because organizational culture is the most important construct in building and maintaining a company's success.This study discusses the mapping of organizational culture in one of the automotive companies in Indonesia based on the Denison cultural organization model that has four dimensions, namely mission, consistency, involvement and adaptability. The sample of 174 aimed at employees in all divisions and in all hierarchy in the company.The results of the study show that the company has a strong culture in each division of work and hierarchical companies. The company has a model that fits the four-dimensional model of Denison's Corporate culture, making the company consider having capabilities that are in line with competition in the automotive industry in Indonesia.
14
KELEMEN, MIHAELA, and LATCHEZAR HRISTOV. "FROM PLANNED ECONOMY CULTURE TO ENTREPRENEURIAL CULTURE: THE EXAMPLE OF BULGARIAN AND ROMANIAN ORGANISATIONS." Journal of Enterprising Culture 06, no. 02 (June 1998): 155–70. http://dx.doi.org/10.1142/s0218495898000096.
Full textAbstract:
The dismantling, in 1989, of the socialist mode of production and distribution in Bulgaria and Romania has marked the beginning of a turbulent and unprecedented period which has had dramatic implications on organisational survival. Some organisations have adapted well to the demands of the so called transition period, others have collapsed in no time. The paper explores the process of change from planned economy culture to entrepreneurial culture in four Bulgarian organisations and four Romanian organisations which have managed to establish themselves as quality suppliers for the Western market. The research methodology consists in in-depth interviews conducted with senior managers as well as an analysis of organisational documents. The theoretical model proposed by the paper is grounded in data, being developed according to Eisenhardt's (1989) methodology. Thus, the change from planned economy culture to entrepreneurial culture is mapped along five dimensions namely, strategic orientation, organisational structure, commitment to quality, technological innovation and control of resources. This theoretical framework has explanatory power only within the organisational settings explored, making no claims to absolute truth or generalisability. However, the model may serve as a working formula for other organisations facing similar pressures.
15
Et al., Yuni Pratikno. "THE QUALITY MODEL ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI)." INFORMATION TECHNOLOGY IN INDUSTRY 9, no. 1 (March 2, 2021): 423–35. http://dx.doi.org/10.17762/itii.v9i1.148.
Full textAbstract:
Organisational culture is a system of shared beliefs and values in the organisation and directs its members' behaviour. There are various factors of change that influence organisational culture; various things are done to anticipate changes in the shift from the present situation to the desired conditions in a sustainable change. On the one hand, change occurs because of external factors that encourage change; on the other hand, change is an internal need. Change can be interpreted as absolute and unavoidable because of the strong external impulse and internal needs.
This research carried out at PT Briscor Horizon in 2020. This research was qualitative, namely research that intends to understand the phenomenon of what is experienced by the research subject holistic, and by way of description in the form of words and language, in a particular natural context and by utilising various natural methods. Data collection techniques used by researchers are interviews, documentation, and field observations.
16
Paesen, Heidi, Jeroen Maesschalck, and Kim Loyens. "Beyond police culture." Policing: An International Journal 42, no. 5 (October 10, 2019): 814–31. http://dx.doi.org/10.1108/pijpsm-12-2018-0171.
Full textAbstract:
Purpose Combining insights from the traditional literature on police culture with insights from the broader literature on organisational culture and on grid-group cultural theory (Douglas, 1970), the purpose of this paper is to introduce a new 15-dimensional framework of “organisational culture in the police” and test this framework via a survey instrument. This new conceptualisation is broader than the traditional police culture concept and allows for comparisons of the police with other organisations. Design/methodology/approach A newly developed instrument to measure the 15-dimensional framework, called the “Leuven Organisational Culture Questionnaire (LOCQ)”, was tested in 64 local police forces in Belgium (n=3,847). Findings The hypothesised 15-dimensional model is largely confirmed by confirmatory factor analysis. Assessments of between-unit variation show that the LOCQ is sufficiently sensitive to identify differences between work units in police organisations. The authors also find that traditional police culture characteristics tend to vary slightly less between units than the other characteristics. Also, there is less variation for characteristics related to police work (e.g. law enforcement orientation and citizen orientation) than for characteristics associated with the unit level (e.g. weak supervisory support and internal solidarity) or the organisational level (e.g. rule orientation and results orientation). Originality/value This paper expands the traditional “police culture” concept to a more generic and theory-driven conceptualisation of “organisational culture in the police”. The survey instrument offers a standardised way to map and compare culture within police organisations, and to compare it with the culture of other organisations both within and outside law enforcement.
