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Journal articles on the topic 'Organisational culture'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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1

Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational se

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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.

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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational cultu

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Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (January 31, 2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.

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Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture w

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Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture." Journal of Resilient Economies (ISSN: 2653-1917) 1, no. 2 (December 30, 2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.

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The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the

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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).

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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about

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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.

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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of

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Gatot, Kustyadji, and Windijarto. "The Application of Organisational Culture in Influencing between National Culture and Competitive Advantage." Application of Organisational Culture in Influencing between National Culture and Competitive Advantage 8, no. 12 (December 26, 2023): 6. https://doi.org/10.5281/zenodo.10432709.

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This study aims to explore the crucial role of organisational culture in mediating the relationship between national culture and an organisation's competitive advantage. A strong national culture can provide identity and fundamental values, but can pose challenges when faced with a dynamic global business environment. In this context, organisational culture emerges as a significant mediator to link and adapt national culture to the demands of competitive advantage. The research method used is a combination of literature study and empirical research. An in-depth literature analysis was conducte

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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.

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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The ma

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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.

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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖.

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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (October 1, 2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.

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Stacho, Zdenko, Katarína Stachova, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Business: Theory and Practice 16, no. (3) (October 1, 2015): 264–70. https://doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.

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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.

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AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspe

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Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (April 7, 2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.

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Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture cond

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Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (October 1, 2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.

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Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovatio

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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are a

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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.

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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

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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (June 30, 2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.

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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have pr

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Joly, Lola, Muriel Davies, Genane Youness, and Stéphanie Buisine. "The Impact of Organisational Culture on Transportation Behaviours: An Exploratory Analysis." European Conference on Innovation and Entrepreneurship 19, no. 1 (September 20, 2024): 987–89. http://dx.doi.org/10.34190/ecie.19.1.2597.

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By annually accommodating a growing number of students, higher education institutions contribute significantly to the daily flow of individuals. This flow exerts a significant impact on greenhouse gas emissions caused by transportation. Several studies have addressed promoting sustainable transportation at the individual level, while little attention has been drawn to examining the impact of organisations in this realm. This paper proposes a model of organisational influences on pro-environmental behaviours. Therefore, we thus identify a set of variables within organisations that expect to inf

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Ledimo, Ophillia. "Diversity Management: An Organisational Culture Audit To Determine Individual Differences." Journal of Applied Business Research (JABR) 31, no. 5 (August 28, 2015): 1733. http://dx.doi.org/10.19030/jabr.v31i5.9388.

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<p class="Default">The purpose of this study was to conduct an organisational culture audit to determine individual differences of employees within the South African army. A quantitative study was conducted with a random sample size n=238. The participants completed the biographical questionnaire and the Organisational Culture Inventory (OCI) which was used to measure organisational culture. Descriptive and inferential statistics were used to identify the existing culture type in this organisation and the statistically significant individual differences of the employees regarding their p

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Coelho, Carla, Mohammad Mojtahedi, Kamyar Kabirifar, and Maziar Yazdani. "Influence of Organisational Culture on Total Quality Management Implementation in the Australian Construction Industry." Buildings 12, no. 4 (April 16, 2022): 496. http://dx.doi.org/10.3390/buildings12040496.

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This study explores the relationship between organisational culture and total quality management (TQM) implementation in Australia, with the purpose of identifying the particular culture that dominants the Australian construction industry, and distinguishing which cultures determine the successful implementation of TQM. Although the application of the competing values framework (CVF) for evaluating organisational culture (OC) in the construction industry has been studied by some scholars, research into OC and its impact on TQM procedures in connection to the CVF in project-based industries suc

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Susan Febriantina, Jennah Marsha Sanjaya, Nadiva Azzahra, Thabita Salsabila, and Vidya Indah Nurhafiza. "Etika Kepemimpinan dalam Membentuk Budaya Organisasi yang Berintegritas." Intellektika : Jurnal Ilmiah Mahasiswa 3, no. 1 (December 23, 2024): 187–95. https://doi.org/10.59841/intellektika.v3i1.2093.

