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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
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Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (January 31, 2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.
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Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.
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Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture." Journal of Resilient Economies (ISSN: 2653-1917) 1, no. 2 (December 30, 2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.
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The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the need for a more holistic perspective that includes formal and informal approaches. Building on these insights, here it is argued that understanding and attention to ‘organisation culture’ provides a lens by which organisations can better prepare for future challenges, especially where contexts of high uncertainty and volatility may prevail. Using the metaphor of an iceberg for organisational culture (OrgCulture), cultivation of resilience within organisations, allows for the embedding of a resilience-based approach into the fabric of organisations, such that it permeates organisational values and principles and informs policies and practices. Such conceptualisation of OrgRes, will enable establishing of deep internal ideologies that effect enduring ‘ways of thinking and doing’ that better prepare organisations for the future.
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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).
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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about how members of that specific organisation communicate with each other. Even with the above vital role, organisational culture is viewed as an aspect to influence communication rather than a key role player in developing a communication strategy that fits the intended communication objectives of the specific organisation. To many organisations, the direction of their specific communication is more depended on current communication trends rather than the cultural aspect that determines the identity and behaviour of stakeholders of the specific organisation to achieve set objectives specifically in very diverse areas such as Africa. Whilst various authors have written about organisational culture there is still a lack in literature developed to outline in detail the cultural patterns and norms of African cultures, which are important in understanding the communication approaches of Africans even in corporate environments. This lack in literature also deprives African organisations to understand the diversity within its stakeholders. The aim of this paper is to explore how organisational culture and aspects of culture play a vital role in creating a communication strategy that is fit for a specific organisation to outplay the intend communication objective. This paper place focus on organisational culture and the vital function it plays in strategic communication. Keywords: Strategic communication, organizational culture, diversity, culture, communication
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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.
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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of participants—two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures—Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author’s tool, in which Hofstede’s concept of cultural dimensions. The statistical analysis involved the nonparametric Mann–Whitney U test.
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Gatot, Kustyadji, and Windijarto. "The Application of Organisational Culture in Influencing between National Culture and Competitive Advantage." Application of Organisational Culture in Influencing between National Culture and Competitive Advantage 8, no. 12 (December 26, 2023): 6. https://doi.org/10.5281/zenodo.10432709.
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This study aims to explore the crucial role of organisational culture in mediating the relationship between national culture and an organisation's competitive advantage. A strong national culture can provide identity and fundamental values, but can pose challenges when faced with a dynamic global business environment. In this context, organisational culture emerges as a significant mediator to link and adapt national culture to the demands of competitive advantage. The research method used is a combination of literature study and empirical research. An in-depth literature analysis was conducted to understand the concepts of national culture, organisational culture, and competitive advantage. Furthermore, empirical research involved surveys and interviews with a number of organisations in various sectors to collect data on the implementation of organisational culture and its impact on competitive advantage. The results show that organisational culture has a crucial role as a mediator between national culture and competitive advantage. Organisations that are able to integrate national cultural values with their organisational culture are able to create a unique and adaptive work environment. This provides a strong foundation for the development of competitive advantage through innovation, collaboration and adaptation to market changes. The findings have strategic implications for organisational leaders and decision-makers in designing cultural policies. They need to understand that organisational culture is not a separate entity, but a bridge that connects national culture with organisational sustainability and success in global competition. Therefore, investing in the development of an organisational culture that is in line with national values can be a strategic asset that differentiates organisations in an increasingly complex and changing global marketplace. Keywords:- Organisational Culture, National Culture, Competitive Advantage.
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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (October 1, 2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.
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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
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Stacho, Zdenko, Katarína Stachova, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Business: Theory and Practice 16, no. (3) (October 1, 2015): 264–70. https://doi.org/10.3846/btp.2015.492.
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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
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AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
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Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (April 7, 2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.
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Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment. Practical implications – The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity. Originality/value – The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.
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Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (October 1, 2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.
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Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.
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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (June 30, 2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.
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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have proven successful for organisations, according to the literature. The review discovered that organisational culture and strategy are interwoven and that organisational strategy starts with a summary of the organization's beliefs, norms, and values. Because both serve the same aim, the study further proved that organisational culture may be viewed as an organisational strategy. The study's findings demonstrate that organisational culture is a distinct organisational growth approach in and of itself. The findings imply that maintaining an organization's culture is a tactic used to outperform rival companies.
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Joly, Lola, Muriel Davies, Genane Youness, and Stéphanie Buisine. "The Impact of Organisational Culture on Transportation Behaviours: An Exploratory Analysis." European Conference on Innovation and Entrepreneurship 19, no. 1 (September 20, 2024): 987–89. http://dx.doi.org/10.34190/ecie.19.1.2597.
