Table 1 - uploaded by Benjamin Schneider
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The competing values framework
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Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organiza...
Contexts in source publication
Context 1
... four cells are named Clan (internal and flexible with a focus on people), Adhocracy (external and flexible with a focus on growth), Market (external and stable with a focus on competi- tion), and Hierarchy (internal and stable with a focus on organizational structure). Table 1 shows in detail the ways the four organizational culture cells hypothetically get played out with regard to basic assumptions, beliefs, values, and behaviors (from Hartnell et al. 2011, p. 679, andbased on Quinn & Kimberly 1984). Thus, the CVF takes the complex notion of different levels at which culture exists in companies and with different foci and proposes that the different levels of cultural variables do not exist randomly but tend to be associated with conceptually similar variables and that the likelihood of success for an organization is a function of the focus (e.g., employee well-being versus increased market share) of the assump- tions, beliefs, values, and behavior that accrue in organizations. ...
Context 2
... agree with this interpretation of the relationship between climate and culture and of their mutually reinforcing properties. The CVF ( Hartnell et al. 2011, Quinn & Rohrbaugh 1983 as represented in Table 1 provides a possible framework for more such integration across climate and culture per- spectives. Climate researchers have studiously avoided the assessment of values and basic assumptions, viewing them perhaps as "soft" and therefore not immediately under manage- ment control. ...
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... especially attractive feature of Table 1 is that it reveals the variety of values and be- haviors that might be appropriate to create a culture of well-being or a culture of innova- tion, and this notion of a culture for something might help make the culture concept less com- plex both in research and practice. Recall that in early climate research it seems that the focus for such work was implicitly a climate for well- being. ...
Context 4
... culture is studied as something organizations are, the focus is on their uniqueness and what the specific peculiarities of their "artifacts" (i.e., myths, stories, and socialization tactics) tell us about the values and basic assumptions of the people there. Alternatively, when culture is studied as something organizations have, comparative organizational culture research yields quan- titative assessments of the ways organizations display their values for and basic assumptions PS64CH14-Schneider ARI 8 November 2012 10:21 about people, achievement, formalization, and growth (a la the competing values framework shown in Table 1). Surveys designed to assess these inclinations share much in common with climate surveys, with the CVF providing more focus for such assessments than has been true of culture research in the past. ...
Citations
... Stakeholder engagement in environmental initiatives reinforced corporate legitimacy and financial success, as companies that prioritized environmental responsibility tended to attract more investors and customer support. Schneider et al. (2013) further highlighted that fostering a sustainability culture boosted employee morale and productivity, contributing directly to financial performance. Coelho et al. (2022) emphasized that firms advocating environmental responsibility enhanced their attractiveness to potential employees, further strengthening their competitive advantage. ...
Corporate sustainability has been a key concern for investors and stakeholders, particularly in the Consumer Non-Cyclical (CNC) sector. Previous studies suggested that Environmental Organizational Culture (EOC) and Intellectual Capital (IC) could enhance firm value, but their impact remained debated. This study examined the effect of EOC and IC on firm value, with Political Connections (PC) as a moderating variable. Using panel data regression analysis on financial and sustainability reports from 2021–2022, the findings revealed that EOC and IC had a significant negative relationship with firm value. Additionally, PC moderated the relationship between EOC and firm value but did not significantly affect the IC-firm value relationship. These results suggested that investments in sustainability and intellectual capital might burden firms in the short term, whereas political connections favored tangible operational investments. This study provided insights for stakeholders in balancing sustainability strategies, intellectual capital, and firm value.
... Organizational leaders are responsible for maintaining a positive OC, which positively influences work environments, employee behavior, motivation, job satisfaction, and overall performance (Schneider et al., 2012;Mistarihi, 2021;Van Doorn et al., 2022). OC influences leadership styles, and employee motivation, and directly guides employees toward achieving goals (Son et al., 2024). ...