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This study aims to analyse the relationship between ethical leadership, organisational culture, and employee performance in the context of modern organisations. Through a comprehensive literature review, this study reveals that ethical leadership and a positive organisational culture have a significant influence on employee performance. Ethical leadership, characterised by leaders' concrete actions in implementing moral values, creates a work environment that supports ethical and innovative behaviour. A strong organisational culture, which reflects the shared values and norms adopted by member

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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.

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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the natur

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MBEBA, ROLAND DARLINGTON. "Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation." Journal of International Cooperation and Development 1, no. 1 (November 5, 2018): 13. http://dx.doi.org/10.36941/jicd-2018-0002.

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In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk rese

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Van Der Post, W. Z., T. J. De Coning, and E. V. D. M. Smit. "The relationship between organisational culture and financial performance: Some South African evidence." South African Journal of Business Management 29, no. 1 (March 31, 1998): 30–40. http://dx.doi.org/10.4102/sajbm.v29i1.768.

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Although statistical evidence seems to be lacking. it is at present widely acknowledged that organisational culture has the potential of having a significant effect on organisational performance. An analysis of sustained superior financial performance of certain American organisations has attributed their success to the culture that each of them had developed. It has been proposed that these organisations are characterised by a strong set of core managerial values that define the ways in which they conduct business. how they treat employees, customers, suppliers and others. Culture is to the o

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Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (March 2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.

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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case s

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Podgórniak-Krzykacz, Aldona. "The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland." PLOS ONE 16, no. 12 (December 1, 2021): e0260647. http://dx.doi.org/10.1371/journal.pone.0260647.

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This paper aims to identify the organisational culture profiles of Polish municipalities and examine the influence of the professional, social and political experience and place-based leadership style of mayors on municipalities’ organisational culture profiles. The Organisational Culture Assessment Instrument was selected due to its suitability in assessing the organisation’s underlying culture. In the study, 917 mayors of municipalities in Poland, completing an on-line questionnaire. It was found that most of the Polish municipalities’ organisational culture is characterised by a clan type w

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Haeruddin, M. Ikhwan Maulana. "The Influence of Organisational Culture on the Institutional Strengthening through a Resource-Based View." Asian Journal of Economics, Business and Accounting 24, no. 7 (June 18, 2024): 129–34. http://dx.doi.org/10.9734/ajeba/2024/v24i71397.

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This study aims to conduct research that principally emphasises the influence of organisational culture on institutional strengthening through the application of a resource-based view. There are a great number of organisational behaviour experts who confirm that the fit level of the person and organisation is based on several factors, such as the work environment. Literature explains that organisational culture is associated with shared values, practices, and behaviours that contribute to the organisation’s psychological and social environment. organisational culture also fosters the developme

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IORDACHE, Valentin-Marian. "CULTURAL INFLUENCES AND INTERACTIONS WITHIN AERONAUTICAL ORGANISATIONAL SYSTEMS AS PREREQUISITES FOR OPERATIONAL PROCESSES." Romanian Military Thinking 2021, no. 2 (June 2021): 30–45. http://dx.doi.org/10.55535/rmt.2021.2.02.

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In the society we live in culture tends to become an abstraction, but the elements created in a social and organisational context that derive from culture are extremely important. If we do not understand how to manage these elements, which are in a complex and dynamic system, such as in the aeronautical system, then we will become their victim. Cultures have an impressive ability to create cohesion, performance and identity. They provide rules that allow diversity, regardless of its nature, to coexist. All organisations have a culture, and that of an aeronautical organisation must achieve maxi

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Serinkan, Celalettin, and Mehmet Kiziloglu. "The Relationship between Organisational Culture and Job Satisfaction in Higher Education Institutions: The Bishkek Case." Periodica Polytechnica Social and Management Sciences 29, no. 2 (August 13, 2021): 168–79. http://dx.doi.org/10.3311/ppso.15319.