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By annually accommodating a growing number of students, higher education institutions contribute significantly to the daily flow of individuals. This flow exerts a significant impact on greenhouse gas emissions caused by transportation. Several studies have addressed promoting sustainable transportation at the individual level, while little attention has been drawn to examining the impact of organisations in this realm. This paper proposes a model of organisational influences on pro-environmental behaviours. Therefore, we thus identify a set of variables within organisations that expect to influence these behaviours. Among these variables, organisational culture appears as a major predictor. Organisational culture is a set of values, norms, beliefs, meanings and behaviours. Based on this definition, we propose to study organisational culture through measurable elements such as the organisation's values, norms and perceived practices. Additionally, we have identified variables directly influenced by organisational culture, such as leadership and organisational trust. Further variables, including personal norms and facilitating conditions, interact with the organisational culture and provide a more precise understanding of pro-environmental behaviours. This framework will be used to investigate student transportation behaviours. The results are expected to provide valuable insights for developing a culture of sustainable transportation at the organisational level.
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Ledimo, Ophillia. "Diversity Management: An Organisational Culture Audit To Determine Individual Differences." Journal of Applied Business Research (JABR) 31, no. 5 (August 28, 2015): 1733. http://dx.doi.org/10.19030/jabr.v31i5.9388.
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<p class="Default">The purpose of this study was to conduct an organisational culture audit to determine individual differences of employees within the South African army. A quantitative study was conducted with a random sample size n=238. The participants completed the biographical questionnaire and the Organisational Culture Inventory (OCI) which was used to measure organisational culture. Descriptive and inferential statistics were used to identify the existing culture type in this organisation and the statistically significant individual differences of the employees regarding their perception of the organisational culture. The findings of this study are valuable for organisational development practitioners and managers who are responsible to manage diversity in their organisation because it enables organisations to understand the culture of their diverse workforce and to propose relevant measures for improving employee performance using individual differences. These findings also provide opportunity for future research. This study also adds knowledge regarding organisational culture diagnosis and the nature of individual differences, especially within the South African work context.</p>
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Coelho, Carla, Mohammad Mojtahedi, Kamyar Kabirifar, and Maziar Yazdani. "Influence of Organisational Culture on Total Quality Management Implementation in the Australian Construction Industry." Buildings 12, no. 4 (April 16, 2022): 496. http://dx.doi.org/10.3390/buildings12040496.
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This study explores the relationship between organisational culture and total quality management (TQM) implementation in Australia, with the purpose of identifying the particular culture that dominants the Australian construction industry, and distinguishing which cultures determine the successful implementation of TQM. Although the application of the competing values framework (CVF) for evaluating organisational culture (OC) in the construction industry has been studied by some scholars, research into OC and its impact on TQM procedures in connection to the CVF in project-based industries such as construction has received less attention. Thus, this research intends to determine the relationship between OC and TQM regarding the CVF in the Australian construction industry. The research methodology used the validated organisational culture assessment instrument (OCAI) CVF to frame OC, and TQM practices identified from the literature review. An online questionnaire was distributed through Qualtrics, whereby 42 valid responses representing various construction organisations in Australia were analysed through IBM SPSS Statistics 26 through endorsing k-means cluster analysis, and analysis of variance. The findings support that Australian construction organisations are dominated by the market and external focused cultures according to the CVF of organisational classification. Furthermore, the findings acknowledge that organisations that are dominated by hierarchical cultural characterises could provide an unfavourable environment for the successful implementation of TQM. Whilst an organisation that obtains a mix of cultures, specifically with the adhocracy and market cultures dominating could provide a favourable environment for the successful implementation of TQM.
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Susan Febriantina, Jennah Marsha Sanjaya, Nadiva Azzahra, Thabita Salsabila, and Vidya Indah Nurhafiza. "Etika Kepemimpinan dalam Membentuk Budaya Organisasi yang Berintegritas." Intellektika : Jurnal Ilmiah Mahasiswa 3, no. 1 (December 23, 2024): 187–95. https://doi.org/10.59841/intellektika.v3i1.2093.
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This study aims to analyse the relationship between ethical leadership, organisational culture, and employee performance in the context of modern organisations. Through a comprehensive literature review, this study reveals that ethical leadership and a positive organisational culture have a significant influence on employee performance. Ethical leadership, characterised by leaders' concrete actions in implementing moral values, creates a work environment that supports ethical and innovative behaviour. A strong organisational culture, which reflects the shared values and norms adopted by members of the organisation, also plays an important role in shaping employee behaviour and improving performance. In addition, employee engagement and employee commitment are important factors that mediate the relationship between ethical leadership, organisational culture and employee performance. The findings of this study conclude that investment in ethical leadership development and the establishment of a positive organisational culture are strategic steps for organisations to achieve superior and sustainable performance.
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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.
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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the nature of social interactions within the organisation. In this way, quality improvement programs can impact on organisational culture, particularly in relation to organisational learning. Thus, this paper argues that successful engagement with a quality improvement program can enhance organisational learning, and, in turn, build organisational capacity.
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MBEBA, ROLAND DARLINGTON. "Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation." Journal of International Cooperation and Development 1, no. 1 (November 5, 2018): 13. http://dx.doi.org/10.36941/jicd-2018-0002.
