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Journal articles on the topic 'Organizational culture'

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Published: 4 June 2021

Last updated: 31 July 2024

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1

FORGON, Tomáš. "INCREASING ORGANIZATIONAL CULTURE AND ETHICS IN HEALTHCARE ORGANIZATIONS." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 122 (2018): 43–49. http://dx.doi.org/10.29119/1641-3466.2018.122.5.

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2

Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (January 31, 2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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3

Lumby, Jacky. "Leading Organizational Culture." Educational Management Administration & Leadership 40, no. 5 (September 2012): 576–91. http://dx.doi.org/10.1177/1741143212451173.

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The literature on educational leadership and management has referred to culture since at least the 1970s. Despite the concept’s mention in over one-third of articles written in this journal, there has been little in-depth engagement with how leaders might influence it and the ethical issues involved. The article argues that leadership must engage with culture as a key mediator of power within organizations. Four levels of cultural activity are suggested: the cultural context created by global phenomena; the cultures of local communities; the organizational culture; and the sub- and counter-cultures within the organization. The article considers a bifurcation in the skills assumed necessary to respond to, on one hand, multi- or intra-culture and, on the other, organizational culture. The article suggests that the degree of perceived difference from norms dictates leaders' orientation to and engagement with culture, with cultural competence generally promoted only in relation to multicultural issues. It concludes that leaders are currently ill-served by encouragement to focus on aligning the organization’s members to a single, strong culture and that the persistent surface engagement with culture may perpetuate inequalities. The need to move leaders to engage more deeply with the power and complexity of culture is indicated.

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4

Abdulla Bin, Osman, and Rana S M Sohel. "Role of Organizational Culture towards Organizational Innovation: Evidence from Kulim Hi-tech Park, Malaysia." DIU Journal of Business and Entrepreneurship 12, no. 02 (December 30, 2019): 1–12. http://dx.doi.org/10.36481/diujbe.v012i2.5fz86p79.

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Organizations are hying to be competitive through the level of adapting innovation so that they can provide goods and services that meet customers' expectations. One of the aspects that can affect organizational innovation is the dimensions of organization's culture. This study aims at exploring the dimensions of cultures influencing organizational innovation. A quantitative survey was conducted at Kulim Hi-Tech Park, Malaysia. The primary data were collected from 67 respondents who were the managers of companies registered under Kulim Hi-Tech Park. The collected data were analyzed using partial least square structural equation modeling (PLS SEM) with the support of smart PLS software version 2.0M3. The statistical findings reveal that all four cultures are positively and significantly correlated with organizational innovation. Among the four cultures, adhocracy culture was found to be the most significant followed by clan culture, hierarchy culture and market culture in influencing organizational innovation.

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5

MARK, BARBARA A. "Organizational Culture." Annual Review of Nursing Research 14, no. 1 (January 1996): 145–63. http://dx.doi.org/10.1891/0739-6686.14.1.145.

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6

Brinson, Gary P. "Organizational Culture." AIMR Conference Proceedings 1996, no. 8 (August 1996): 4–8. http://dx.doi.org/10.2469/cp.v1996.n8.2.

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7

Soeters, Joseph L., Peter J. Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg, and Joanne Martin. "Organizational Culture." Contemporary Sociology 15, no. 5 (September 1986): 763. http://dx.doi.org/10.2307/2071074.

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8

Trice, Harrison M., Peter Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg, and Joanne Martin. "Organizational Culture." Administrative Science Quarterly 32, no. 4 (December 1987): 617. http://dx.doi.org/10.2307/2392895.

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9

Hesselink, Gijs, Myrra Vernooij-Dassen, Loes Pijnenborg, Paul Barach, Petra Gademan, Ewa Dudzik-Urbaniak, Maria Flink, et al. "Organizational Culture." Medical Care 51, no. 1 (January 2013): 90–98. http://dx.doi.org/10.1097/mlr.0b013e31827632ec.

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10

Schein, Edgar H. "Organizational culture." American Psychologist 45, no. 2 (1990): 109–19. http://dx.doi.org/10.1037/0003-066x.45.2.109.