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Organisational culture and job satisfaction are crucial insofar as human resources are the most valuable resources organisations have in today's business world. Organisational culture encompasses the characteristics that unite and integrate employees of an organisation and distinguish them from employees of other institutions. An employee who has high job satisfaction is an employee who enjoys his/her job and is satisfied with the conditions provided by the organisation. By doing the best that they can do, employees with high job satisfaction ensure that the institution has a competitive advan

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Hearn, Jeff, and David L. Collinson. "Men, Masculinities, Managements and Organisational Culture." German Journal of Human Resource Management: Zeitschrift für Personalforschung 12, no. 2 (May 1998): 210–22. http://dx.doi.org/10.1177/239700229801200205.

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The social position of men, the critical study of management, and the theoretical and practical significance of organisational culture have all been the subject of extensive debates in recent years. In this article we review four main conceptual and theoretical ways of linking 'men' and 'masculinities' to debates on 'managerial and organisational culture'. These approaches are not mutually exclusive; rather they are ways of building up a more complex understanding of that relationship. Each is a commentary on both particular types of managerial and organisational cultures and particular analys

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Parker, Martin. "Working Together, Working Apart: Management Culture in a Manufacturing Firm." Sociological Review 43, no. 3 (August 1995): 518–47. http://dx.doi.org/10.1111/j.1467-954x.1995.tb00614.x.

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This paper presents a case study of management culture in a manufacturing organisation. Its general aim is to assess the usefulness of the concept ‘culture’ as it applies to organisations. After first establishing that the organisational members had a sense that their organisation was an unique ‘family’ the article then proceeds to argue that this ‘togetherness’ was, in many contexts, divided. Managers also had a series of conflictual orientations to other members that were partially defined by the managers organisational role but were also underwritten by assumptions about organisational hist

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OLABIMITAN, Benjamin Adegboyega, and Sunday Samson BABALOLA. "The Role of Organisational Culture and Situational Factors in Predicting Workplace Deviation Among Public Employees." Journal of Human Resource Management - HR Advances and Developments 2024, no. 2 (November 24, 2024): 1–21. http://dx.doi.org/10.46287/ypin4534.

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Purpose – This study examined the influence of situational factors on organisational deviance and how organisational culture could mediate these factors among public employees. Aims(s) – The study aimed to identify predictors of workplace deviant behaviour in the public service and the mediatory roles of organisational cultures in these predictors. Design/methodology/approach – The study employed a quantitative approach using a cross-sectional survey design to collect data from 430 participants; the analysis included regression analysis and structural equation modelling to examine the mediatin

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Krupskyi, Oleksandr P., and Yuliia M. Stasiuk. "Storytelling as a tool for forming and supporting organisational culture in medical institutions." Communications and Communicative Technologies, no. 23 (October 17, 2023): 134–44. http://dx.doi.org/10.15421/292321.

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The article discusses the role and importance of storytelling in the context of creating and maintaining organisational culture in the healthcare sector. Medical institutions are constantly solving complex tasks related to the provision of high-quality medical care and interaction with patients and staff. In this regard, storytelling is an important tool, aimed at strengthening cultural values and adjusting goals. The study examines the nature of organisational culture, its main components and culture, its main components and the peculiarities of its formation and maintenance in medical

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Wiseman, Ndlovu, H. Ngirande, TS Setati, JJ Zaaiman, and MP Rachidi. "An Investigation On The Dominant And Preferred Organisational Culture Construct At A Selected Higher Education Institution In South Africa." Review of Social Sciences 1, no. 6 (June 29, 2016): 01. http://dx.doi.org/10.18533/rss.v1i6.38.

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<p>The aim of the study was to investigate the dominant and preferred organisational culture at a higher education institution in South Africa and how organisational culture influences the organisational behaviour. The study employed a quantitative research design and 30 employees were randomly selected from two groups of non-academic and academic staff members of a selected school at the institution. A structured questionnaire was utilised to solicit information regarding the dominant and preferred organisational culture at the institution from the participants. The Statistical Package

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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.