This research aimed to identify the relationship effect of organizational climate role between strategic leadership and organizational innovation in Jordanian private hospitals. A quantitative and descriptive analytical approach was employed, with the research population consisting of hospitals with more than 50 beds, totaling 29 out of 48 hospitals. The sample was selected using a stratified sampling method, comprising hospital workers, specifically managers and heads of departments in middle management, with a total of 432 individuals (170 managers and 262 department heads). Data were collected from the research sample through an electronically distributed survey. The statistical analysis of the hypotheses was conducted using SPSS. The research findings reveal a statistical significant effect of strategic leadership on organizational innovation, and a statistical significant effect of strategic leadership on organizational climate as a mediating variable, and a statistical significant effect of organizational climate on organizational innovation. Additionally, a partial significant relationship of organizational climate between strategic leadership and organizational innovation. Both theoretical and practical contributions were provided to assist and guide private hospital administrations in enhancing innovative environment to creative thinking and initiative. The research recommends private hospitals administration to organize workshops and training courses to enhance employees creative thinking to enhance organizational creativity skills of leaders within private hospitals.
... Closely related to culture is the concept of organizational climate, which refers to the shared perception of a work environment that can impact one's wellbeing and functioning (Glisson 2015). Measured through surveys of workplace perception, employee engagement, satisfaction, and safety, a positive climate has been associated with higher customer satisfaction, better financial performance, and less workplace accidents (Schneider et al. 2013). Taken together, the type of culture and climate in an organization can have important consequences for various organizational outcomes. ...
Organizational theory has developed in numerous directions that have been difficult to integrate. This review synthesizes them into seven perspectives, with theories focused within and beyond the organization (i.e., intra‐ and extra‐organizational dynamics). It proposes the acronym SCRIPTS: structure, culture, relations, institutions, professions, transformation, and social conflict. Within organizations, structure focuses on theories of bureaucracy, management, routines, and decision‐making while culture focuses on shared values, identity, climate, and sensemaking. Relations involve studies of interpersonal and interorganizational networks. Institutions focus on the macro‐dynamics of fields and isomorphism, and micro‐dynamics of entrepreneurship and inhabited institutions. Professions refer to psychological factors shaping individual performance and sociological factors shaping work and occupations. Transformation involves episodic and gradual changes within organizations and across society. Social conflict involves power and competition, with key theories focused on gendered, racialized, and global inequalities. This paper introduces theories and concepts in the study of organizations by grouping similar perspectives, highlighting their domains within or beyond the organization, and underscoring their utility for researchers and leaders.
... Leaders play a pivotal role in shaping these cultures, which influence the core values and principles of the organisation [126]. Hence, organisational culture can be understood as the shared worldview and value system that shape behaviours within a company [198]. It reflects the practices and principles embraced by individuals within the organisation [171] and determines how the organisation responds to various circumstances [179]. ...
... Take-back systems, 82, 85, 88, 150, 197-200 Technology acceptance model, 105 Theoretical framework, 7, 33, 34, 74, 75, 78, 94, 111, 112 Transformation, 47, 48, 78, 81, 115-117, 123, 143, 179, 182, 184 Transformative framework, 13 U Upstream tax categories, 57 V Value chain, 55, 60, 72, 138, 147 Value creation, 4, 72, 75, 78, 79, 81, 87, 107, 138 Value proposition,72, 78, 79,82,83,85,87,88,[137][138][139][140][146][147][148] 150,151,172,173,[186][187][188]190,193,[197][198][199][200] 7, 14,[17][18][19][22][23][24] 35,[37][38][39][40]50, Voluntary take-back programs, 56 W Waste minimisation, 198 Waste reduction,6, 13, 33,53, 58,81,96, 145,183,185,189 ...
... A comprehensive literature review was conducted, followed by a Delphi study, to fulfil these objectives. 181,185,190,198,200 Institutional,40,41,55,72,73,[76][77][78]197,198 Integration,25,52,55,77,96,97,101,102,105,106,109,113,115,117,125,144,169,180,183,197 Intergovernmental panel on climate change, 51 Intervention, 37,49,50,59,78,198 ...
This book establishes a framework for a circular economy business model (CEBM) tailored to construction organisations, addressing the sector’s unique challenges and opportunities. The framework identifies the main attributes defining a CEBM, offering a pathway for transitioning from traditional linear models to sustainable and regenerative practices. To achieve this, the study pursued four objectives: identifying factors shaping CEBM, exploring relevant frameworks and theories, determining influential attributes, and developing a comprehensive CEBM framework. A literature review and a Delphi study informed the findings. Key insights reveal that CEBM adoption is driven by attributes such as value propositions, client relationships, key resources, and take-back systems, all underpinned by established theories like systems thinking and institutional theory. Given its environmental impact and resource intensity, these elements are particularly relevant in the construction sector. The study’s contribution extends to a validated CEBM framework, offering practical strategies for integration across procurement, design, construction, and deconstruction phases. By embracing circular principles, construction organisations can minimise waste, enhance resilience, and align with global sustainability goals, including the United Nations’ Sustainable Development Goals. This study provides a vital roadmap for advancing sustainability in the built environment.