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11

De Witte, Karel, and Jaap J. van Muijen. "Organizational Culture." European Journal of Work and Organizational Psychology 8, no. 4 (December 1999): 497–502. http://dx.doi.org/10.1080/135943299398122.

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12

Crow, Stephen M., and Sandra J. Hartman. "Organizational Culture." Health Care Manager 21, no. 2 (December 2002): 22–28. http://dx.doi.org/10.1097/00126450-200212000-00005.

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13

Areekadan, Jose. "Organizational Culture." International Journal of Cultural Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijcultm.2020.10032043.

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14

Ouchi, William G., and Alan L. Wilkins. "Organizational Culture." Annual Review of Sociology 11, no. 1 (August 1985): 457–83. http://dx.doi.org/10.1146/annurev.so.11.080185.002325.

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15

Koerner, JoEllen, and Mary Lou Wesley. "Organizational Culture." Nursing Administration Quarterly 32, no. 1 (January 2008): 49–56. http://dx.doi.org/10.1097/01.naq.0000305947.69311.a0.

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16

Lousã, Eva Petiz, and A. Duarte Gomes. "Evaluation of organizational culture: adaptation and validation of the portuguese version of the Denison Organizational Culture Survey." Psychologica 2, no. 59 (2016): 101–21. http://dx.doi.org/10.14195/1647-8606_59_2_6.

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17

ČMELÍKOVÁ, Zuzana. "Managing ethics in organization – focusing innovation in creating ethical organizational culture." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 110 (2017): 13–26. http://dx.doi.org/10.29119/1641-3466.2017.110.2.

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18

Permana, Meiki. "ORGANIZATIONAL CULTURE REFLECTS ORGANIZATIONAL PERFORMANCE." International Journal of Business Management and Economic Review 07, no. 01 (2024): 137–43. http://dx.doi.org/10.35409/ijbmer.2024.3556.

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Culture reflects human civilization, as well as Culture in an Organization. How essential are employees in a company organization to stick to the Organizational Culture? With Structural Equation Modeling (SEM) and with respondents as many as 100 company employees. The study's results show that organizational culture positively and significantly affects organizational Performance. The study's results carry theoretical implications, such as how important it is for an organization to have a culture with noble values to improve organizational Performance. Company owners can also use research to create a culture in their organization to realize and achieve planned Organizational Performance.

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19

Linstead, Stephen, and Robert Grafton-Small. "On Reading Organizational Culture." Organization Studies 13, no. 3 (July 1992): 331–55. http://dx.doi.org/10.1177/017084069201300302.

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The study of organizational cultures has been dominated by an interpretative approach which has emphasized the production of culture at the expense of the creativity shown by the consumers of cuiture, organizational members. 'Corpor ate culture' is distinguished from 'workplace' or 'organizational' cultures, and a number of other problems emerging within the literature are identified. These are presented as organizational culture versus cultural organization; cultural plurali ties ; rationality and the irrational; common knowledge and its constitution; power and ideology; and individualism and subjectivity. It is then argued, after a detailed discussion of concepts drawn primarily from a close reading of the work of Jacques Derrida, that a postmodern approach to organizational culture would recast the problems in terms of a revised conceptualization of subjectivity, and would formulate culture as paradox, otherness, seduction, and discourse. This would entail studying the 'bricolage' of organizational members within the 'microphysics' of what de Certeau calls the 'tactics of everyday practice'.

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20

Ghiasi, Akbar, Ganisher K. Davlyatov, Justin C. Lord, and Robert Weech-Maldonado. "ORGANIZATIONAL AND COMMUNITY FACTORS ASSOCIATED WITH NURSING HOME ORGANIZATIONAL CULTURE." Innovation in Aging 3, Supplement_1 (November 2019): S510. http://dx.doi.org/10.1093/geroni/igz038.1883.