17
Turnipseed, David L. "AN INTEGRATED, INTERACTIVE MODEL OF ORGANISATIONAL CLIMATE, CULTURE AND EFFECTIVENESS." Leadership & Organization Development Journal 9, no. 5 (May 1988): 17–21. http://dx.doi.org/10.1108/eb053644.
Full text
18
Smit, Jakobus, Johan Ludik, and Sascha Forster. "Organisational Culture in the South African Context: The X Model." International Journal of Knowledge, Culture, and Change Management: Annual Review 7, no. 10 (2008): 73–86. http://dx.doi.org/10.18848/1447-9524/cgp/v07i10/50431.
Full text
19
Refae, Ghaleb A. El, and Abdelhafid K. Belarbi. "University governance and educational AAU model: an organisational culture approach." Global Business and Economics Review 19, no. 2 (2017): 239. http://dx.doi.org/10.1504/gber.2017.082592.
Full text
20
El Refae, Ghaleb A., and Abdelhafid K. Belarbi. "University governance and educational AAU model: an organisational culture approach." Global Business and Economics Review 19, no. 2 (2017): 239. http://dx.doi.org/10.1504/gber.2017.10002786.
Full text
21
Yee, Yann Mey, Cheng Ling Tan, and T. Ramayah. "A Proposed Model for Improving R&D Project Performance in the Medical Devices Industry." GATR Global Journal of Business and Social Science Review (GJBSSR) Vol.5(3) Jul-Sep 2017 5, no. 3 (June 19, 2017): 43–50. http://dx.doi.org/10.35609/gjbssr.2017.5.3(6).
Full textAbstract:
Objective - The Research and Development (R&D) projects of medical devices are unique, partly due to the lengthy regulatory process to obtain new product approval depending on the device's risk category and clinical trials required. Despite the establishment of multiple control mechanisms in the medical devices industry, defective medical devices are often known to exist. The main objective of this paper is to propose a framework linking organisational factors (top management support, incentive system, infrastructure, training, and collaboration) as predictors of medical devices in regards to R&D project performance. Efficient R&D project management can reduce project lead time by shortening the critical path of the entire product development, thus increasing the R&D project success rate. Besides identifying critical organisational factors, organisational culture is recognised as a potential moderator between organisational factors and R&D project performance. Methodology/Technique - The literature reviewed shows the innovation-friendly culture (clan culture and adhocracy culture), which prospectively influences the degree of an organisation's creativity. Findings - Four distinct R&D project success criteria (cost performance, schedule performance, quality performance and stakeholder satisfaction) are identified as the key performance measurements in the medical devices industry. A literature review to support the proposed model within the context of the medical devices industry is given in this paper. Novelty - The study contributes to measure performance of medical devices industry. Type of Paper: Review Keywords: Medical Device; Organisational Culture; Organisational Factor; Project Performance; R&D. JEL Classification: I15, I23.
22
Yiyit, Tuba, and Mahmut Arslan. "Analysing organisational culture and social behaviour patterns." International Journal of Business Ecosystem & Strategy (2687-2293) 2, no. 3 (December 22, 2020): 20–27. http://dx.doi.org/10.36096/ijbes.v2i3.210.
Full textAbstract:
The present study aims to propose a model suitable for Turkish organizational culture using observations, a qualitative research method. The reason behind this is that observation is frequently used in ethnographic studies, i.e. studies analyzing culture. An ethnographic study revealed the foundation of the organizational culture of the observed ABC firm. These factors can be listed as fear, fear-driven paternalism, pressure, silence, intimidation, ennui, insensitivity, and apathy and gossiping. It is possible to say that an abusive level of productivity is aimed at the organization and an authoritarian understanding of management.
23
Jacobs, E., and G. Roodt. "Organisational culture of hospitals to predict turnover intentions of professional nurses." Health SA Gesondheid 13, no. 1 (November 12, 2008): 63–78. http://dx.doi.org/10.4102/hsag.v13i1.258.
Full textAbstract:
The objective of this study was to determine if organisational culture predicts turnover intentions of professional nurses. A predictive model with organisational culture and various proposed mediating variables, namely knowledge sharing, organisational commitment, organisational citisenship behaviour and job satisfaction, as well as various demographic variables was developed to determine turnover intentions through applying General Linear Modelling. A correlational design with questionnaires was used. A sample of professional nurses (N = 530) in private and provincial hospitals was obtained. The results indicate that organisational culture has a significantly negative correlation with turnover intentions. Organisational culture also interacted with job satisfaction, knowledge sharing, and the white professional nurses’ category to decrease turnover intentions and with Organisational Citisen Behaviours to increase turnover intentions in a final predictive model. It is therefore recommended that nursing employers seriously embark on strategies to improve the organisational culture to retain their talent.