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In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk research approach, qualitatively reviewing extensive literature, which is to yield detailed reported information, and this conviction of enquiry enables a deeper understanding of the effectiveness. The findings thus reveal that changing organisational culture is an uphill task although a flexible organisational culture is fundamental to organisations existence and capability to compete in a dynamic environment. Organisational culture change is essential in supporting organisational change. In other words a flexible organisational culture is essential in ensuring a smooth change process.
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Van Der Post, W. Z., T. J. De Coning, and E. V. D. M. Smit. "The relationship between organisational culture and financial performance: Some South African evidence." South African Journal of Business Management 29, no. 1 (March 31, 1998): 30–40. http://dx.doi.org/10.4102/sajbm.v29i1.768.
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Although statistical evidence seems to be lacking. it is at present widely acknowledged that organisational culture has the potential of having a significant effect on organisational performance. An analysis of sustained superior financial performance of certain American organisations has attributed their success to the culture that each of them had developed. It has been proposed that these organisations are characterised by a strong set of core managerial values that define the ways in which they conduct business. how they treat employees, customers, suppliers and others. Culture is to the organisation what personality is to the individual. It is a hidden but unifying force that provides meaning and direction and has been defined as the prevailing background fabric of prescriptions and proscriptions for behaviour, the system of beliefs and values and the technology and task of the organisation together with the accepted approaches to these. Recent studies have indicated that corporate culture has an impact on a firm's long-term financial performance: that corporate culture will probably be an even more important factor in determining the success or failure of firms in the next decade; that corporate cultures that inhibit long-term financial performance are not rare and that they develop easily. even in firms that are staffed by reasonable and intelligent people; and that corporate cultures, although difficult to change, can be made more performance enhancing. The purpose of this study, therefore, was to establish the statistical relationship between organisational culture and financial performance.
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Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (March 2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.
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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
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Podgórniak-Krzykacz, Aldona. "The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland." PLOS ONE 16, no. 12 (December 1, 2021): e0260647. http://dx.doi.org/10.1371/journal.pone.0260647.
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This paper aims to identify the organisational culture profiles of Polish municipalities and examine the influence of the professional, social and political experience and place-based leadership style of mayors on municipalities’ organisational culture profiles. The Organisational Culture Assessment Instrument was selected due to its suitability in assessing the organisation’s underlying culture. In the study, 917 mayors of municipalities in Poland, completing an on-line questionnaire. It was found that most of the Polish municipalities’ organisational culture is characterised by a clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s strategy is defined. The leadership style and the organisation’s success are hierarchy-focused, while the dominant characteristic is market type. The ANOVA and UNIANOVA analysis results suggest that the type of organisational culture depends on the type of municipality. The clan culture is dominant in rural municipalities. In urban municipalities, market culture and adhocracy are stronger than in rural municipalities, while clan culture is weaker. There is also an association between the dominant type of organisational culture and the mayors’ work experience in local administration and their membership in an NGO. The length of the mayor’s seniority in local government administration differentiates the importance of hierarchy culture, while his experience in the NGO sector strengthens the clan characteristics of the organisational culture of the office he heads. These findings provide important implications for the initiation and implementation of cultural change in local government administration and cooperation projects and local experiments. A cultural change is difficult to implement, and a change of mayor is not enough to initiate it. It requires planning and management. Cultural change may contribute to the increase of municipalities’ activity in cooperation’s projects and experiments. There is a need for more research on this topic to determine to what extent the organisational culture supports local cooperation projects.
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Haeruddin, M. Ikhwan Maulana. "The Influence of Organisational Culture on the Institutional Strengthening through a Resource-Based View." Asian Journal of Economics, Business and Accounting 24, no. 7 (June 18, 2024): 129–34. http://dx.doi.org/10.9734/ajeba/2024/v24i71397.
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This study aims to conduct research that principally emphasises the influence of organisational culture on institutional strengthening through the application of a resource-based view. There are a great number of organisational behaviour experts who confirm that the fit level of the person and organisation is based on several factors, such as the work environment. Literature explains that organisational culture is associated with shared values, practices, and behaviours that contribute to the organisation’s psychological and social environment. organisational culture also fosters the development and improvement of adaptability and flexibility among organisation members in order to respond more efficiently and effectively to changing situations, which is critical for institutional strengthening. The organisation is helped to ensure that any individual who is attached to the organisation is aware of the objective and/or goal, policy management, as well as the expectations of the organisation, and eventually, effective and efficient communication is perceived as one of the critical factors for institutional strengthening.
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IORDACHE, Valentin-Marian. "CULTURAL INFLUENCES AND INTERACTIONS WITHIN AERONAUTICAL ORGANISATIONAL SYSTEMS AS PREREQUISITES FOR OPERATIONAL PROCESSES." Romanian Military Thinking 2021, no. 2 (June 2021): 30–45. http://dx.doi.org/10.55535/rmt.2021.2.02.