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Abstract This study examines how organizational and community factors are associated with organizational culture among high Medicaid nursing homes (70% or higher Medicaid census). According to the Competing Values, Framework, there are four types of organizational culture: clan culture (friendly working environment); adhocracy culture (dynamic/creative working environment); market culture (results-based organization); and hierarchy culture (formalized/structured work environment). Survey data from 324 nursing home administrators (30% response rate) from 2017- 2018 were merged with secondary data from LTCFocus, Area Health Resource File, and Medicare Cost Reports. The dependent variable consisted of organizational culture type. The independent variables comprised organizational factors (facility has nurse practitioner/physician assistant (NP/PA), RN/LPN/CNA hours per resident day, RN skill mix, ownership, chain affiliation, size, occupancy rate, and Medicare and Medicaid payer mix) and community factors (Medicare Advantage penetration, per capita income, educational level, unemployment rate, poverty level and competition). Multinomial regression results showed that, compared to facilities with hierarchical cultures, those with a market culture have greater odds of having an NP/PA and higher RN skill mix and LPN intensity, but lower odds for RN intensity, Medicaid payer mix, occupancy rate, and Black residents. Also compared to facilities with hierarchical cultures, those with a clan culture have lower odds for having an NP/PA, beds and occupancy rate, but higher odds of being located in communities with lower unemployment and higher Medicare managed care. In conclusion, different organizational cultures are associated with different staffing patterns, as well as organizational and community factors.

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21

Rahman, A., S. G. Partiwi, and D. S. Theopilus. "University organizational culture mapping using Organizational Culture Assessment Instrument." IOP Conference Series: Materials Science and Engineering 1072, no. 1 (February 1, 2021): 012069. http://dx.doi.org/10.1088/1757-899x/1072/1/012069.

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22

Olson, Ryan. "Organizational culture putting the organizational culture concept to work." Behavior Analyst Today 3, no. 4 (2003): 471–81. http://dx.doi.org/10.1037/h0100001.

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23

Diomede, Barbara. "ORGANIZATIONAL CULTURE: The organizational culture: Implications for nursing service." AORN Journal 58, no. 4 (October 1993): 804–5. http://dx.doi.org/10.1016/s0001-2092(07)65284-3.

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24

Tama, Kartika Mega. "Organizational culture mapping analysis through Organizational Culture Assessment (OCA)." Masyarakat, Kebudayaan dan Politik 32, no. 2 (July 3, 2019): 186. http://dx.doi.org/10.20473/mkp.v32i22019.186-195.

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Organization is characterized by the different senses of culture and uniqueness that distinguish one’s entity from others. Culture plays an important role in organization as a good culture can provide organization support to achieve goals. Organizational culture acts as a guideline for an individual’s daily behavior that will influence the decision-making process and provide direction for leaders and members to achieve organizational goals. In its creation, organizational culture was built according to organization circumstances. Organizational culture has important roles in the maintenance and development of the organization’s vision and mission. Organizational culture is an essential tool in the improvement of organizational performance and member capability. Therefore, there is an need for the Karawitan Dance Activity Unit (UKTK) of Universitas Airlangga to project the state of the existing and expected culture of the organization. By conducting cultural mapping, existing visions and missions of an organization can be transformed. Organizational culture was measured by the Organizational Culture Assessment (OCA) method. The measurement is held by distributing instruments and contains 20 questions. The questionnaire was distributed to both leaders and members of the UKTK Airlangga University and its aim was to identify the expected culture of the university relative to the reality of culture. The results of the questionnaire showed that respondents felt the culture at the UKTK is of a mechanistic nature. Similarly, the expected culture of the UKTK is of a mechanistic nature. The compatibility between cultural reality and expectations in the UKTK supports organizational goals. This situation can generate good relationships between the leaders and members of the UKTK Airlangga University which results in harmony throughout the organization. The existing mechanistic organizational culture can be seen as a strategy by which to achieve the objectives of the UKTK in Airlangga University. The results of the study can also strengthen the organizational culture as it can be a powerful means by which to control and increase the consistent behavior of members of the organization. In addition, the awareness of the existing organizational culture can facilitate the implementation of work programs agreed upon by the UKTK organization of Airlangga University.