Opsomming
Die doel van die studie was om te bepaal of organisasie-kultuur arbeidsomset-voornemens van professionele verpleegkundiges voorspel. ‘n Voorspellingsmodel met organisasiekultuur en verskeie voorgestelde tussenkomende veranderlikes, naamlik kennisdeling, organisasieverbintenis, organisasie-burgerskapsgedrag en werkstevredenheid, asook verskeie demografiese veranderlikes was ontwikkel deur Algemene Liniêre Modellering. ’n Korrelasie-ontwerp met behulp van vraelyste is gebruik. ‘n Steekproef van professionele verpleegkundiges (N = 530) in private en provinsiale hospitale is verkry. Die resultate toon dat organisasie-kultuur betekenisvol negatief korrelleer met arbeidsomsetvoornemens. Organisasiekultuur het ook in interaksie met werkstevredenheid en kennisdeling, asook die kategorie blanke verpleegkundiges in ‘n finale model arbeidsomsetvoornemens verlaag en saam met organisasieburgerskapsgedrag arbeidsom-setvoornemens verhoog. Daar word aanbeveel dat werkgewers oorweging skenk aan intervensies wat die organisasiekultuur gunstiger maak om personeel te behou.
24
Isfahani, Saeid Landarn, Hadi Teimouri, and Mehdi Abzari. "Developing and presenting an organisational culture model based on dimensions of Hofstede model." International Journal of Business Information Systems 34, no. 2 (2020): 293. http://dx.doi.org/10.1504/ijbis.2020.108345.
Full text
25
Reijenga, Femke A. "The Role of Organisational Culture in Sickness Absence." International Journal of Disability Management 1, no. 1 (May 1, 2006): 97–106. http://dx.doi.org/10.1375/jdmr.1.1.97.
Full textAbstract:
AbstractIn the Dutch literature on occupational health and sickness absence many references can be found on organisational factors that influence the sickness absence. Many of those factors are related to the culture of an organisation. To classify and analyse those factors we used a well-known management model — the seven S model. After identifying the cultural aspects that might influence sickness absence, we developed a simple management tool consisting of 30 questions. The goal of the tool is to explain the organisational culture in relation to sickness absence. This explanation enables the organisation to choose interventions to change organisational aspects in order to prevent or to reduce the sickness absence in the organisation. We tested the tool with seven human resource (HR) managers in the governmental sector. They completed the checklist and the results were discussed with them in a face-to-face interview. To date, the checklist appears to be helpful in analysing the organisational culture in relation to sickness absence, but it still needs to be tested with a larger population.
26
Abdul Mutalib, Ahmad Firdauz, Maimunah Sapri, and Ibrahim Sipan. "An assessment model of FM organisational performance." Facilities 36, no. 3/4 (March 5, 2018): 212–26. http://dx.doi.org/10.1108/f-06-2016-0072.
Full textAbstract:
Purpose The purpose of this paper is to improve the existing model developed by Hsu and Sabherwal (2012) by developing a new dimension of the relationships between a group of constructs (knowledge elements, mediating constructs and facility management [FM] organisational performance) in the model of FM organisational performance. Design/methodology/approach The paper reviews the theoretical studies empirically to all of the knowledge elements (learning culture, intellectual capital and knowledge management) literature, mediating constructs (customer performance, efficiency, innovation and dynamic capabilities) and the organisational performance that relates to FM. Findings The paper identifies the relationships between the knowledge elements, mediating constructs and the FM organisational performance. Subsequently, a proposal of relationships was made to develop the FM organisational performance model. Research limitations/implications The model provides a possible explanation of relationships between the knowledge elements, mediating constructs and the FM organisational performance. Thus, the understanding of the identified relationships will provide a new direction in improving the FM organisational performance. Originality/value Addressing lack of research in identifying the importance of relationships between knowledge and the FM organisational performance, the paper conceptualises the potential relationships into a proposed model. The proposed model integrates with a new mediating construct into the existing research model, which is customer performance. Moreover, knowing that the nature of FM organisation is more towards the non-financial aspects, the paper investigates the nature of the efficiency and organisational performance that is not based on the financial performance, but rather the ability to optimise organisational resources, to achieve organisational goals and customer needs.
