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McLaren, Robert I. "Organizational culture in a multicultural organization." International Review of Administrative Sciences 63, no. 1 (March 1997): 57–66. http://dx.doi.org/10.1177/002085239706300105.
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van Breda-Verduijn, Hester, and Marjoleine Heijboer. "Learning culture, continuous learning, organizational learning anthropologist." Industrial and Commercial Training 48, no. 3 (March 7, 2016): 123–28. http://dx.doi.org/10.1108/ict-11-2015-0074.
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Purpose – The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the urgency for innovation and continuous improvement. Learning is a key issue in this. A powerful culture of learning forms an effective breeding ground for continuous learning. That is the reason why in this paper the concept of “learning culture” will be analyzed: how will it contribute to continuous improvement and innovation? The authors will answer this question by taking the perspective of an organizational learning anthropologist. Design/methodology/approach – The paper combines the perspective of educational sciences and cultural anthropology, and is based on a variety of professional literature. The main point of reference is the model of organizational culture of Schein (1999). Findings – Each organization has its own unique learning culture. A learning culture is considered effective when it is supporting the organizational objectives. And a learning culture is effective when it forms an effective breeding ground for the learning needed within the organization. Practical/implications – This perspective will bring learning and development professionals new ways of looking at the learning issues and solutions in their organizations. They will get acquainted with the method to analyze the learning culture in their own organization. They will understand how their organizational culture can influence learning issues. Besides that, they will get some ideas on how to improve the learning culture of their organization. Originality/value – This paper combines insights from cultural anthropology and educational sciences.
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Lim, Thou Tin. "Organizational Culture and Knowledge Management." Journal of Information & Knowledge Management 01, no. 01 (March 2002): 57–63. http://dx.doi.org/10.1142/s0219649202000170.
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As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.
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Mahadevan, Kumaraguru. "Culture driven regeneration (CDR): a conceptual business improvement tool." TQM Journal 29, no. 2 (March 13, 2017): 403–20. http://dx.doi.org/10.1108/tqm-05-2015-0061.
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Purpose The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement. Design/methodology/approach A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept. Findings This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change. Research limitations/implications Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries. Originality/value The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.
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Nugroho, Mahendra Adhi. "The effects of collaborative cultures and knowledge sharing on organizational learning." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1138–52. http://dx.doi.org/10.1108/jocm-10-2017-0385.
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Purpose The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning. Design/methodology/approach This research used a sample of 288 non-profit state-owned organization employees, which was taken using the simple random sampling technique. The hypotheses were tested using the partial least square approach. Findings This research provides insights that organizational learning is influenced significantly by knowledge sharing and collaborative cultures existing within the organization. The successfully built theoretical implication provides evidence that knowledge sharing and collaborative cultures within an organization can provide support for the real organizational learning to take place. Knowledge sharing and collaborative cultures prove to be among the determinants for the occurrence of organizational learning. The right culture can promote good organizational learning. Research limitations/implications The right culture can promote organizational learning. This research investigates the effects of collaborative cultures and knowledge sharing on organizational learning in a non-profit state-owned organization. Future research can further expand the scope of various types of organizations, both for-profit and non-profit ones. Practical implications This research reveals the effects of collaborative cultures and knowledge sharing on organizational learning. Originality/value This research provides insights into the factors supporting organizational learning.
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Janicijevic, Nebojsa. "Interplay of institutional and cultural theories of organization." Sociologija 57, no. 3 (2015): 438–58. http://dx.doi.org/10.2298/soc1503438j.
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In this paper, similarities and differences between the institutional theory of organization and organizational culture theory are analysed, and how these theories complement each other is highlighted. This study posits that both the institutional and cultural theories of organizations have the same research subject and that they approach it from the same research paradigm. The level of analysis distinguishes the two, and therefore, an interaction between the institutional and cultural theories of organizations is useful. Organizational culture theory supports the institutional theory in explaining the underlying factors and the forms of the implementation of institutional pattern in organizations. The institutional theory of organizations supports the organizational culture theory to expand its findings regarding the sources of organizational culture.
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Maria, Ujhelyi, Kun Andras Istvan, and Hanesz Julia. "Students′ Perception of Organization Culture at a Faculty of Science and Technology." Studia Universitatis „Vasile Goldis” Arad – Economics Series 27, no. 1 (April 1, 2017): 41–54. http://dx.doi.org/10.1515/sues-2017-0004.
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Abstract The current study uses an adapted version of Cameron and Quinn’s OCAI questionnaire to test the organisational culture of the Faculty of Science and Technology at the University of Debrecen, Hungary, as it is perceived by its students, and also to discover what type of organisational culture the same students think would be ideal for them. An additional objective of this paper is to identify possible gaps between the perceived and the ideal cultures expressed by the students. Our sample includes 128 questionnaires completed by bachelor students from 6 different majors at the faculty. According to our results, the respondents perceive to a significant degree that the faculty’s organisational culture is at an average level of clan, market and hierarchy cultures, while it also exhibits a relatively low level of the adhocracy culture. Their ideal faculty culture would be one with average adhocracy, average hierarchy, high clan and low market features. Significant gaps are identified between the perceived and ideal cultures in all the four types: students would prefer an increase in clan and adhocracy cultures, and a decrease in the other two cultures.
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Huising, Ruthanne, and Susan S. Silbey. "From Nudge to Culture and Back Again: Coalface Governance in the Regulated Organization." Annual Review of Law and Social Science 14, no. 1 (October 13, 2018): 91–114. http://dx.doi.org/10.1146/annurev-lawsocsci-110615-084716.
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The range of organizational responses to regulatory requirements is often explained by describing the organization as a monolithic actor interacting with external agents. We look inside regulated organizations, recognizing them as a web of transactions and norms, to examine how formal and informal organizational practices transform regulatory requirements into normalized activity. This article identifies four levers used at the coalface—or frontline—of the organization to encourage compliance in organizations: nudge (individual), bureaucracy (roles, rules, and procedures), relational governance (network), and organizational culture (assumptions, values, and artifacts). We map the range of research on coalface governance while displaying the assumptions and implications of each lever often embedded in recommendations to policy makers or organizational managers. We offer this continuum of techniques to invite a richer conversation about ways of pursuing compliance in organizations.