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25

Janicijevic, Nebojsa. "The influence of organizational culture on organizational preferences towards the choice of organizational change strategy." Ekonomski anali 57, no. 193 (2012): 25–51. http://dx.doi.org/10.2298/eka1293025j.

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Organizational culture, through its assumptions, values, norms and symbols, determines the way in which the members of an organization perceive and interpret the reality within and around their organization, as well as the way they behave in that reality. For this reason we may assume that organizational culture has an impact on the way in which an organization changes, and that matching of organizational culture and change strategy will improve the efficiency of the change process. In this paper specific hypotheses about the causal relationship between certain types of organizational culture and certain change strategies are formulated. Types of organizational culture are differentiated according to Handy?s and Trompenaars? classifications. Organizational change strategies have been differentiated according to previous work of Chin & Benne but one more strategy has been added. Classifications of both the organizational cultures and of the organizational change strategies are based on the same criteria of differentiation: distribution of power in an organization and orientation toward relationships or tasks. For this reason it is possible to formulate hypotheses about the causal relationship between certain types of organizational cultures and certain types of organizational change strategies. Thus, eight hypotheses are formulated in this paper, relating particular change strategies with particular types of organizational culture.

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26

Anibal Luciano Alipio, Rober, Danny Xavier Arevalo Avecillas, Grimaldo Wilfredo Quispe Santivañez, Wilber Jimenez Mendoza, and Emérito Felipe Zavala Benites. "Servant leadership and organizational performance: Mediating role of organizational culture." Problems and Perspectives in Management 21, no. 4 (November 10, 2023): 334–46. http://dx.doi.org/10.21511/ppm.21(4).2023.26.

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Servant leadership positively influences the performance of organizations since it focuses on developing the most critical capital of organizations – human beings. The study aims to analyze the influence of servant leadership on organizational performance mediated by organizational culture focusing on administrative staff in Peru. It uses a quantitative approach and non-experimental design. The data were obtained transversally from 465 union members-administrative staff through a virtual survey with a 20-item Likert-type questionnaire, verifying the data for compliance with the underlying assumptions. For data processing, the SPSS AMOS program was chosen, subjecting the data to confirmatory factor analysis and using the structural equation model to test the proposed hypotheses. The results show that, for administrative staff, organizational culture partially mediates the influence of servant leadership on organizational performance at 0.127. While servant leadership positively influences organizational performance (β = 0.341, p < 0.01), it also positively influences organizational culture (β = 0.492, p < 0.01). Furthermore, organizational culture positively influences organizational performance (β= 0.262, p < 0.01). The study confirms the importance of servant leadership in the performance of organizations. Also, it provides evidence to affirm that organizational culture is fundamental in explaining this influence, thus filling the research gap.

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27

Apsalone, M. "Effects of Organizational Culture on Organizational Innovation in Small Businesses." International Journal of Trade, Economics and Finance 9, no. 1 (February 2018): 41–45. http://dx.doi.org/10.18178/ijtef.2018.9.1.586.

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28

Gochhayat, Jyotiranjan, Vijai N. Giri, and Damodar Suar. "Influence of Organizational Culture on Organizational Effectiveness: The Mediating Role of Organizational Communication." Global Business Review 18, no. 3 (April 4, 2017): 691–702. http://dx.doi.org/10.1177/0972150917692185.

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Cultures have been found to predict the organizational effectiveness (OE). This article explores how a strong or weak organizational culture (OCL), irrespective of its taxonomy, affects OE in Indian technical education. It also examines the mediating role of organizational communication (OCM). Data were collected from 167 heads of engineering and management schools on OCL and OE and 334 of their subordinates on OCM through a questionnaire survey. Results indicate that organizations with a strong and deep-rooted culture perform more effectively than organizations with a weak culture. The effect of OCL passes to institutional effectiveness through OCM. Hence, higher educational institutions need to focus on strengthening OCL and OCM in order to improve their effectiveness.