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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.

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Mikušová, Marie, Petra Rydvalová, Naděžda Klabusayová, and František Konečný. "Has COVID-19 affected the organisational culture of non-governmental organisations?" E+M Ekonomie a Management 26, no. 3 (September 2023): 70–91. http://dx.doi.org/10.15240/tul/001/2023-3-005.

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Organisational culture, as one of the key features of any organisation, is related to its performance. This is also true for non-governmental organisations. The purpose of this research is to identify changes in the dimensions of the organisational culture of these organisations caused by the pandemic. Data from 586 respondents, identified through an online OCAI questionnaire, were collected for pre-COVID-19, current, and preferred state. Statistically significant representation of the dimensions was identified in the types of culture. It was found that hierarchy culture was prevalent in pre-C

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Podjed, Dan. "Multiple Paradigm Research on Organisational Culture: An Introduction of Complexity Paradigm." Organizacija 44, no. 1 (January 1, 2011): 11–21. http://dx.doi.org/10.2478/v10051-011-0002-0.

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Multiple Paradigm Research on Organisational Culture: An Introduction of Complexity ParadigmThe author presents multiple paradigm research into the organisational culture of a birdwatching association, where he conducted his ethnographic research. On top of the functionalist, interpretive, radical structuralist and radical humanist paradigms as presented by Gibson Burrell and Gareth Morgan, he applies the fifth paradigm into the analysis of the organisation. The so-called complexity paradigm, which was formed in 1980's based on findings about complex systems and networks that emerged in natura

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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.

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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by havi

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Babnik, Katarina, Kristijan Breznik, Valerij Dermol, and Nada Trunk Širca. "The mission statement: organisational culture perspective." Industrial Management & Data Systems 114, no. 4 (May 6, 2014): 612–27. http://dx.doi.org/10.1108/imds-10-2013-0455.

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Purpose – The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective. Design/methodology/approach – The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness

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Xanthopoulou, Panagiota, Alexandros Sahinidis, and Zorzeta Bakaki. "The Impact of Strong Cultures on Organisational Performance in Public Organisations. The Case of the Greek Public Administration." Social Sciences 11, no. 10 (October 18, 2022): 486. http://dx.doi.org/10.3390/socsci11100486.

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Existing literature suggests that a strong culture is essential to the success of an organisation. However, some researchers have since disputed this claim, arguing that while some strong cultures lead to success, others fail. Examining several examples over time, the so-called “case for a strong culture” presents significant weaknesses. The present study, based on the Competing Values Model, examines the effects of a culture’s strength on the organisational performance in the public sector. A sample of 92 departments of Greek public organisations was examined, of which a total of 424 people r

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Coates, G. "Organisation Man - Women and Organisational Culture." Sociological Research Online 2, no. 3 (September 1997): 15–38. http://dx.doi.org/10.5153/sro.88.

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Four decades ago, Whyte (1956), described how a new human expression had become universally evident. This was the notion of the ‘Organisation Man’, an early corporate culture characterised by the middle ranks of managers in large organisations, who were subject to a ‘social ethic’. Under the original conception gender was not an issue. However, in a contemporary view of human resource management (HRM) and corporate culture, it has become crucial to understanding both notions of competitive advantage, and the thesis and influence of commitment in the literature and the workplace. This article d

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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.

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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

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Urbancová, Hana. "Results of analysis of organisational culture in organisations in the Czech Republic and Slovak Republic." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 7 (2012): 433–40. http://dx.doi.org/10.11118/actaun201260070433.