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Kirin, Snežana, Gordana Gavrić, and Sandra Kirin. "Organizational Culture in Serbian Companies According to the Denison Model." Economic Analysis 52, no. 1 (June 24, 2019): 97–108. http://dx.doi.org/10.28934/ea.19.52.12.pp97-108.
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Organizational culture is an important research topic of modern management science. The results of research conducted in order to cast light on organizational culture in Serbia are shown in the following paper. Since finding a balance between the demands for consistency of an organization and its required adaptability to change is a major challenge in managing organizations in the contemporary world, the Denison Model was applied to the research. The essence of the model is consisted of four dimensions of organizational culture: mission, consistency, involvement of employees, and ability of an organization to change thus including its need for stability as well as for flexibility. The obtained results specifically point to aspects of organizational culture the advancement of which will improve the efficiency and competitive advantage of enterprises in Serbia, which can serve as useful information to policy creators for making better decisions.
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Morrill, Calvin. "Culture and Organization Theory." ANNALS of the American Academy of Political and Social Science 619, no. 1 (September 2008): 15–40. http://dx.doi.org/10.1177/0002716208320241.
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Wahda. "Mediating effect of knowledge management on organizational learning culture in the context of organizational performance." Journal of Management Development 36, no. 7 (August 14, 2017): 846–58. http://dx.doi.org/10.1108/jmd-11-2016-0252.
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Purpose The purpose of this paper is to determine the mediating effect of knowledge management (KM) on organizational learning culture (OLC) in the context of organizational performance of the State Organization for Higher Education (PTN) in South Sulawesi. Design/methodology/approach The unit of analysis in this study includes a study program of exact sciences, non-exact science scholars, as well as the study population. Sample size is 138 units/respondents. Analysis method used to test the research hypothesis is partial least square (PLS) by employing XLSTAT. Findings The results of analysis show that the exact science, non-exact science, and exact-non-exact OLC have a significant positive effect on KM. This means that when an OLC is strongly implanted, the KM will be well implemented. Therefore, to carry out the KM well, it is imperative that there should be a suitable organizational culture. In this case, an OLC has the biggest effect on achieving organizational performance. Originality/value KM in organizations has been researched by performing case studies on sub-companies of a selected corporation in the city of Esfahan and on OLC in a public service organization of Pakistan. This paper claims originality on the basis of the following: variables used are mediating variables of KM, learning organizational culture, and organizational performance; the method used in this research is PLS and the locations used in this study, sites at the State University of Makassar in Indonesia, are unique as they have not been used in any previous studies on this topic.
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Wiener, Carlie S., Malia A. J. Rivera, Robert J. Toonen, Jo-Ann C. Leong, Randall K. Kosaki, Stephen Karl, Kaylene Keller, and Hoku Johnson. "Creating Effective Partnerships in Ecosystem-Based Management: A Culture of Science and Management." Journal of Marine Biology 2011 (2011): 1–8. http://dx.doi.org/10.1155/2011/241610.
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An ecosystem-based management research partnership between the Hawai‘i Institute of Marine Biology and Office of National Marine Sanctuaries, specifically with the Northwestern Hawaiian Islands Coral Reef Ecosystem Reserve and, later, the Papahānaumokuākea Marine National Monument, provides a case study to analyze integration of scientific research into management plans through collaborative communications. Ecosystem-based management seeks input from disparate stakeholders and requires effective communication systems for the public, science, and management partners that bypass differences in organizational culture and communication styles. Here, we examine a successful partnership within the framework of ecosystem-based management to survey and evaluate cultural differences, understand what facilitates collaborative communication, highlight factors that impede a successful partnership, and identify areas for improvement. Effective communication has been achieved through an analysis of the organizations cultures and structures to better define communication links. Although specific differences were noted in organization and style, successful integration was accomplished through techniques such as the development of symposia and semiannual reports. This paper will explore the organizational culture analysis and structure evaluation, which are components of a larger study. This science management integration project is an example of how organizational analysis can lead to recommendations for improved communication and integration of science and management.
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Dauber, Daniel, Gerhard Fink, and Maurice Yolles. "A Configuration Model of Organizational Culture." SAGE Open 2, no. 1 (January 1, 2012): 215824401244148. http://dx.doi.org/10.1177/2158244012441482.
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The article proposes a configuration model of organizational culture, which explores dynamic relationships between organizational culture, strategy, structure, and operations of an organization (internal environment) and maps interactions with the external environment (task and legitimization environment). A major feature of the configuration model constitutes its well-defined processes, which connect the elements of the model systematically to each other, such as single- and double-loop learning, operationalization of strategies, legitimization management, and so on. The model is grounded in a large review of literature in different research areas and builds on widely recognized models in the field of organization and culture theory. It constitutes a response to the call for new models, which are able to explain and facilitate the exploration of the empirical complexity that organizations face today. The configuration model of organizational culture is of particular interest to scholars who investigate into cultural phenomena and change over time.
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Taherimashhadi, Mehrsa, and Imma Ribas. "A Model to align the organizational culture to Lean." Journal of Industrial Engineering and Management 11, no. 2 (April 6, 2018): 207. http://dx.doi.org/10.3926/jiem.2511.
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Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.
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LAHEY, TIMOTHY, and WILLIAM NELSON. "A Dashboard to Improve the Alignment of Healthcare Organization Decisionmaking to Core Values and Mission Statement." Cambridge Quarterly of Healthcare Ethics 29, no. 1 (December 20, 2019): 156–62. http://dx.doi.org/10.1017/s0963180119000884.