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29

Astrina, Fenty. "PENGARUH BUDAYA ORGANISASI, KOMITMEN ORGANISASI DAN PENERAPAN PRINSIP-PRINSIP GOOD CORPORATE GOVERNANCE (GCG) TERHADAP KINERJA PERGURUAN TINGGI DENGAN PENDEKATAN BALANCED SCORECARD (BSC)." Jurnal Ilmiah Ekonomi Global Masa Kini 7, no. 1 (July 14, 2016): 61–78. http://dx.doi.org/10.36982/jiegmk.v7i1.105.

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The purpose of this research are to study and analyze theÂ influence of organizational culture, organizational commitment and implementation good corporate governance principles towards university performance in Muhammadiyah University both simultaneously and partially. This research conducted at 7 faculties in Muhammadiyah UniversityÂ with amount of respondents are 223, from that amount there ara 82 declared complete for analysis. The data collecting was carried out by spreading questionnaires to lecturer and employee . TheÂ technical method of simple purpossive sampling. The tool of analyze is path analysis. The result on this research and hypothesis testing show that: (1) there is correlation among organizational cultureÂ and organizational commitment but not significant; (2) simultaneously, organizational culture, organizational commitment and good corporate governance had significant influence to university performance; (3) partially, organizational culture and organizational commitment had positive influence but not significant to university performance,Â good corporate governance had positive influence and significant to university performance.Managerial imlpication of the study is to focus more on increasing lecturer an employee commitment and socialize organization culture among lecturers and employees for increasing university performance.Keyword : Organization Culture, Organization Commitment, Good Corporate Governance, OrganizationalÂ Performance.

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30

Song, Yu Ming, Yun Le, and Ya Qin Wang. "The Impact of Organizational Culture on Organizational Effectiveness in Construction Projects." Applied Mechanics and Materials 858 (November 2016): 325–31. http://dx.doi.org/10.4028/www.scientific.net/amm.858.325.

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A majority of research show that organizational culture is context-specific and it can impact organizational effectiveness positively. But few empirical studies have probed into the relationship in the context of project-based organizations. A survey was conducted of construction projects in China with the aim of better understanding the relationship. Based on 512 samples, the findings indicate that there exist differences in the relationship between four culture types and organizational effectiveness. The results show that clan and hierarchy cultures have greater positive effect on organizational effectiveness than market and adhocracy cultures. Moreover, this research examines the possible moderating effects of project size in the relationship between organizational culture and organizational effectiveness. The findings validate that project size has not moderated the impact of organizational culture on organizational effectiveness. Future research is necessary to identify other moderators in the relationship between organizational culture and organizational effectiveness.

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31

McCurdy, Howard E. "NASA's Organizational Culture." Public Administration Review 52, no. 2 (March 1992): 189. http://dx.doi.org/10.2307/976474.

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32

Key, Susan. "Organizational Ethical Culture." Proceedings of the International Association for Business and Society 7 (1996): 155–66. http://dx.doi.org/10.5840/iabsproc1996715.

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33

Carrieri, Alexandre de Pádua. "Understanding organizational culture." Revista de Administração Contemporânea 7, no. 3 (September 2003): 225. http://dx.doi.org/10.1590/s1415-65552003000300015.

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Pronyushkina, Tatyana Gennadevna. "ORGANIZATIONAL CULTURE ENGINEERS." V mire nauchnykh otkrytiy, no. 11 (November 25, 2014): 365. http://dx.doi.org/10.12731/wsd-2014-11-23.

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35

Gagliardi, Pasquale, and Mats Alvesson. "Understanding Organizational Culture." Administrative Science Quarterly 48, no. 1 (March 2003): 133. http://dx.doi.org/10.2307/3556624.

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36

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

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37

Ess Coeling, Harriet Van, and James R. Wilcox. "Understanding Organizational Culture." JONA: The Journal of Nursing Administration 18, no. 11 (November 1988): 16???24. http://dx.doi.org/10.1097/00005110-198811010-00003.

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38

Messersmith, Amber S., Joann Keyton, and Ryan S. Bisel. "Teaching Organizational Culture." Communication Teacher 23, no. 2 (April 2009): 81–86. http://dx.doi.org/10.1080/17404620902779231.