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In the society we live in culture tends to become an abstraction, but the elements created in a social and organisational context that derive from culture are extremely important. If we do not understand how to manage these elements, which are in a complex and dynamic system, such as in the aeronautical system, then we will become their victim. Cultures have an impressive ability to create cohesion, performance and identity. They provide rules that allow diversity, regardless of its nature, to coexist. All organisations have a culture, and that of an aeronautical organisation must achieve maximum efficiency in risk conditions. Knowing the influences of each subculture helps reduce risks, costs, and improves the organisation’s efficiency and air safety. This paper aims to present the main cultures, and the link between them, within an aeronautical system and, at the same time, to help raise awareness of the importance of understanding the cultural elements in order to improve efficiency during operational processes.
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Serinkan, Celalettin, and Mehmet Kiziloglu. "The Relationship between Organisational Culture and Job Satisfaction in Higher Education Institutions: The Bishkek Case." Periodica Polytechnica Social and Management Sciences 29, no. 2 (August 13, 2021): 168–79. http://dx.doi.org/10.3311/ppso.15319.
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Organisational culture and job satisfaction are crucial insofar as human resources are the most valuable resources organisations have in today's business world. Organisational culture encompasses the characteristics that unite and integrate employees of an organisation and distinguish them from employees of other institutions. An employee who has high job satisfaction is an employee who enjoys his/her job and is satisfied with the conditions provided by the organisation. By doing the best that they can do, employees with high job satisfaction ensure that the institution has a competitive advantage and, as a result, extends its life. In this study, questions about organisational culture, levels of job satisfaction and factors influencing them were examined in higher education institutions in Bishkek, Kyrgyzstan. Determining the relationship between organisational culture and job satisfaction in higher education institutions was also one of the objectives of this study. In this study, factors influencing organisational culture and job satisfaction in the case of higher education institutions in the service sector were investigated. In line with the research objective, a questionnaire was conducted in order to be able to explain the factors influencing organisational culture and job satisfaction of university employees and describe the relationship that exists, if any, between organisational culture and job satisfaction. Results showed that there is a significant linear and positive correlation between organisational culture and job satisfaction at a level of 47.2 %, which corresponded to a medium strength. In this case, an improvement in organisational culture will cause an increase in job satisfaction.
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Hearn, Jeff, and David L. Collinson. "Men, Masculinities, Managements and Organisational Culture." German Journal of Human Resource Management: Zeitschrift für Personalforschung 12, no. 2 (May 1998): 210–22. http://dx.doi.org/10.1177/239700229801200205.
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The social position of men, the critical study of management, and the theoretical and practical significance of organisational culture have all been the subject of extensive debates in recent years. In this article we review four main conceptual and theoretical ways of linking 'men' and 'masculinities' to debates on 'managerial and organisational culture'. These approaches are not mutually exclusive; rather they are ways of building up a more complex understanding of that relationship. Each is a commentary on both particular types of managerial and organisational cultures and particular analyses of managerial and organisational culture. The four approaches are as follows: taken-for-granted men's cultures; men's explicit domination of organisational cultures; men's domination of subtexts of organisational cultures; and the deconstruction of 'men and organisational culture'. The second of these approaches is focussed on in more detail drawing on empirical ethnographic research on personnel selection processes in UK private sector organisations. The article concludes with a brief discussion of the implications of this approach for future theory and practice.
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Parker, Martin. "Working Together, Working Apart: Management Culture in a Manufacturing Firm." Sociological Review 43, no. 3 (August 1995): 518–47. http://dx.doi.org/10.1111/j.1467-954x.1995.tb00614.x.
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This paper presents a case study of management culture in a manufacturing organisation. Its general aim is to assess the usefulness of the concept ‘culture’ as it applies to organisations. After first establishing that the organisational members had a sense that their organisation was an unique ‘family’ the article then proceeds to argue that this ‘togetherness’ was, in many contexts, divided. Managers also had a series of conflictual orientations to other members that were partially defined by the managers organisational role but were also underwritten by assumptions about organisational history, community, biography and profession. The paper concludes by suggesting that, at this level of analysis, managers are not often an unified block with a common identity and that management culture is hence best seen as a map of oppositions and commonalities that reflects the wider culture that the organisation is a part of.
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OLABIMITAN, Benjamin Adegboyega, and Sunday Samson BABALOLA. "The Role of Organisational Culture and Situational Factors in Predicting Workplace Deviation Among Public Employees." Journal of Human Resource Management - HR Advances and Developments 2024, no. 2 (November 24, 2024): 1–21. http://dx.doi.org/10.46287/ypin4534.