27
Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana, and Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.
Full textAbstract:
Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.
28
Hechanova, Ma Regina M., Isabel Melgar, Patrick Z. Falguera, and Mario Villaverde. "Organisational Culture and Workplace Corruption in Government Hospitals." Journal of Pacific Rim Psychology 8, no. 2 (December 2014): 62–70. http://dx.doi.org/10.1017/prp.2014.5.
Full textAbstract:
This study examines corruption attitudes and norms in government hospitals in the Philippines. It tests a culture-building model that advocates communication of desired values, leadership role modelling, employee role modelling, alignment of systems and structures, training and evaluation, and reinforcement. Results reveal components that influence corruption attitudes and norms. Communication predicted individual attitudes or acceptability of corrupt acts. Leadership, systems, and controls predicted the prevalence of corrupt acts. Employee role modelling predicted both acceptability of and the prevalence of corrupt acts. In addition, there is a positive relationship between individual attitudes and organisation norms reinforcing the dyadic relationship between the two.
29
Bhuiyan, Faruk, Kevin Baird, and Rahat Munir. "The association between organisational culture, CSR practices and organisational performance in an emerging economy." Meditari Accountancy Research 28, no. 6 (April 20, 2020): 977–1011. http://dx.doi.org/10.1108/medar-09-2019-0574.
Full textAbstract:
Purpose This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy. Design/methodology/approach The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of CSR practices and used structural equation modelling to analyse the developed hypotheses. Findings The findings provide evidence of the influence of the six different dimensions of organisational culture on the different dimensions of CSR practices. The findings highlight the diverse impacts (i.e. positive and negative) of CSR practices on organisational performance. The study also highlights the direct influence of organisational culture on both financial and non-financial performance. In particular, the outcome and team orientation culture are positively associated with non-financial and financial performance, respectively, while an innovative culture is negatively associated with both non-financial and financial performance. Practical implications The findings of the study provide practitioners, internal (i.e. the managers and business owners of both the local and multinational organisations) and external policy-makers, and foreign investors in an emerging economy with new insights into the role of an intra-organisational factor (i.e. organisational culture) in influencing the adoption of CSR practices and the subsequent impact of CSR practices on organisational performance. Originality/value Using the 52 guidelines of CSR practices provided by the Organisation for Economic Co-operation and Development, this study provides a unique empirical insight into the influence of organisational culture on CSR practices and the impact of CSR practices on organisational performance. The findings contribute to the limited CSR literature examining the influence of organisational culture on the adoption of CSR practices and its subsequent impact on organisational performance in an emerging economy.
30
Carlos Pinho, José, Ana Paula Rodrigues, and Sally Dibb. "The role of corporate culture, market orientation and organisational commitment in organisational performance." Journal of Management Development 33, no. 4 (April 8, 2014): 374–98. http://dx.doi.org/10.1108/jmd-03-2013-0036.
Full textAbstract:
Purpose – The purpose of this paper is to propose a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. Design/methodology/approach – In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships. Findings – Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way. Research limitations/implications – The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications. Practical implications – Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. Originality/value – This paper offers original findings through simultaneously examining the relationships between organisational culture, market orientation, organisational commitment and organisational performance in the context of non-profit organisations. The findings add weight to the recent emphasis on business-oriented approaches as a lever for improving performance in non-profit organisations.
31
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.
Full textAbstract:
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.
32
Nguyen Van, Huy, Au T. H. Nguyen, Thu T. H. Nguyen, Ha T. T. Nguyen, Hien T. T. Bui, Phuong T. Tran, and Anh L. T. Nguyen. "Individual and Occupational Differences in Perceived Organisational Culture of a Central Hospital in Vietnam." BioMed Research International 2018 (December 24, 2018): 1–10. http://dx.doi.org/10.1155/2018/3759290.