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39

Coeling, Harriet Van Ess, and James R. Wilcox. "Understanding Organizational Culture." JONA: The Journal of Nursing Administration 19, no. 11 (November 1989): 16–24. http://dx.doi.org/10.1097/00005110-198911010-00003.

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40

McDaniel, Charlotte, and Linda Stumpf. "The Organizational Culture." JONA: The Journal of Nursing Administration 23, no. 4 (April 1993): 54–60. http://dx.doi.org/10.1097/00005110-199304000-00014.

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41

Prickel, Carmen R., and Michelle Treon. "Transforming Organizational Culture." Clinical Nurse Specialist 24, no. 2 (March 2010): 103–4. http://dx.doi.org/10.1097/01.nur.0000348961.97366.27.

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42

Stroińska, Ewa, and Justyna Trippner-Hrabi. "Organizational culture in shaping organizational effectiveness." Studia i Prace WNEiZ 44 (2016): 209–18. http://dx.doi.org/10.18276/sip.2016.44/3-17.

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43

Opoku, Erica O., Chang Hongqin, and Simon A. Aram. "The Influence of Organizational Culture on Employee Performance in the Banking Sector: Evidence from GCB Bank, Ghana." European Journal of Business and Management Research 7, no. 2 (March 28, 2022): 168–75. http://dx.doi.org/10.24018/ejbmr.2022.7.2.1345.

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Today's banking and business environment is extensively dynamic. However, an efficient organizational culture and its specific roles regarding performance combine different culture systems, resulting in high productivity and satisfaction, thereby increasing the organization's profitability. This study assesses the interactive effects of organizational culture and its magnitude of influence on the performance of employees in GCB bank Ghana. The study further evaluates how the relationship between organizational culture and employee performance is affected when job satisfaction (moderating variable) is considered. A descriptive cross-sectional survey was conducted for 339 employees of GCB Bank in all Greater Accra Region branches in Ghana. Multiple linear regression analysis indicated that organizational culture contributes to a substantial rise in employee performance, with entrepreneurial culture implementation causing a higher increase in employee performance as compared to consensual and bureaucratic culture. The introduction of a moderating variable (job satisfaction) further suggested that its presence increases employee performance in a well-structured cultured environment. In organizations, one culture may be more effective than the other; hence, employees' performance could heighten or weaken from their satisfaction or dissatisfaction with a particular culture.

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44

Tutugo, Ahmad Habibi, and Much Riyadus Solichin. "Pengaruh Kepribadian dan Budaya Organisasi Terhadap Organizational Citizenship Behavior dengan Komitmen Organisasi sebagai Variabel Intervening." Jurnal Ilmiah Mahasiswa Manajemen, Bisnis dan Akuntansi (JIMMBA) 2, no. 3 (June 30, 2020): 392–410. http://dx.doi.org/10.32639/jimmba.v2i3.483.

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This research aims to test the influence of organizational personality and culture on organizational citizenship behavior through the organization's commitment as a intervening variable. The sampling method used is a non-probability sampling technique i.e. saturated sampling i.e. taking the whole sample or all members of the population are used as samples. Respondents in this study were the permanent teachers of Pondok Pesantren SahabatQu Sleman amounting to 60 people. This research uses the methods of descriptive analysis and statistics carried out validity tests, the test of relibility, multicolinearity test, heteroskedastisity test, normality test, correlation test, coefficient of determination, test T, analysis of pathways, calculation of Influence and Test Sobel. Testing in test T shows that the personality affects the Organization's commitment to the teacher of Pondok Pesantren SahabatQu Sleman. Organizational culture has a significant effect on the organization's commitment to the teachers remain in Pondok Pesantren SahabatQu Sleman. Personality has a significant influence on organizational citizenship behavior on the teachers remained SahabatQu Pondok Pesantren Sleman. The organizational culture has a significant effect on the teachers staying at the Pondok Pesantren SahabatQu Sleman. The commitment of the Organization has a significant effect on the teachers remained the Pondok Pesantren SahabatQu Sleman. Organizational commitments can be radiated between personality and organizational citizenship behavior based on the Sobel test. Organizational commitments cannot be intermediate between organizational cultures and organizational citizenship behavior based on Sobel tests.