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Purpose – This study examined the influence of situational factors on organisational deviance and how organisational culture could mediate these factors among public employees. Aims(s) – The study aimed to identify predictors of workplace deviant behaviour in the public service and the mediatory roles of organisational cultures in these predictors. Design/methodology/approach – The study employed a quantitative approach using a cross-sectional survey design to collect data from 430 participants; the analysis included regression analysis and structural equation modelling to examine the mediating effect of organisational culture. Findings – The results of the structural equation modelling adopted in the data analysis revealed that injustice, stress, and lack of support were responsible for the increased observed organisational behaviour. The result also revealed that perceived organisational injustice and work stress levels significantly predict deviant behaviour among the studied group, while the organisation's culture mediated the influence of justice and stress predictor variables. Limitations of the study – The study outcome may not be free of sampling error and non-response error due to self-reported surveys that could be subject to bias. The sample may be limited to public service, thus limiting the generalisation of the findings to other sectors. Practical implications and Originality/value – The study contributes to the literature on the mediating role of organisational culture in deviant work behaviour. It also shows how the organisational culture could be used to control or prevent this cankerworm called workplace deviation among employees who implement policies within the organisation.
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Krupskyi, Oleksandr P., and Yuliia M. Stasiuk. "Storytelling as a tool for forming and supporting organisational culture in medical institutions." Communications and Communicative Technologies, no. 23 (October 17, 2023): 134–44. http://dx.doi.org/10.15421/292321.
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The article discusses the role and importance of storytelling in the context of creating and maintaining organisational culture in the healthcare sector. Medical institutions are constantly solving complex tasks related to the provision of high-quality medical care and interaction with patients and staff. In this regard, storytelling is an important tool, aimed at strengthening cultural values and adjusting goals.
 The study examines the nature of organisational culture, its main components and culture, its main components and the peculiarities of its formation and maintenance in medical institutions. Organisational culture affects all aspects of business processes and is an important element of corporate identity, in particular in the healthcare sector. healthcare.
 The authors determine that storytelling as a communication tool has become an important part of business communication and management in recent decades part of business communication and management practice in recent decades. Storytelling can be used to form common values and create meaningful narratives that promote cultural change and support the organisational organisational identity of healthcare facilities.
 Stories in healthcare facilities reveal the specifics and uniqueness of the organisation, help to distinguish it from competitors from competitors and create a competitive advantage in the market. They form the organisation’s identity and the loyalty of employees and customers. Storytelling has an impact on on the organisational culture of a medical institution, promotes stability and highlights the unique character of the organisation character of the organisation; it allows to form values, beliefs and needs of of employees based on the institution’s mission. Storytelling is important for understanding medical discourse and the system of narratives in healthcare organisations. It supports or discredits official narratives or discredit them, depending on the perception of stakeholders. It is important that storytelling in healthcare facilities is accessible to all stakeholders and promote internal identification and loyalty to the institution.
 Thus, storytelling is an essential tool for building and maintaining organisational culture in healthcare facilities, helping to create a unique identity and competitive advantage.
 The article aims to stimulating discussion of the experience of using storytelling and further research of this important aspect of management in the healthcare sector. of healthcare enterprises.
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Wiseman, Ndlovu, H. Ngirande, TS Setati, JJ Zaaiman, and MP Rachidi. "An Investigation On The Dominant And Preferred Organisational Culture Construct At A Selected Higher Education Institution In South Africa." Review of Social Sciences 1, no. 6 (June 29, 2016): 01. http://dx.doi.org/10.18533/rss.v1i6.38.
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<p>The aim of the study was to investigate the dominant and preferred organisational culture at a higher education institution in South Africa and how organisational culture influences the organisational behaviour. The study employed a quantitative research design and 30 employees were randomly selected from two groups of non-academic and academic staff members of a selected school at the institution. A structured questionnaire was utilised to solicit information regarding the dominant and preferred organisational culture at the institution from the participants. The Statistical Package of Social Sciences (SPSS) version 2013 was used to determine the preferred and existing culture through mean scores. The results revealed that a role culture was dominant in the institution whilst employees preferred a support culture. The study further revealed that organisational culture has a significant impact on numerous organisational processes, employees as well as organisational performance. In addition, the results showed that if employees have shared norms and are supported by the organisation, they can increase their performance towards achieving overall organisational goals. Thus, from the findings, the study recommends policy makers and decision makers in organisations to adopt support culture through providing support to their employees to achieve both personal and organisational goals. </p>
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Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana, and Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.
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Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.
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Mikušová, Marie, Petra Rydvalová, Naděžda Klabusayová, and František Konečný. "Has COVID-19 affected the organisational culture of non-governmental organisations?" E+M Ekonomie a Management 26, no. 3 (September 2023): 70–91. http://dx.doi.org/10.15240/tul/001/2023-3-005.