Full textAbstract:
Many hospitals in developing countries, including Vietnam, are facing the challenges of increasingly noncommunicable diseases and the financial autonomy policy from the government. To adapt to this new context requires understanding and changing the current organisational culture of the hospitals. However, little has been known about this in resource-constrained healthcare settings. The objectives of this study were to examine the four characteristics of the organisational culture and test selected individual and occupational differences in the organisational culture of a Vietnam central hospital. In a cross-sectional study using the Organisation Culture Assessment Instrument (OCAI) with the Competing Value Framework (CVF), including 4 factors, Clan, Adhocracy, Hierarchy, and Market, health workers currently working at Quang Nam General Hospital were interviewed. The results indicated the current cultural model was more internally focused with two dominant cultures, Clan and Hierarchy, while, for the desired model, the Clan culture was the most expected one. Comparing between the current and desired pattern, the down trend was found for all types of culture, except the Clan culture, and there were significant differences by domains of organisational culture. Furthermore, the current and desired models were differently distributed by key individual characteristics. These differences have raised a number of interesting directions for future research. They also suggest that, to build a hospital organisational culture to suit both current and future contexts as per employees’ assessment and expectation, it is important to take individual and institutional variations into account.
33
Yuryna Connolly, Lena, Michael Lang, John Gathegi, and Doug J. Tygar. "Organisational culture, procedural countermeasures, and employee security behaviour." Information & Computer Security 25, no. 2 (June 12, 2017): 118–36. http://dx.doi.org/10.1108/ics-03-2017-0013.
Full textAbstract:
Purpose This paper provides new insights about security behaviour in selected US and Irish organisations by investigating how organisational culture and procedural security countermeasures tend to influence employee security actions. An increasing number of information security breaches in organisations presents a serious threat to the confidentiality of personal and commercially sensitive data. While recent research shows that humans are the weakest link in the security chain and the root cause of a great portion of security breaches, the extant security literature tends to focus on technical issues. Design/methodology/approach This paper builds on general deterrence theory and prior organisational culture literature. The methodology adapted for this study draws on the analytical grounded theory approach employing a constant comparative method. Findings This paper demonstrates that procedural security countermeasures and organisational culture tend to affect security behaviour in organisational settings. Research limitations/implications This paper fills the void in information security research and takes its place among the very few studies that focus on behavioural as opposed to technical issues. Practical implications This paper highlights the important role of procedural security countermeasures, information security awareness and organisational culture in managing illicit behaviour of employees. Originality/value This study extends general deterrence theory in a novel way by including information security awareness in the research model and by investigating both negative and positive behaviours.
34
Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
Full textAbstract:
To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
35
Mavondo, Felix, and Mark Farrell. "Cultural orientation: its relationship with market orientation, innovation and organisational performance." Management Decision 41, no. 3 (April 1, 2003): 241–49. http://dx.doi.org/10.1108/00251740310468054.
Full textAbstract:
The relationships among organisational culture, business environment, business strategy and functional strategies are rarely investigated in a holistic perspective. This leads to reductionism in modelling and prevents the full exploration of the potentially complex relationships among cultural orientation, business strategy and functional strategies and their impact on organisational performance. This paper, based on a sample drawn from food manufacturing businesses in Zimbabwe, recognises the pervasive impact of organisational culture on organisational strategy and functional strategies. As a result, it acknowledges the multi‐level impact of cultural orientation – allowing for the building of a conceptual model, linking cultural orientation, business environment, organisational strategy, functional strategies and performance – which is subsequently empirically tested.
36
Morris, Jonathan Padraig. "Is this the culture of academies? Utilising the cultural web to investigate the organisational culture of an academy case study." Educational Management Administration & Leadership 48, no. 1 (July 24, 2018): 164–85. http://dx.doi.org/10.1177/1741143218788580.
Full textAbstract:
This paper examines the organisational culture of a comprehensive school that converted to an academy in 2010 by utilising the cultural web model as a tool for analysing an academy’s culture. The case study employs a concurrent mixed-method approach of questionnaires for staff with no responsibility (SNR), focus groups for staff with management responsibility (SMR) and interviews with members of the Senior Leadership Team (SLT). The subsequent results are then discussed in relation to three themes, extracted from the cultural web – ‘student-centric’, ‘staff constraints’ and ‘leadership issues’. The findings from this research successfully demonstrate the model’s ability to afford valuable insight into an academy by offering a depiction of its organisational culture and targets for organisational improvement. In addition, the paper presents a method for the future deployment of the cultural web which enables comparisons of an academy’s subcultures.
37
Daverth, Gwen. "Organisational Work-Life Culture: A test of model across two case studies." Academy of Management Proceedings 2012, no. 1 (July 2012): 13689. http://dx.doi.org/10.5465/ambpp.2012.13689abstract.