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Abstract:The mission and value statements of healthcare organizations serve as the foundational philosophy that informs all aspects of the organization. The ultimate goal is seamless alignment of values to mission in a way that colors the overall life and culture of the organization. However, full alignment between healthcare organizational values and mission in a fashion that influences the daily life and culture of healthcare organizations does not always occur. Grounded in the belief that a lack of organizational alignment to explicit organizational mission and value statements often stems from the failure to develop processes that enable realization of the leadership’s good intentions, the authors propose an organizational ethics dashboard to empower leaders of healthcare organizations to assess the adequacy of systems in place to support alignment with the stated ethical mission.
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Balthazard, Pierre A., Robert A. Cooke, and Richard E. Potter. "Dysfunctional culture, dysfunctional organization." Journal of Managerial Psychology 21, no. 8 (December 2006): 709–32. http://dx.doi.org/10.1108/02683940610713253.
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Permana, Buyung Satria, Marbawi Marbawi, and Ibrahim Qamarius. "Pengaruh Kompetensi, Budaya Organisasi Terhadap Kinerja Karyawan Dengan Komitmen Organisasi Sebagai Variabel Intervening Pada PT PAG." J-MIND (Jurnal Manajemen Indonesia) 4, no. 2 (December 29, 2020): 94. http://dx.doi.org/10.29103/j-mind.v4i2.3380.
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: This study aims to determine the influence of competence and organizational culture through organization commitmen and its impact on employee performance to the PT. Perta Arun Gas of Lhokseumawe Regency. The data used is primary data by distributing questionnaires to 67 employees of the PT. Perta Arun Gas of Lhokseumawe Regency. Data analysis method used is path analysis and processed with the help of Statistical Package for Social Science (SPSS) application program. The result of the research shows that there is influence of competence and organizational culture to organization commitmen, and there is also influence of competence and organizational commitment toward employee performance, however organization culture is not influuence of employee performan PT. Perta Arun Gas of Lhokseumawe Regency. Furthermore, the results of the study found that organization commitmen variables mediate the absolute (full mediation) relationship of competence to the employee performance at the PT. Perta Arun Gas of Lhokseumawe Regency. Keywords : Competence, Organization Culture, Organizational Commitment and Employee Performance.
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Permana, Buyung Satria, Marbawi Marbawi, and Ibrahim Qamarius. "Pengaruh Kompetensi, Budaya Organisasi Terhadap Kinerja Karyawan Dengan Komitmen Organisasi Sebagai Variabel Intervening Pada PT PAG." J-MIND (Jurnal Manajemen Indonesia) 5, no. 2 (August 8, 2021): 9. http://dx.doi.org/10.29103/j-mind.v5i2.3432.
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Abstract: This study aims to determine the influence of competence and organizational culture through organization commitmen and its impact on employee performance to the PT. Perta Arun Gas of Lhokseumawe Regency. The data used is primary data by distributing questionnaires to 67 employees of the PT. Perta Arun Gas of Lhokseumawe Regency. Data analysis method used is path analysis and processed with the help of Statistical Package for Social Science (SPSS) application program. The result of the research shows that there is influence of competence and organizational culture to organization commitmen, and there is also influence of competence and organizational commitment toward employee performance, however organization culture is not influuence of employee performan PT. Perta Arun Gas of Lhokseumawe Regency. Furthermore, the results of the study found that organization commitmen variables mediate the absolute (full mediation) relationship of competence to the employee performance at the PT. Perta Arun Gas of Lhokseumawe Regency. Keywords : Competence, Organization Culture, Organizational Commitment and Employee Performance.
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Baek, Pyounggu, Jihyun Chang, and Taesung Kim. "Organizational culture now and going forward." Journal of Organizational Change Management 32, no. 6 (October 7, 2019): 650–68. http://dx.doi.org/10.1108/jocm-05-2018-0121.
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Purpose The purpose of this paper is to examine the fundamental premises (i.e. perspectives on organizations and intrinsic research contributions) embodied in the literature on organizational culture and offer insights into where organizational culture research should be headed now and going forward. Design/methodology/approach This research provides an integrative review of organizational culture research and investigates commonalities and differences in terms of the fundamental premises between North America and Europe. Findings The findings include that the modern perspective was most pervasive (87 percent) in both regions, with Europe slightly more open to varied perspectives such as symbolic and postmodern ones; approximately 70 percent of the studies were geared toward organization-level contributions, less than 10 percent toward individual-level contributions, and less than 20 percent toward mega-level contributions as the underlying research intent; and (c) in terms of the perspective-contribution combination, the pair of modern perspective and organization-level contribution was most dominant in both regions, while the individual-level contribution was paired with no other perspectives than the modern one. Research limitations/implications This research suggests that the research community shape a whole new discourse on organizational culture and recommends several promising research avenues. Originality/value By engaging in fundamental discussions on how an organization has been perceived and what purpose it has meant to deliver, this research offers an overarching view of where we stand currently and possibly where we should be heading in terms of organizational change management.
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Mehng, Si Ahn, Sang Hyeon Sung, and Lisa M. Leslie. "Does diversity management matter in a traditionally homogeneous culture?" Equality, Diversity and Inclusion: An International Journal 38, no. 7 (September 16, 2019): 743–62. http://dx.doi.org/10.1108/edi-10-2017-0227.
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Purpose The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea. Design/methodology/approach This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations. Findings This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity. Originality/value Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.
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., Herman. "Relationship Between Organizational Culture and Work Satisfaction With Commitment to Organization." JHSS (JOURNAL OF HUMANITIES AND SOCIAL STUDIES) 2, no. 1 (August 28, 2018): 40–46. http://dx.doi.org/10.33751/jhss.v2i1.821.
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The purpose of this study is to determine the existence of a relationship between organizational culture and job satisfaction with the commitment to the organization (Studies On Employees Tous Les Jours Bakery).Population in this research is total employee of Tous Les Jours Bakery counted 364 people, while that will be used as sample of research is 200 employee of Kitchen Staff . Based on Slovin formula 133 people are taken as samples. The research instrument is questionnaire. The obtained data is then processed by using correlation analysis techniques with the assistance of SPSS (Statistical Package for Social Science) software. The results showed that: First, the organizational culture on organizational commitment has a significant relationship and has a contribution of 11.3%. Second, job satisfaction and commitment to the organization has a very significant relationship and has a contribution of 21.7%. Eventually, both organizational culture and job satisfaction simultaneusly have a very significant relationship and have contributed 25.7%, the remaining 74.3% is determined by other unexamined variables
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Hummel, Ralph P., Virginia Hill Ingersoll, Guy B. Adams, and J. Steven Ott. "Organization Culture: Movement or Scandal?" Public Administration Review 54, no. 5 (September 1994): 493. http://dx.doi.org/10.2307/976440.