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45

Ahiabor, Godson. "THE IMPACT OF CORPORATE CULTURE ON PRODUCTIVITY OF FIRMS IN GHANA: A CASE OF VODAFONE GHANA." Problems of Management in the 21st Century 9, no. 3 (December 20, 2014): 173–82. http://dx.doi.org/10.33225/pmc/14.09.173.

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It is believed that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Thus, many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. Organizational culture does not only affect the manner in which managers manage and consequently shape employee behavior, but also the total output and the way it provides services to its customers. Corporate culture or organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. Corporate culture covers moral, social, and behavioral norms of one’s organization based on the values, beliefs, attitudes, and priorities of its members. The researcher can say that corporate culture does have a positive impact on the productivity of any organisation, and with Vodafone, it does increase its productivity. Key words: corporate culture, impact, firms, telecommunication and productivity.

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46

Font Playán, Isabel, Patricia Gudiño Pérez, and Arturo Sánchez Martínez. "Change versus organizational culture." Gestión y Estrategia 18 (July 1, 2000): 67–75. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/2000n18/font.

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47

Känsälä, Marja, and Norio Tokumaru. "Interaction Between Agile Methods and Organizational Culture – A Qualitative Study." Pacific Asia Journal of the Association for Information Systems 15 (March 2023): 32–59. http://dx.doi.org/10.17705/1pais.15202.

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Background: Agile practices have gained popularity in the 21st century. There is also a growing body of research on agile methods. While some earlier research on agile practices and organizational culture exists with the assumption that the optimal combination of agile practices and organizational culture exists, we examine how agile methods and organizational culture interact and are mutually adjusted. Method: To find out how agile methods and organizational culture are related in practice, we conducted 50 semi-structured interviews with software and embedded software developers from five Japanese companies and three software teams from Finland. Results: Adopting agile methods does not necessarily cause convergence of organizational culture toward democratic which seems to be most compatible with archetypal agile practices. Agile methods can be adapted to organizational cultures that are sometimes challenging to modify. We demonstrate that companies tried to fit agile practices into hierarchical organizational cultures, demonstrating that organizational culture can occasionally be viewed as an exogenous variable influenced firm-, product-, and industry-specific features. Also, it is possible to transform organizational cultures to democratic. The examples demonstrate how companies alter their culture in part through HRM techniques. It should be noted, however, that these efforts to conform to culture can have some restrictions. Conclusion: There is not a single ideal combination of agile methods and organizational culture, despite what some earlier studies suggested. The results show how organizational culture and agile methods interact and adapt to one another in different ways. According to several earlier studies, different organizational cultures may support different facets of agile methods. They do not presuppose organizational culture diversity; in that it goes beyond the notion of a one-to-one relationship between agile methods and democratic organizational culture. While implementing agile practices in various organizational cultural contexts, practitioners must consider how agile methods and organizational culture are interconnected.

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Hur, SeungUk. "Full-Range Leadership, Organizational Culture, and Organizational Citizenship Behavior : Moderating Effect of Organizational Culture." korean policy sciences review 21, no. 4 (December 31, 2017): 151–77. http://dx.doi.org/10.31553/kpsr.2017.12.21.4.151.

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Santos, Joana, and Gabriela Gonçalves. "Organizational Culture and Perceived Organizational Support: The impact on Professional Satisfaction." Global Journal For Research Analysis 3, no. 1 (June 15, 2012): 33–37. http://dx.doi.org/10.15373/22778160/january2014/30.

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Endrejat, Paul Constantin. "When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation." Leadership & Organization Development Journal 42, no. 7 (July 30, 2021): 1104–18. http://dx.doi.org/10.1108/lodj-07-2020-0307.

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PurposeThis study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.Design/methodology/approachData were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.FindingsCurrent-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.Research limitations/implicationsThe author relied on self-reported cross-sectional data.Practical implicationsActions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.Originality/valueThe author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

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