Full text
38
Štrukelj, Tjaša, Jelena Nikolić, Dejana Zlatanović, and Simona Sternad Zabukovšek. "A Strategic Model for Sustainable Business Policy Development." Sustainability 12, no. 2 (January 10, 2020): 526. http://dx.doi.org/10.3390/su12020526.
Full textAbstract:
Growing importance of sustainable development, corporate social responsibility and business ethics requires various types of contemporary organisations innovation. This research assesses the problem related to business policy innovation (BPI), which represents organisational governance determination. The main purpose of the paper is to qualitatively and quantitatively present a new, requisitely holistic strategic model of the soft factors influencing BPI, which interdependently incorporates changes in organisational values, culture and business ethics, as well as stakeholders’ interests reconciliation, thus determine soft possibilities for more sustainable business policy, management and practice. While the relevance of these factors for business policy is in the literature widely recognized, there is a small amount of empirical research on their influence on BPI. To mitigate this research gap, advanced structural equation modelling (SEM) based partial least squares (PLS) method was used for analysing data of 734 organisations in Slovenia, the EU state. The research results show that researched soft factors organisational values, culture and stakeholders’ interests reconciliation statistically confirmed influence BPI. Thus, these recognitions can be used as the basis for strategic managerial decision making towards social responsibility and sustainability of an organisation. Reasons why it has not been statistically confirmed that business ethics influence BPI needs to be investigated in future research.
39
Tenji, Tibor, and Andrea Foley. "Testing the readiness of an organisational culture profile to a TQM implementation." TQM Journal 31, no. 3 (May 8, 2019): 400–416. http://dx.doi.org/10.1108/tqm-01-2018-0002.
Full textAbstract:
Purpose The purpose of this paper is to apply an existing theoretical model of organisational culture contextualised for total quality management (TQM) as a means of assessing the readiness for implementing TQM in the workplace. The “Amalgamated Model” is a hybrid that encapsulates organisational culture traits and their relative contribution as indictors of effective TQM implementation. Design/methodology/approach A questionnaire that would test the theoretical model was devised and administered to a sample population in a production facility located in Central Europe, Organisation X. Findings A profile of the organisation was derived which revealed the strengths and weaknesses of the organisation in relation to the cultural traits of the theoretical model. Research limitations/implications The research population comprised management/supervisory staff only and thus provides a partial view of Organisation X. Practical implications For practitioners, particularly those who specialise in quality management, the practical implications of this research are twofold: first, it provides insights into aspects of organisational culture and TQM implementation; and second, it demonstrates how a theoretical framework may be applied in the workplace to assess readiness for TQM implementation. Originality/value This research contributes to the subject area body of knowledge by applying a recent theoretical model to assess readiness for implementing TQM.
40
Al Muzaffar, Aisha Y., and Khaled A. Alshare. "Determinants of Knowledge Sharing in Virtual Network Communities in Organizational Context." Journal of Information & Knowledge Management 14, no. 02 (June 2015): 1550003. http://dx.doi.org/10.1142/s0219649215500033.
Full textAbstract:
This paper attempts to examine factors that affect knowledge sharing by individuals in virtual network communities (VNCs) from an organisational context. A research model based on the theory of planned behaviour (TPB) was developed and empirically tested using a web-based survey questionnaire. Antecedent variables are considered as organisational support, organisational culture, subjective norm, web-self-efficacy, attitude towards knowledge sharing, and intention to sharing knowledge. The results showed that attitude towards knowledge sharing, organisational culture, and subjective norm have significant positive effects on knowledge sharing intention which in turns has a significant positive impact on knowledge sharing. Additionally, organisational support indirectly impact intention through attitude. Additionally, the results revealed that web-self-efficacy gender, age, educational level, and firm's age were not significant. Implications for researchers and managers were reported.
41
Birleson, Peter. "Learning Organisations: A Suitable Model for Improving Mental Health Services?" Australian & New Zealand Journal of Psychiatry 32, no. 2 (April 1998): 214–22. http://dx.doi.org/10.3109/00048679809062731.
Full textAbstract:
Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvement. Method: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service. Some blocks to learning and the leadership skills required to develop adaptive services are described. Results: The experience of applying the model has led to a change in mental health service organisational structure and culture towards greater support for research, quality improvement, experimentation and adaptation. Conclusions: The learning organisation model offers a more comprehensive framework for designing adaptive mental health services and supporting quality management practices than any other recent organisational form.
42
Siakas, Kerstin, and Dimitrios Siakas. "Cultural and Organisational Diversity Evaluation (CODE)." Strategic Outsourcing: An International Journal 8, no. 2/3 (June 15, 2015): 206–28. http://dx.doi.org/10.1108/so-04-2015-0012.