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Organisational culture, as one of the key features of any organisation, is related to its performance. This is also true for non-governmental organisations. The purpose of this research is to identify changes in the dimensions of the organisational culture of these organisations caused by the pandemic. Data from 586 respondents, identified through an online OCAI questionnaire, were collected for pre-COVID-19, current, and preferred state. Statistically significant representation of the dimensions was identified in the types of culture. It was found that hierarchy culture was prevalent in pre-COVID-19. The hypothesis of trying to increase competitiveness in times of threat was not confirmed. After COVID-19, clan culture prevailed. It can be noted that individual dimensions of organisational culture changed their location dramatically during the reporting period. But the dimensions in the preferred organisational culture returned mostly to the pre-pandemic state. According to McNemar’s test at an overall significance level of 0.05, there was a difference between the now and preferred periods for dominant characteristics in hierarchy type, organisational leadership in market and hierarchy type, management of employees in clan and hierarchy, strategic emphases in adhocracy type. Of the 24 options, a statistically significant difference was confirmed in six cases. The respondents do not significantly experience feelings of exhaustion or disruption of work-life balance in a post-pandemic situation. The practical findings emphasise the necessity for managers to know the location of dimensions, not only the type of organisational culture. Confirmed facts can help managers, leaders, and policy makers in choosing strategies for shaping organisational culture in non-governmental organisations to achieve the required performance.
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Podjed, Dan. "Multiple Paradigm Research on Organisational Culture: An Introduction of Complexity Paradigm." Organizacija 44, no. 1 (January 1, 2011): 11–21. http://dx.doi.org/10.2478/v10051-011-0002-0.
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Multiple Paradigm Research on Organisational Culture: An Introduction of Complexity ParadigmThe author presents multiple paradigm research into the organisational culture of a birdwatching association, where he conducted his ethnographic research. On top of the functionalist, interpretive, radical structuralist and radical humanist paradigms as presented by Gibson Burrell and Gareth Morgan, he applies the fifth paradigm into the analysis of the organisation. The so-called complexity paradigm, which was formed in 1980's based on findings about complex systems and networks that emerged in natural and social sciences, summarizes all other paradigms, integrating them into a coherent unit. According to the author, the approach that exploits the benefits of each previously known paradigm illustrates comprehensively the complexity of organisational cultures, whereas the new paradigm upgrades our previous knowledge on organisations.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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Babnik, Katarina, Kristijan Breznik, Valerij Dermol, and Nada Trunk Širca. "The mission statement: organisational culture perspective." Industrial Management & Data Systems 114, no. 4 (May 6, 2014): 612–27. http://dx.doi.org/10.1108/imds-10-2013-0455.
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Purpose – The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective. Design/methodology/approach – The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness of underlying mission components. Three interviews with the top managers were performed as well. Findings – The mission statement content analysis identified five associated organisations’ orientations: concern for stakeholders, orientation towards stability, orientation towards cooperation and innovation, and development and growth. The interviews confirm missions’ role in communicating the espoused or declared OC, although different approaches to achieve employees’ commitment to the organisation's mission can be identified in regard to the size of the organisation. Originality/value – The cultural approach to the analysis of mission statements confirms that the mission statements incorporate basic contents of OC. The methodology applied gives new possibilities in the research of OC perspective of strategic statements.
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Xanthopoulou, Panagiota, Alexandros Sahinidis, and Zorzeta Bakaki. "The Impact of Strong Cultures on Organisational Performance in Public Organisations. The Case of the Greek Public Administration." Social Sciences 11, no. 10 (October 18, 2022): 486. http://dx.doi.org/10.3390/socsci11100486.
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Existing literature suggests that a strong culture is essential to the success of an organisation. However, some researchers have since disputed this claim, arguing that while some strong cultures lead to success, others fail. Examining several examples over time, the so-called “case for a strong culture” presents significant weaknesses. The present study, based on the Competing Values Model, examines the effects of a culture’s strength on the organisational performance in the public sector. A sample of 92 departments of Greek public organisations was examined, of which a total of 424 people responded to an online questionnaire. The participating organisations and their departments range in size, in terms of the number of their staff, from 15 to 54 members, and come from different segments of the public administration. The results showed that there is no relationship between culture’s strength and an organisation’s performance and that strong cultures do not have a significant impact on organisational performance in the public sector. The main objective of this research is to enrich the existing knowledge on the relationship between culture and performance, especially in the area of the public sector, since existing studies mainly focus on culture comparisons between large companies using mainly small samples. This study highlights the importance of culture given the chronic problems of Greek public administration to create public value and to be innovative and effective. The results are also of particular importance for the post-pandemic period indicating the need for major changes and reforms in public administration.
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Coates, G. "Organisation Man - Women and Organisational Culture." Sociological Research Online 2, no. 3 (September 1997): 15–38. http://dx.doi.org/10.5153/sro.88.
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Four decades ago, Whyte (1956), described how a new human expression had become universally evident. This was the notion of the ‘Organisation Man’, an early corporate culture characterised by the middle ranks of managers in large organisations, who were subject to a ‘social ethic’. Under the original conception gender was not an issue. However, in a contemporary view of human resource management (HRM) and corporate culture, it has become crucial to understanding both notions of competitive advantage, and the thesis and influence of commitment in the literature and the workplace. This article deals with some issues of women and the organisation man/corporate culture thesis. Unlike many studies (e.g. Fletcher et al, 1993), there is a need to make a distinction between women and men concerning their perceptions and roles. A need to clarify the changes that have taken place in relation to the corporate culture thesis. The analysis in this paper is based on initial research material. It deals with the above issues in relation to gender in contemporary society, asking as it does, if the notion of corporate culture has changed to one where both men and women are implicated in the project at a full, emotional level.