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Zainal, Haznil. "THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE PT TELKOM RIAU DARATAN (Survey of PT Telkom Riau Mainland offices)." Jurnal Apresiasi Ekonomi 7, no. 1 (January 31, 2019): 79–89. http://dx.doi.org/10.31846/jae.v7i1.198.
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The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia.
Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust
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Grueso-Hinestroza, Merlin Patricia, Mónica López-Santamaría, Javier L. González, Wilmer Salcedo, and Marysella Amaya. "Organizational Culture Artifacts and Compassionate Human Resources Practices in a Healthcare Organization." Asian Social Science 14, no. 4 (March 19, 2018): 90. http://dx.doi.org/10.5539/ass.v14n4p90.
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Compassion in organizations and their determinants is a research topic that is still underdeveloped, in consequence, a study was carried out with a sample of 112 employees in a health services organization in Bogotá (Colombia). To achieve this goal, the Organizational Culture Artifact Questionnaire -OCSA- and the Compassion Organizational Practices Questionnaire were administered. The results show that the organizational culture through its artifacts predicts in a significant way the adoption of compassion organizational practices. In analyzing the type of culture that has the greatest predictive power over compassionate organizational practices, it has been found that progressive culture has the greatest effect, in contrast to traditional culture. The conclusions discuss the practical implications of the study and its limitations.
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Lemelle, Anthony J. "Ideologically Driven Science of School Organization and Whitewashing Oppositional Culture." Contemporary Sociology: A Journal of Reviews 35, no. 4 (July 2006): 359–63. http://dx.doi.org/10.1177/009430610603500408.
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Legrady, George. "Culture, Data and Algorithmic Organization." Leonardo 45, no. 3 (June 2012): 286. http://dx.doi.org/10.1162/leon_a_00378.
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The author presents his interactive digital installations of the past decade, featured in museums, media arts festivals and galleries, that engage the audience to contribute data that is then transformed into content and visually projected large scale in the exhibition space. Collected over time, the data occasions further data-mining, algorithmic processing, with visualization of the results.
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Pochebut, L. G., S. D. Gurieva, and V. A. Chiker. "Predictive model of socio-psychological factors of building confidence in the organization." Social Psychology and Society 9, no. 1 (2018): 22–42. http://dx.doi.org/10.17759/sps.2018090103.
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The article presents the predictive model of socio-psychological factors of building confidence in the organization. In science still hasn’t determined the system factors of strengthening and maintaining trust. The article gives the classification of the basic conceptual approaches to the study of confidence in modern psychology: the psychological, socio-psychological, informational, subject-object. The main hypothesis is that the confidence of employees in the organization with balance the use of personas tactics interpersonal behavior. The study involved 149 people (40.5% of mane’s and 59. 5% women’s) aged from 25 to 45 years old, the staff of commercial organizations in St. Petersburg. Conducted testing and role playing game was obtained regression model predicting the confidence in the firm, identified the socio-psychological factors to enhance it (personal and group peculiarities, specific organizational culture), as the specific tactics achieve trust. The main conclusion is that establishing trust between people, based on their personal qualities, organizational culture and use of special tactics in business collaboration.
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Murunga, Edgar Sikuku, and Jane Esther Karugu. "Organizational Culture and Strategy Execution at Commission for University Education, Kenya." International Journal of Current Aspects 3, no. V (October 8, 2019): 76–90. http://dx.doi.org/10.35942/ijcab.v3iv.62.
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The effectiveness of an organization depends largely on how well the culture aligns with the organizational strategy. Boosting collaboration and fortifying culture prompts productive execution of organizational strategy. However conflict may arise between an organizational culture and the strategy, making the organizational culture a stumbling block to the success of the strategy. This study sought to find out the influence of organizational culture on strategy execution at Commission for University Education. It was guided by the following objectives; to examine the influence of consistency culture on strategy execution at Commission for University Education in Kenya; to determine the influence of mission culture on strategy execution at Commission for University Education in Kenya; to find out the influence of adaptability culture on strategy execution at Commission for University Education in Kenya and to establish the influence of involvement culture on strategy execution at Commission for University Education in Kenya. The study was guided by Denison Model and Resource Based View Theory. Descriptive research design was used in this study. The staff members at Commission for University Education formed the study’s target population. Both stratified and simple random samplings were employed in this study. The study used questionnaires as the main method of collecting data. The questionnaires were structured into closed-ended questions by use of multiple choice and likert questions. Statistical Package for Social Science (SPSS) version 20 was used to enter and analyze quantitative data. Output data was presented in form of tables showing the frequency, percentage and standard deviation. Results indicated that consistency had the highest influence on strategy execution (B=0.684). This was followed by involvement (B=0.476) and mission (B=0.203). Adaptability has the least influence on the dependent variable (B=0.096). The study concludes that consistency has the highest significant influence on strategy execution. The study also concludes that involvement culture is significant in steering towards an organizations strategy execution. The study further establishes that mission culture and adaptability culture play a significant role in influencing strategy execution. The study finally concludes that organizational culture is significant in steering towards an organizations strategy execution. The study recommends that government should emphasize on the need of aligning the company mission with the operations of the organization. Companies should consider involving their employees in decision making for them to feel part of the organization.
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Azizollah, Arbabisarjou, Farhang Abolghasem, and Dadgar Mohammad Amin. "The Relationship Between Organizational Culture and Organizational Commitment in Zahedan University of Medical Sciences." Global Journal of Health Science 8, no. 7 (December 14, 2015): 195. http://dx.doi.org/10.5539/gjhs.v8n7p195.