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The article deals with issues concerning organisational culture and its maintenance in existing conditions in organisations in the Czech Republic. The importance of the topic lies in the fact that organisational culture is a reflection of human dispositions in work activities and strengthens one’s attitude to work and regulates relationships between employees and the management of the organisation. The aim of the article is to identify the importance of organisational culture and to determine the process of its development and its maintaining in organisations in the Czech Republic. Data has be

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Whiteside, James, and Samir Dani. "Influence of Organisational Culture on Supply Chain Resilience: A Power and Situational Strength Conceptual Perspective." Journal of Risk and Financial Management 13, no. 7 (July 7, 2020): 147. http://dx.doi.org/10.3390/jrfm13070147.

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The purpose of this paper is to explore how organisational culture, represented by the competing values framework (CVF), and the relationship mechanisms of situational strength and power influence an organisation’s approach to supply chain resilience (SCRES). This is a conceptual paper which uses a multi-theoretical approach to create a framework outlining how organisations which possess different characteristics of culture within the CVF will work to achieve SCRES. Secondary analysis of four case examples as discussed in the supply chain and resilience literature are then used to support the

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Davis, Keith, and Mark Boulet. "Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture." Australian Journal of Environmental Education 32, no. 1 (January 22, 2016): 109–23. http://dx.doi.org/10.1017/aee.2015.51.

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AbstractTraining employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of

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Volkova, Natalia, and Vera Chiker. "What demographics matter for organisational culture, commitment and identification?" International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 274–90. http://dx.doi.org/10.1108/ijoa-05-2019-1762.

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Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding

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Makgalo, Portia, and Ophillia Ledimo. "Impact of Organisational Culture and Employee Commitment on Knowledge Workers in an Insurance Company." European Conference on Knowledge Management 24, no. 1 (September 5, 2023): 852–61. http://dx.doi.org/10.34190/eckm.24.1.1830.

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The purpose of this paper is to provide an empirical understanding on how the constructs organisational culture and employee commitment affect knowledge workers in an insurance organisation. In the knowledge based economy, organisational culture and employee commitment play a critical role in an organisation’s sustainability. There is no one size fits all when it comes to the impact of organisational culture on organisational commitment for effective retention of knowledge workers. The relationship is based on the nature or type of the business, the environment where the business operates and

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Chipangura, Paul, Dewald van Niekerk, Fortune Mangara, and Annegrace Zembe. "Organisational vulnerability: exploring the pathways." Disaster Prevention and Management: An International Journal 33, no. 6 (June 7, 2024): 16–29. http://dx.doi.org/10.1108/dpm-03-2024-0065.

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PurposeThis study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.Design/methodology/approachThis study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.FindingsThe analysis highlights the multifaceted nat

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Monyai, Dakalo Precious, Jeremy Mitonga-Monga, and Boitumelo Winny Makhubele. "Organisational culture and its influence on employees' attitude towards organisational change in a developing country setting." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 9 (December 28, 2024): 11–21. https://doi.org/10.20525/ijrbs.v13i9.3769.

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This study aimed to investigate the influence of organisational culture on employee attitudes towards organisational change in a South African state-owned enterprise. A cross-sectional survey was conducted with a random sample (n = 373) of employees at a state-owned enterprise. The Organisational Culture Questionnaire (OCQ) and the Employee Attitudes to Organisational Change Scale were evaluated. Correlation and multiple regression analyses were used to determine the influence of organisational culture on employee attitudes towards organisational change. The findings indicate that organisation

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Singh Lather, A., J. Puskas, A. Kumar Singh, and N. Gupta. "Organisational culture: A study of selected organisations in the manufacturing sector in the NCR." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 349–58. http://dx.doi.org/10.17221/63/2010-agricecon.

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The main objective of the study is to compare the organisational culture of the selected companies in the manufacturing sector and to identify and measure the perceived organisational culture and its various dimensions. 70 responses to a 4 point scale questionnaire based on the OCTAPACE profile developed by Udai Pareek were obtained from 2 organisations in the NCR. The result shows that the executives and non- executives perceive the culture differently. The study helps in identifying the weaker aspects of culture in terms of values and beliefs that prevail in the organisation. Once the diagno

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