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Bhuiyan, Faruk, Kevin Baird, and Rahat Munir. "The association between organisational culture, CSR practices and organisational performance in an emerging economy." Meditari Accountancy Research 28, no. 6 (April 20, 2020): 977–1011. http://dx.doi.org/10.1108/medar-09-2019-0574.
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Purpose This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy. Design/methodology/approach The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of CSR practices and used structural equation modelling to analyse the developed hypotheses. Findings The findings provide evidence of the influence of the six different dimensions of organisational culture on the different dimensions of CSR practices. The findings highlight the diverse impacts (i.e. positive and negative) of CSR practices on organisational performance. The study also highlights the direct influence of organisational culture on both financial and non-financial performance. In particular, the outcome and team orientation culture are positively associated with non-financial and financial performance, respectively, while an innovative culture is negatively associated with both non-financial and financial performance. Practical implications The findings of the study provide practitioners, internal (i.e. the managers and business owners of both the local and multinational organisations) and external policy-makers, and foreign investors in an emerging economy with new insights into the role of an intra-organisational factor (i.e. organisational culture) in influencing the adoption of CSR practices and the subsequent impact of CSR practices on organisational performance. Originality/value Using the 52 guidelines of CSR practices provided by the Organisation for Economic Co-operation and Development, this study provides a unique empirical insight into the influence of organisational culture on CSR practices and the impact of CSR practices on organisational performance. The findings contribute to the limited CSR literature examining the influence of organisational culture on the adoption of CSR practices and its subsequent impact on organisational performance in an emerging economy.
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Urbancová, Hana. "Results of analysis of organisational culture in organisations in the Czech Republic and Slovak Republic." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 7 (2012): 433–40. http://dx.doi.org/10.11118/actaun201260070433.
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The article deals with issues concerning organisational culture and its maintenance in existing conditions in organisations in the Czech Republic. The importance of the topic lies in the fact that organisational culture is a reflection of human dispositions in work activities and strengthens one’s attitude to work and regulates relationships between employees and the management of the organisation. The aim of the article is to identify the importance of organisational culture and to determine the process of its development and its maintaining in organisations in the Czech Republic. Data has been obtained through a questionnaire survey carried out in organisations in the Czech Republic and evaluated using the tools of descriptive statistics. Primary data was evaluated using the tools of descriptive statistics and also the methods of comparison, induction, deduction and synthesis were applied. The results have been compared with the outcomes of a similar survey which took place in the Slovak Republic. At present, the theme of development and maintenance of a suitable organisational culture for the purpose of ensuring the required level of organisations’ performance and gaining a competitive advantage is highly relevant and significant in terms of its possible application in both scientific and practical activities.
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Whiteside, James, and Samir Dani. "Influence of Organisational Culture on Supply Chain Resilience: A Power and Situational Strength Conceptual Perspective." Journal of Risk and Financial Management 13, no. 7 (July 7, 2020): 147. http://dx.doi.org/10.3390/jrfm13070147.
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The purpose of this paper is to explore how organisational culture, represented by the competing values framework (CVF), and the relationship mechanisms of situational strength and power influence an organisation’s approach to supply chain resilience (SCRES). This is a conceptual paper which uses a multi-theoretical approach to create a framework outlining how organisations which possess different characteristics of culture within the CVF will work to achieve SCRES. Secondary analysis of four case examples as discussed in the supply chain and resilience literature are then used to support the development of propositions from this framework in more detail. The paper suggests that ‘flexibility focused’ cultures will create weaker situational strengths for supply chain partners when managing disruptions, while ‘stability focused’ cultures will create stronger situational strengths in the same scenarios. ‘Internally focused’ cultures may use coercive power with supply chain partners when managing disruptions, while ‘externally focused’ cultures will prefer non-coercive power in the same scenarios. The four case studies from the literature highlight that each type of culture within the CVF can enable an organisation to achieve SCRES. The practical implications of the findings are that managers should take into consideration how their organisation’s culture will influence their relationships with supply chain partners, depending on their application of power and situational strength. However, future research is required to empirically test the propositions.
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Davis, Keith, and Mark Boulet. "Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture." Australian Journal of Environmental Education 32, no. 1 (January 22, 2016): 109–23. http://dx.doi.org/10.1017/aee.2015.51.
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AbstractTraining employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of transformative learning and Schein's organisational culture framework, this study considers the training program's impact on both participants and organisational sustainability culture. While transformative learning impacts for participants were identified, questions remain as to the overall impact of the program on the organisation's sustainability culture. Considering training participants as ‘seeds of influence’ as opposed to wholly responsible for organisational culture might provide new perspectives to these questions.