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<p><strong>BACKGROUND & OBJECTIVE:</strong> Organizations effort is to achieve a common goal. There are many constructs needed for organizations. Organizational culture and organizational commitment are special concepts in management. The objective of the current research is to study the relationship between organizational culture and organizational commitment among the personnel of Zahedan University of Medical Sciences. </p><p><strong>MATERIALS & METHODS:</strong> This is a descriptive- correlational study. The statistical population was whole tenured staff of Zahedan University of Medical Sciences that worked for this organization in 2012-2013. Random sampling method was used and 165 samples were chosen. Two standardized questionnaires of the organizational culture (Schein, 1984) and organizational commitment (Meyer & Allen, 2002) were applied. The face and construct validity of the questionnaires were approved by the lecturers of Management and experts. Reliability of questionnaires of the organizational culture and organizational commitment were 0.89 and 0.88 respectively, by Cronbach’s Alpha coefficient. All statistical calculations performed using Statistical Package for the Social Sciences version 21.0 (SPSS Inc., Chicago, IL, USA). The level of significance was set at P<0.05.</p><p><strong>FINDINGS:</strong> The findings of the study showed that there was a significant relationship between organizational culture and organizational commitment (P value=0.027). Also, the results showed that there was a significant relation between organizational culture and affective commitment (P-value=0.009), organizational culture and continuance commitment (P-value=0.009), and organizational culture and normative commitment (P-value=0.009).</p>
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Hooper, M. J., and T. Pye. "Company Culture: The Relationship of Organizational Values to Business Excellence." Journal of Human Values 8, no. 1 (January 2002): 27–43. http://dx.doi.org/10.1177/097168580200800104.
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This paper reports on the implementation of a methodology for detailing organizational values and measuring their influence on organizational performance. The work takes a grounded approach based on a large corpus of mission statements, which have been shown to be an authentic source of organizational values. A link is made between the mesh of values through an organization and the resulting world-class performance using a methodology that comprises benchmaking and values assessment. The framework developed in the paper is an attempt to map and develop the associations of individuals within the organizations.
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Ainur Rofiq. "Birokrasi, Perilaku, dan Budaya Organisasi dalam Pendidikan Islam." Dirasah : Jurnal Studi Ilmu dan Manajemen Pendidikan Islam 2, no. 2 (August 30, 2019): 98–116. http://dx.doi.org/10.29062/dirasah.v2i2.63.
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In the educational institution, organization is very important to increase the process and function of education. The man who has much knowledge in the organization will make a wide knowledge and a strong personality. The main purpose of bureaucracy is to give service to the public easy and fluently. In the education perspective, bureaucracy has a high goal to increase educational quality easy. When the educational institution was able to good, the process and educational function make maximum. Behavior organization is a science that studies human behavior. It has a connection between human behavior and organization. the organizational culture and education have a relationship stronger. The educational concept has raised of human-level as high creature, which has the ability to create value and function of culture. The organizational culture can affect new positive things in education. It comes from outside interaction. So, it will be a new culture in education, especially to increase educational institution
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Herman, Herman. "HUBUNGAN ANTARA BUDAYA ORGANISASI DAN KEPUASAN KERJA DENGAN KOMITMEN TERHADAP ORGANISASI." JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) 2, no. 1 (March 29, 2018): 18–32. http://dx.doi.org/10.34203/jimfe.v2i1.718.
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AbstractThe purpose of this study was to determine whether there is a relationship between organizational culture and job satisfaction with a commitment to the organization (Study Tous Les Jours Employees In Bakery). The population in this study was overall Tous Les Jours Bakery employees as much as 364 people, while that will serve as the study sample were employees of the Kitchen staff totaling 200 people. Slovin formula samples using as many as 133 people. The research instrument was a questionnaire. The collected data was then processed using correlation analysis techniques with the help of software SPSS (Statistical Package for Social Science). The results showed that: First of organizational culture on organizational commitment has a significant relationship and has a contribution of 11.3%. Both job satisfaction and commitment to the organization has a very significant relationship and has a contribution of 21.7%. The third organizational culture and job satisfaction together have a very significant relationship and have contributed 25.7%, the remaining 74.3% is determined by other variables not examined.Keywords: Organizational Culture, Job Satisfaction and Commitment to the Organization.
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Parker, Martin. "The Sociology of Organizations and the Organization of Sociology: Some Reflections on the Making of a Division of Labour." Sociological Review 48, no. 1 (February 2000): 124–46. http://dx.doi.org/10.1111/1467-954x.00206.
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This paper speculates on the emerging divide between ‘organization studies’ – a discipline largely practised in management departments – and the ‘sociology of organizations’. Using organizational culture as a case study, I argue that ‘forgetting’ is a key move in the construction of a discipline. Much organization studies' writing on corporate culture and symbolism is predicated on an amnesia about a wide body of older sociological work on ‘atmosphere’, ‘climate’, ‘personality’ and ‘informal structure’. This disciplinary constitution is productive of knowing, yet it also involves drawing boundaries that enable forgetting. Critically reflecting on the current division of labour in this area, as well as on the costs of amnesia, might encourage more historically informed forms of knowing.
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Majkut, Robert, and Radosław Rybczyński. "A security-oriented corporate culture of an organisation in a pandemic. A case study of WSB in Wrocław." Central European Review of Economics and Management 5, no. 1 (March 23, 2021): 23–42. http://dx.doi.org/10.29015/cerem.909.
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Aim: The paper aims to illustrate the importance of organizational culture in supporting security in an organization, on the example of a non-public higher education institution in Poland during the first year of the COVID-19 pandemic. Organization.
Design/ Research methods: The case study is presented in the context of theoretical reflections. the authors participated in the process of change during the pandemic, influencing the social norms shaping the culture of the organization for safety purposes in order to ensure the effective functioning of this entity under an epidemic risk.
Findings: This article has cognitive value and contains a description of the implemented procedures determined, on the one hand, by the organizational culture and, on the other hand, causing significant changes in the organization.