Full textAbstract:
Purpose – This paper aims to present the Cultural and Organisational Diversity Evaluation (CODE) model and its subsequent electronic tool, aiming to assess the cultural fit of global partners. Design/methodology/approach – The study is a longitudinal study for gaining profound insights into cultural differences and for increasing understanding of human dynamics influencing the success of global relationships. A multi-method including overlapping qualitative and quantitative research methodology was used comprising interviews, observations and questionnaires. Findings – Incorporating cultural knowledge and understanding of the specific context of the partners in global transactions was found to bring added value to global partners. The results of the pilot studies suggest that increased appreciation and awareness of cultural diversity in global transactions are important factors for achieving harmonised distributed collaboration. Such awareness, also called cultural intelligence, can be reached by using a customised assessment tool that evaluates the particularities of the partners. Research limitations/implications – The conceptual CODE model has so far only been piloted in a few cases in a longitudinal study and is not a commercial tool. Practical implications – Raising awareness of cultural concerns is important for organisations that are involved in global transactions to improve communication, mutual understanding and effectivity. The CODE assesses the cultural fit of partners in a global context. Social implications – Organisations involved in global transactions would benefit from understanding the culture of partners for improved effectiveness. Originality/value – The CODE model, an instrument for assessing the fit between organisational and national culture, is a novel model developed by the authors.
43
Erogul, Murat S., Elizabeth Salamanca, and Salvador Barragan. "Rethinking the Transfer of the Organisational Culture Model as a Process of Change." International Journal of Business and Globalisation 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbg.2020.10035449.
Full text
44
Thomas, Adèle, and Johann S. Schonken. "Culture-specific management and the African management movement: Verifying the premises." South African Journal of Business Management 29, no. 2 (June 30, 1998): 67–76. http://dx.doi.org/10.4102/sajbm.v29i2.772.
Full textAbstract:
Lessem's proposals which purport to predict the key differences between black managers and white managers in South Africa have been widely adopted by writers within the African management movement. This article investigates the validity of Lessem's relevant proposals. The research found no support for the use of Lessem's model in helping to define African management, but the data were indicative of the prevalence of two forms of organisational culture, reminiscent of Schein's 'operator culture' and Handy's 'club culture', in the organisations researched, and supported the view that organisational culture can have a strong modifying effect on the values of employees, regardless of national or ethnic culture.
45
MATZLER, KURT, DAGMAR E. ABFALTER, TODD A. MOORADIAN, and FRANZ BAILOM. "CORPORATE CULTURE AS AN ANTECEDENT OF SUCCESSFUL EXPLORATION AND EXPLOITATION." International Journal of Innovation Management 17, no. 05 (October 2013): 1350025. http://dx.doi.org/10.1142/s1363919613500254.
Full textAbstract:
Organisational culture is a decisive factor for a firm's innovativeness and performance. Our empirical model explores the relationship between organisational culture — based on the competing values model — as an antecedent of exploration and exploitation, innovation success and firm performance. It is tested on a sample of 232 CEOs of corporations in the US. Relationships between the constructs were analysed through path modelling, using the Partial Least Squares (PLS) method, employing the SmartPLS software. The results reveal a strong influence of corporate culture on exploration and exploitation, innovation success and performance. More specifically, we find significant positive relationships between hierarchy culture and market culture and exploitation. A clan culture negatively impacts exploration. Only an adhocracy culture positively influences both exploitation and exploration. Exploration and exploitation are positively related to innovation success and firm performance. Theoretical and managerial implications, limitations, and an agenda for further research are discussed.
46
Wang, Catherine L., and Pervaiz K. Ahmed. "Making Organisational Memory Perform." Journal of Information & Knowledge Management 02, no. 03 (September 2003): 229–35. http://dx.doi.org/10.1142/s0219649203000383.
Full textAbstract:
The literature on the impact of organisational memory on performance in terms of innovation is ambiguous. For example, on one hand organisational memory is recognised as a source of organisational inertia and restricts the range of innovative options. On the other hand, it is argued that innovation can be greatly facilitated by an organisation's ability to retain, evaluate and utilise existing knowledge. These contradictory findings are partly due to the lack of conceptualisation and effective measurement of organisational memory. This paper identifies the underlying factors that affect organisational memory, namely organisational memory (OM) storage, OM flow, OM context, and OM creative combination, which are the integral parts of the organisational memory performance model. The practical implication is that building a large knowledge repository is not a simple task. Companies need to promote a culture of knowledge sharing and learning in order to operate effective organisational memory systems.