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Volkova, Natalia, and Vera Chiker. "What demographics matter for organisational culture, commitment and identification?" International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 274–90. http://dx.doi.org/10.1108/ijoa-05-2019-1762.
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Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express. Practical implications Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges. Originality/value Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.
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Makgalo, Portia, and Ophillia Ledimo. "Impact of Organisational Culture and Employee Commitment on Knowledge Workers in an Insurance Company." European Conference on Knowledge Management 24, no. 1 (September 5, 2023): 852–61. http://dx.doi.org/10.34190/eckm.24.1.1830.
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The purpose of this paper is to provide an empirical understanding on how the constructs organisational culture and employee commitment affect knowledge workers in an insurance organisation. In the knowledge based economy, organisational culture and employee commitment play a critical role in an organisation’s sustainability. There is no one size fits all when it comes to the impact of organisational culture on organisational commitment for effective retention of knowledge workers. The relationship is based on the nature or type of the business, the environment where the business operates and employees thereof. Management of knowledge workers relies on ensuring that the culture adopted by an organisation assist to improve employee commitment, thereby retain knowledge workers. An empirical study using a quantitative design was conducted in insurance company and data was collected using survey questionnaires. Non-Probability sampling was applied where a sample size of 318 was selected from a population of +/-600 employees. The SPSS 2017 (version 25) was used for descriptive and inferential data analysis. Research results indicate that organisational culture affect affective employee commitment of knowledge workers. These findings can assist management of knowledge workers to analyse and developing organisational culture that assist in improving employee commitment, thereby retain knowledge workers. The study carried out offer executive management specific guidelines in implementing initiatives for knowledge workers retention in the knowledge-based economy.
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Chipangura, Paul, Dewald van Niekerk, Fortune Mangara, and Annegrace Zembe. "Organisational vulnerability: exploring the pathways." Disaster Prevention and Management: An International Journal 33, no. 6 (June 7, 2024): 16–29. http://dx.doi.org/10.1108/dpm-03-2024-0065.
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PurposeThis study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.Design/methodology/approachThis study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.FindingsThe analysis highlights the multifaceted nature of organisational vulnerability, which arises from both inherent weaknesses within the organisation and external risks that expose it to potential hazards. The inherent weaknesses are rooted in internal vulnerability pathways such as organisational culture, managerial ignorance, human resources, and communication weaknesses that compromise the organisation’s resilience. The external dimension of vulnerability is found in cascading vulnerability pathways, e.g. critical infrastructure, supply chains, and customer relationships.Originality/valueAs the frequency and severity of disasters continue to increase, organisations of all sizes face heightened vulnerability to unforeseen disruptions and potential destruction. Acknowledging and comprehending organisational vulnerability is a crucial initial step towards enhancing risk management effectiveness, fostering resilience, and promoting sustainable success in an interconnected global environment and an evolving disaster landscape.
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Monyai, Dakalo Precious, Jeremy Mitonga-Monga, and Boitumelo Winny Makhubele. "Organisational culture and its influence on employees' attitude towards organisational change in a developing country setting." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 9 (December 28, 2024): 11–21. https://doi.org/10.20525/ijrbs.v13i9.3769.
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This study aimed to investigate the influence of organisational culture on employee attitudes towards organisational change in a South African state-owned enterprise. A cross-sectional survey was conducted with a random sample (n = 373) of employees at a state-owned enterprise. The Organisational Culture Questionnaire (OCQ) and the Employee Attitudes to Organisational Change Scale were evaluated. Correlation and multiple regression analyses were used to determine the influence of organisational culture on employee attitudes towards organisational change. The findings indicate that organisational culture is related positively and significantly to employees' attitudes towards organisational change. Furthermore, the results indicate that organisational culture influences employees' attitudes towards change. The findings provide new evidence that an organisation that promotes positive organisational culture practices influences employee behaviour and attitudes positively towards organisational change in a South African government organisation.
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Singh Lather, A., J. Puskas, A. Kumar Singh, and N. Gupta. "Organisational culture: A study of selected organisations in the manufacturing sector in the NCR." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 349–58. http://dx.doi.org/10.17221/63/2010-agricecon.
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The main objective of the study is to compare the organisational culture of the selected companies in the manufacturing sector and to identify and measure the perceived organisational culture and its various dimensions. 70 responses to a 4 point scale questionnaire based on the OCTAPACE profile developed by Udai Pareek were obtained from 2 organisations in the NCR. The result shows that the executives and non- executives perceive the culture differently. The study helps in identifying the weaker aspects of culture in terms of values and beliefs that prevail in the organisation. Once the diagnosis of the culture is done to identify how much each item is valued, the management gets an opportunity to work upon the identified weaker aspects, on the basis of the degree of correlation between the various elements of the OCTAPACE profile for developing and maintaining a better organisational culture to achieve the desired performance and to sustain competition in the long run.