Contribution: Until recently, Management Science and Organization and Management Sociology did not deal with developing a security-oriented corporate culture of a particular entity in the context of the threat of an epidemic. The results may provide an example of good practice, and is the basis of future research on post-COVID security management.
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Nijsmans, Mia. "Professional Culture and Organizational Morality: An Ethnographic Account of a Therapeutic Organization." British Journal of Sociology 42, no. 1 (March 1991): 1. http://dx.doi.org/10.2307/590832.
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MILETIĆ, Slavica, ŠIMŠIĆ Zdenka STANOJEVIĆ, Ivan JOVANOVIĆ, Milan RADIVOJEVIĆ, and Vesna CONIĆ. "AHP analysis of organizational culture in textile companies in Serbia." Industria Textila 71, no. 02 (April 30, 2020): 124–31. http://dx.doi.org/10.35530/it.071.02.1588.
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Organizational culture has attracted attention in research, as it affects not only the performance of employees, but also the overall efficiency and sustainability of the entire organization. An analysis of the organizational culture in textile companies is a problem that can be solved using the multi-criteria decision-making method (MCDM). The interest in analyzing organizational culture comes from the fact that culture influences the behavior of members of the organization, decision-making and the setting of strategic goals. Companies can confront the challenges in nowdays by choosing a strong and stable organizational culture. An approach based on the AHP method is proposed to solve this complex problem in this paper. The AHP method is convinient for organizational culture analysing by Hofsted’s dimensions of national culture and determining the severity of the criteria. The usability and effectiveness of the AHP approach has been considered in the empirical application of the proposed method for selecting an organizational culture in textile companies in Serbia.
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Chan, Andrew. "Corporate culture of a clan organization." Management Decision 35, no. 2 (March 1997): 94–99. http://dx.doi.org/10.1108/00251749710160232.
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Shier, Micheal L., Aaron Turpin, David B. Nicholas, and John R. Graham. "Dynamics of a culture of workplace safety in human service organizations: A qualitative analysis." International Social Work 62, no. 6 (July 23, 2019): 1561–74. http://dx.doi.org/10.1177/0020872819858744.
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Workplace cultures are an important component in creating safe work environments. In-depth qualitative interviews ( n = 85) were conducted with human service workers of a large publicly administered human service organization in Canada to learn more about the organizational and/or workplace conditions that contribute to a safety culture. Findings reveal that a safety culture within this human service workplace is defined by values or attitudes associated with safety and structured mechanisms that help promote workplace safety. Insights from respondents help to identify areas for workplace and organizational development to promote health and safety within human service workplaces.
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Terjék, László. "Safety culture measurements results in the agricultural sector." Applied Studies in Agribusiness and Commerce 7, no. 4-5 (December 30, 2013): 143–50. http://dx.doi.org/10.19041/apstract/2013/4-5/20.
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The author examined the safety culture and in relation to that the safety and health-related human factors. The examination was conducted primarily in the agricultural sector. Safety culture is also a key factor in business life especially in productive sectors. Basically, it determines the general work safety and occupational hazard situations, which may have an impact on business, competitiveness, and efficiency, and also employee satisfaction.The concept of safety culture is new in the applied sciences. Scientific investigations of safety culture are diverse, varying by country, science background and economic sphere. The author has created a dimension-model, which organically reflects the relations of safety culture within an organization, projected mainly on conditions in Hungary. Some safety culture dimensions have been also examined on the basis of international safety culture research methodology. The author investigated some safety culture dimensions on the basis of international safety culture research methodology. This method is suitable to investigate the status of the relevant safety culture dimensions at agricultural organizations. It has possibilities, in the course of safety culture operationalization, to mark out dimensions which as elements of organization culture are suitable for denotation of safety culture. In this paper the author publishes some of his results about the examined 18 agricultural enterprises. The author used a self-made questionnaire for the interviews. In the questionnaire he used Likert-type scale to measure the qualitative elements of the dimensions.
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Catino, Maurizio. "Apprendere dagli errori per migliorare sicurezza e affidabilitŕ organizzativa: il contributo della sociologia dell'organizzazione." SOCIOLOGIA DEL LAVORO, no. 114 (September 2009): 96–110. http://dx.doi.org/10.3280/sl2009-114008.
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- The objective of this article is to examine which role the theory and sociology of organization might have in the accident analysis of organizations for the improvement of safety and reliability. The possible role for organizational research on accidents in organizations. The two main aims are: the analysis of two different logics of inquiry in case of accidents - the individual blame logic vs the functional-organizational logic-; the evaluation of the possible role and the practical difficulties in the implementation of an organizational approach if errors and organizational accidents occur. Main attention will focus on organizational research direct to have influence on social processes and conditions of extra-academic effect.Key words: organizational learning, organizational errors, blame culture, just culture, safety, organizational reliability
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Silic, Mario, and Andrea Back. "What are the Keys to a Successful Mobile Payment System? Case of Cytizi." Journal of Global Information Management 24, no. 3 (July 2016): 1–20. http://dx.doi.org/10.4018/jgim.2016070101.
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Scholars and practitioners agree that the future of payment is mobile contactless payment (MCP). However, while many projects concerning the implementation of MCP solutions have been started, MCP is still not available in most countries. Concerning this fact, studies on the obstacles to MCP implementation conclude that the formation of interorganizational relationships (IORs) is an important aspect to the success of any MCP project. In this study, the authors research the influence of organizational culture on IORs in the French MCP service, Cityzi. They conducted interviews with executives of the main organizations involved and collected data about the organizational culture using a quantitative questionnaire. The results revealed that the organizations involved in Cityzi emphasize a developmental culture that drives innovation and competition between the organizations involved, which leads to rivalry between them. The authors conclude that the centralized structure around a coordinating organization that displays a group culture supports the implementation of MCP systems.
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Boesso, Giacomo, and Kamalesh Kumar. "Examining the association between stakeholder culture, stakeholder salience and stakeholder engagement activities." Management Decision 54, no. 4 (May 16, 2016): 815–31. http://dx.doi.org/10.1108/md-06-2015-0245.