47
Miiro, Farooq, and Mohd Ibrahim Burhan. "Measurement Model of Organisational Culture as Perceived by Staff at the Islamic University in Uganda." INTERDISCIPLINARY JOURNAL OF EDUCATION (IJE) 1, no. 2 (December 26, 2018): 167–85. http://dx.doi.org/10.53449/ije.v1i2.36.
Full textAbstract:
Organizational culture plays a pivotal role in the development and change of organizations. To achieve institutional competitiveness and repositioning on the world market all key players in the institutional development need to be on the same page in terms of organizational culture. A mammoth of studies have been done in the past to explore organizational culture structure but there were no attempts done to validate and measure the construct on employee behaviour and thoughts at the Islamic University in Uganda. The purpose of this study therefore is to measure and validate organisational construct as perceived by staff at the Islamic University in Uganda. The study employed four dimensions to examine organizational culture, and 361 staff through randomization participated in the study. To arrive at the intention of the study SEM-Amos technique of data analysis was used to confirm the hypothesized measurement model. The results indicated that meaningful value, support and promotion of values, discipline values and free style value are true and valid predictors of organizational culture structure.
48
Brown, C. J. "A comprehensive organisational model for the effective management of project management." South African Journal of Business Management 39, no. 3 (September 30, 2008): 1–10. http://dx.doi.org/10.4102/sajbm.v39i3.561.
Full textAbstract:
This paper is not primarily aimed at project leaders, but at the decision-makers on project management in organisations. The purpose is to expose the not-so-obvious organisational complications which confront project managers in the management of projects. The point of departure is to establish a comprehensive approach to creating an organisational environment conducive to project management excellence in an organisation.In the arenas of business and management, the principles of project management is relatively simple and much of it actually common sense. However, it is the experience of many project leaders that the mere application of appropriate project management processes and techniques, by no means guarantee that the management of projects will be effective on a continuous basis. On investigation of that premise, this paper reports on research that identified organisational variables that can affect the organisational strategy, structure, culture, systems, behavioural patterns and processes of an organisation, which comprehensively determine the internal environment pre requisites for project management to be exercised successfully.The rationale of the paper is to re-emphasise, but also to investigate progress on the stern warning by Nicholas (1990:481) nearly two decades ago that organisations should not jump into project management precipitously, but with a well-developed and organisation-fitted strategy and game plan.
49
Matkó, Andrea Emese, and Csaba Berde. "Relationships between competitiveness in the Northern Great Plain and the organisational culture of local authorities." Applied Studies in Agribusiness and Commerce 6, no. 5 (December 31, 2012): 13–20. http://dx.doi.org/10.19041/apstract/2012/5/2.
Full textAbstract:
One of the five basic factors in the Lengyel-type pyramid model – institutions and social capital – is essential in the economic growth of the region. Economic success however, does not only depend on participants in the economy, but on social factors such as the roles played by local authorities, including their functions, operation and organisational culture, all of which are crucial factors. Based on the results obtained regarding organisational culture it can be stated that performance orientation, dominant motivation based on calculated risk, forward planning and regular feedback are expected values at local authorities in all three counties. All local authorities emphasise the importance of the need for forecasting. Respondents find it important that organisations encourage and reward individual action and contributions as expected values. The degree of human orientation expected by local authorities reflects the fact that respect for colleagues and attention to their well-being should be at the highest level. Reinforcing these organisational culture values (dimensions) is the basis for the efficient and successful operation of organisations (local authorities). The study examines the organisational culture of local authorities in the Northern Great Plain, looking for any relationships it might have with the competitiveness of the region. This study is an element of the wider research into organisational culture. We used the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) survey, which had been successfully applied in the research programme In Competition with the World at the Corvinus University of Budapest. Koopman, Den Hartog, Konrad et al. (1999) examined the culture variables of 21 European countries in organisations. Based on Hungarian and international literature it can be stated that a similar survey of local authorities has not yet been conducted.
50
Siakas, Kerstin, Elli Georgiadou, and Dimitrios Siakas. "The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams." International Journal of E-Entrepreneurship and Innovation 6, no. 1 (January 2016): 19–37. http://dx.doi.org/10.4018/ijeei.2016010102.
Full textAbstract:
In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.