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Purpose – The purpose of this paper is to examine the association between stakeholder culture, stakeholder salience and firm response to stakeholder demands, based on the stakeholder culture framework. Design/methodology/approach – The study was conducted in a field setting involving 292 mid-level managers who completed measures of stakeholder culture and stakeholder engagement activities (SEAs) in their organizations. Findings – Results show that managers in organizations with different stakeholder cultures differentially ascribe and weigh the three attributes of power, legitimacy, and urgency when determining stakeholder salience. In addition, stakeholder culture is also associated with how managers respond to stakeholder issues in terms of SEAs. Research limitations/implications – Findings of the study justify the need to extend the stakeholder salience theory beyond the values of senior managers to include organization-level factors. This study is largely exploratory and the relationships that have been observed are associational in character. Practical implications – Results show that both ascription of stakeholder salience and the nature of SEAs are associated with stakeholder culture prevalent in an organization. This implies that managers may face constraints in managing stakeholder relationships, regardless of their personal values and beliefs, and may have to make deliberate efforts to modify the culture. Originality/value – Despite the fact that researchers have been urged to examine how organization-level phenomena guide managerial thinking and decision making with respect to stakeholder relationships, empirical research on the topic is lacking. This study contributes to the emerging research on firm-level perspective on stakeholder management.
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Омеличкин, Олег, and Oleg Omelichkin. "THE CONCEPT OF POLITICAL CULTURE IN RUSSIAN POLITICAL SCIENCE." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2016, no. 2 (November 25, 2016): 21–28. http://dx.doi.org/10.21603/2500-3372-2016-2-21-28.
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The paper studies the main interpretations of political culture prevailing in Russian political science. Their methodological and theoretical foundations and perspectives in the elaboration of this phenomenon are subject to comprehensive analysis. The author substantiates the necessity of unilateral synthesis of scientific concepts in a systematic theoretical form. Such interpretation of political culture is only possible in the context of the entire political system identifying the peculiarities of its cultural organization and standard and value security. The political culture characterizes this system as a whole, with a special emphasis on its quality status, the established political order, the complex network of political interactions and the process of self-organization of people. The author offers an original conception of political culture as a form of political programming of society and reproduction of political relations in their institutional and subject-activity representation. It is concluded that the functioning of the political sphere of society is motivated, contently programmed, organized and instrumentally ensured by its political culture.
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Draskovic, Branka, Natasa Krstic, and Ana Trbovic. "Organizational culture in the transition process in Serbia: A comparative analysis of the state administration and the private sector." Sociologija 60, no. 3 (2018): 635–52. http://dx.doi.org/10.2298/soc1803635d.
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Organizational culture plays a vital role in attaining organization?s economic objectives, with particular impact on the process of initiating and implementing organizational changes. Handy?s typology, that classifies culture into the power culture, the role culture, the task culture, and the person or support culture, was deployed to assess the type of organizational culture in a public and a private organization, mapping both the current culture and one desired by employees. The data were collected based on a questionnaire completed by 100 respondents employed in the private sector and another 100 respondents employed in the state administration. The results reveal statistically significant differences in the organizational culture between the public and the private organization, and that both need to make a positive impact on the state in achieving a more efficient responce to the challenges and difficulties of the transition process. The goal is to move away from the existing role culture dominated by strict rules, procedures and bureaucratization, and reinforce the task culture which values results, initiative and creativity. Considering that employees in the state administration strive to implement a model of organizational culture from the private sector, the public administration sector needs a change in the organizational culture to increase its administrative capacity and become more professional.
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Hussain, Malak S. "The Impact of Change Management on the Efficiency of Organizations: An Applied Study on the DAL Dairy Factory - Sudan 2019 - 2020." Research in World Economy 12, no. 4 (July 19, 2021): 1. http://dx.doi.org/10.5430/rwe.v12n4p1.
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Objectives: This study aims to know the effect of change in culture and technology on efficiency in Dairy Factory - Sudan, 2019-2020 and to know the views of managers on the impact of change management on efficiency, to identify the positive aspects that help in improving this efficiency as well as to identify the negatives Which limit the company's efficiency in this field, by answering the following research questions: - Is there an impact of changing culture and technology on increasing the efficiency of institutions? To answer these questions on which the problem is centered around, the following scientific hypotheses were put forward: - There is a statistically significant relationship between changing the organization's culture and increasing the efficiency of organizations, as well as the existence of a statistically significant relationship between changing technology in the organization and increasing the efficiency of organizations. Methods: The descriptive and analytical approach was used to describe the phenomenon under study, and the questionnaire was used to collect various data. The questionnaire was distributed to the sample members who numbered (55) employees to conduct the statistical analysis for this study, through the program used for the statistical analysis of social sciences, the hypotheses were tested by Median and chi-square. Finding: inflating the culture of the departments and divisions of the company, the stagnation and inflexibility of the society's culture, and the inadequacy of that culture to the requirements of work within the community, which led to an overlap in the powers and responsibilities? The most important recommendations: The necessity of changing the organizational structure to comply with the requirements of work, after carefully studying the internal and external environment, and for the change to take place based on the recommendations of specialists in administrative sciences. So that it is not random and does not lead to an inflation of the organizational structure without success. Value: The importance of the study stems from the fact that it addresses an important topic in business administration, which is managing change in organizations, which is the only way for these organizations to develop and continue to exist. It also studies the reality of change management in the DAL Dairy Factory - Sudan.
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LENKA, USHA, and SANIYA CHAWLA. "Higher educational institutes as learning organizations for employer branding." Industrial and Commercial Training 47, no. 5 (July 6, 2015): 265–76. http://dx.doi.org/10.1108/ict-01-2015-0001.
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Purpose – Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels. Design/methodology/approach – The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability. Findings – The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent. Originality/value – So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.
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Yu, Ti, and Chao-chen Chen. "The Relationship of Learning Culture, Learning Method, and Organizational Performance in the University and College Libraries in Taiwan." Libri 65, no. 1 (January 31, 2015): 1–14. http://dx.doi.org/10.1515/libri-2014-1032.
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AbstractOver the past few decades, organizational learning has become a significant concept for the development of organizations. Numerous scholars and experts in librarianship have advocated the importance of creating a learning library for handling various challenges, such as the rapid development of the Internet and digital technology. However, an effective learning organization relies on a positive learning culture and starts with an individual’s commitment to learn. This study investigated the learning methods that are commonly adopted by staff in Taiwan’s university and college libraries, measuring their values regarding the organizational learning culture and knowledge performance, and exploring the relationships among individual learning methods, organizational learning culture, and knowledge performance in these libraries. Based on the Dimensions of the Learning Organization Questionnaire (DLOQ) and previous studies, this study designed and conducted a questionnaire survey of 478 library employees in 162 universities and colleges across Taiwan. Some key findings of this study included: (1) the individual learning method of “self-learning by using Internet resources” is adopted most frequently by library staff in Taiwan’s universities and colleges; (2) the overall values of staff members regarding their organizational learning cultures are not strong; (3) the two dimensions “creating continuous learning opportunities” and “creating systems to capture and share learning” can influence the methods of library staffs’ learning formally and informally, and they can positively contribute to enhance the knowledge performance of the library. In addition, informal learning methods are likely to enhance organizational knowledge performance.
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Saha, Shilpi, and Saraf Pavan Kumar. "Organizational culture as a moderator between affective commitment and job satisfaction." International Journal of Public Sector Management 31, no. 2 (March 5, 2018): 184–206. http://dx.doi.org/10.1108/ijpsm-03-2017-0078.
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Purpose The purpose of this paper is to investigate the moderating role of organizational culture in affective commitment and job satisfaction relationship. Design/methodology/approach Responses were collected from 712 employees working in nine different Indian central public sector enterprises /state-owned enterprises (SOEs) by using a questionnaire-based survey. Theoretical analysis is based on social exchange theory and managerial grid theory. Data were analyzed by using partial least squares structural equation modeling. Findings The establishment of organizational culture as a moderator in Indian organizations is unique. This study has utilized data from employees working in different departments of organizations to provide unbiased responses. The results demonstrate that impact of affective commitment on employees’ job satisfaction is moderated by supportive and innovative cultures. Additionally, this research also proves that bureaucratic culture does not play a crucial role in moderating the relationship between organizational commitment and employees’ job satisfaction. Research limitations/implications Results are relevant to top-level and middle-level management in which people are involved in the governance of the organization, both directly and indirectly. There should be fixed working hours and optimum time management. Due to growing pressure, few employees who have personal obligations toward their families, such as nursing mothers and stressed individuals, should be provided with flexible working hours. In this way, culture can become supportive to cater to different needs of employees. Originality/value Till date, organizational culture as moderator has received very less attention in India. The establishment of organizational culture as a moderator in Indian SOEs is unique. The results add to the growing literature of commitment from non-western context as this study is based on Indian samples. This study has utilized data from employees working in different departments of organizations to provide unbiased responses.
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Prior, Francis B. "Security Culture: Surveillance and Responsibilization in a Prisoner Reentry Organization." Journal of Contemporary Ethnography 49, no. 3 (March 10, 2020): 390–413. http://dx.doi.org/10.1177/0891241620908651.
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As they have become increasingly common, prisoner reentry organizations have become a topic of interest to ethnographers, particularly those focused on race crime and justice. Reentry organizations are typically understood in terms of the social services they provide with the purpose of easing their clients’ social reintegration after incarceration. However, ethnographers of nonprofit prisoner reentry organizations have interpreted them as linked to a broader project of disciplinary poverty governance. Based on participant observation and interview evidence of a government-run prisoner reentry organization in a large northeastern city, I argue that an overarching security culture structured not only the organization’s security and surveillance practices, but also its disciplinary service provision. I argue that security culture also helps explain staff attitudes toward clients, and clients’ response to the organization as an extension of their experience of punishment. This ethnography builds on previous work through its specific examination of frequently taken-for-granted concrete security practices in conjunction with social service programming in order to highlight the overall effects of a government-run prisoner reentry organization’s security culture.
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Sherman, W. Scott, and Katherine J. Roberto. "Are you talkin' to me?: the role of culture in crisis management sensemaking." Management Decision 58, no. 10 (October 12, 2020): 2195–211. http://dx.doi.org/10.1108/md-08-2020-1017.
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PurposeThis paper considers the role of culture in crisis management narratives. The importance of sensemaking and sense-giving to crisis management is expanded by exploring how understanding organization culture may affect the plausibility of sense-giving narratives in crises.Design/methodology/approachThe crisis management, sensemaking, sense-giving and organizational culture literature studies are briefly reviewed. The paper then explores how plausibility may be dependent on organizational culture and how different cultures may create different dependencies. Propositions are developed and the potential organizational interventions based on these propositions in the action research tradition are offered, as they are potential practical and research implications.FindingsOrganizational cultures as shared sensemaking mechanisms provide leaders with the framework for constructing crisis management messages. A plausible message must resonate within the shared cultural experiences of members to shape and direct behaviors during a crisis while maintaining necessary flexibility to evolve as the crisis progresses.Research limitations/implicationsPotential avenues of future research include empirically testing the effects of cultural alignment on crisis management messaging employing action research or other methods, how strength of culture affects the process and the malleability of plausibility.Practical implicationsPractical implications include an organization's understanding of how culture affects not only the messages sent but also how employees might receive the sense-giving narratives. The paper also highlights the importance of flexibility in sense-giving narratives to allow evolution of the message as the crisis changes. Additional practical implications are provided.Originality/valueThis manuscript considers the role of culture in crisis management sense-giving narratives, a topic that has received little research attention. The manuscript argues that aligning the narrative within the organization's shared cultural understanding will increase employee acceptance and adherence to the message. The paper further discusses the importance of flexibility in the sense-giving narratives as the crisis changes.