... Organizational climate refers to the collective perceptions and signifcance attributed to policies, practices, and procedures encountered by employees at work, along with the behaviors that receive recognition and are expected and endorsed [30]. Typically, when studying organizational Journal of Nursing Management 3 climates, researchers use aggregated means of measuring individual employees' dimensions analyzed at the unit level, since each unit within an organization has its own climate, i.e., agreement or consensus in perceptions, that difers from other units' climates [31]. ...
... Climate strength is defned as "the degree of within-unit agreement among unit members' climate perceptions" [33, p. 465]. Tis construct allows researchers to answer questions about the implications of variability in consensus within teams [30], since it determines the degree of consensus between individuals' perceptions of climate within the same team. For example, stronger consensus on innovation climate intensifes work satisfaction [33] and weaker consensus on procedural justice climate intensifes team absenteeism [38]. ...
... Other studies have shown that high climate strength (i.e., high consensus) among nurses better predicts safety outcomes [40]. Usually, these studies, where climate strength moderates the relationship between climate and outcomes of interest, show that the relationship is stronger when climate strength is high, i.e., strong situations [30]. ...
Aim: This study explores how consensus on leader–member exchange (LMX)—the degree of within-unit agreement regarding the LMX nurse leaders establish with each team member—moderates the effects of abusive supervision on job satisfaction and internal turnover intentions.
Method: Involving a sample of 1357 nurses nested into 130 groups (led by as many nurse leaders), cross-level moderations were tested.
Results: Results show that, on one hand, LMX consensus acts as a resource when it is stronger, dampening the effect of abusive supervision on job satisfaction. On the other hand, nurses with higher job satisfaction belonging to groups with higher LMX consensus report higher intentions to change wards than nurses in groups with lower LMX consensus. The discussion addresses the concept of “star employees,” i.e., employees with better performance, visibility, and relevant social capital.
Implications for Nursing Management: The discussion highlights the importance for nurse managers to consider both the quality of individual LMX and overall team consensus to enhance nurse well-being and reduce turnover intentions.
... Organizational climate refers to employees' shared perceptions and interpretations of workplace policies, practices, procedures, and the observed behaviors that are encouraged, rewarded, or expected (Schneider et al., 2013). This collective understanding shapes how individuals interpret their organizational environment and influences their willingness to engage with organizational initiatives, including allyship initiative programs. ...
... The observed moderation effect of psychological safety on the effectiveness of message interventions aligns with research in organizational climate. Perceptions of organizational climate can influence employee attitudes and behaviors (Schneider et al., 2013). Individuals who perceive their organizational environment as psychologically safe are more likely to feel secure in expressing themselves and engaging with organizational initiatives (Edmondson, 1999;Miller & Katz, 2018). ...
In an era of intense competition for talent, turnover among organizational newcomers—particularly from underrepresented groups—remains a persistent challenge. While organizational allyship programs are known to reduce turnover, their frequent association with diversity, equity, and inclusion (DEI) efforts has led to implementation resistance. This study addresses gaps in the research regarding allyship by testing communication-based strategies for promoting participation in allyship and examining factors contributing to freedom threat or participation willingness. Participants ( N = 312) were randomly exposed to one of four experimental conditions: a control message, a narrative advocacy message, a directive advocacy message, or a combination of both. Results showed that both the narrative message and the combined message positively influenced attitudes toward allyship through transportation. Additionally, a second-stage moderation analysis showed that participants’ political identification influenced the impact of narrative transportation on allyship attitudes, with stronger effects for more conservative participants. Greater levels of psychological safety were also linked to more positive relationships between narrative messages and attitudes toward allyship. Overall, the study provides insights into the potential use of narrative persuasion as a tool to support allyship advocacy as well as a range of other organizational initiatives that might need to overcome resistance due to perceptions of freedom threat.
... The Service Climate Model, introduced by Schneider (1990), emphasizes that organizational climate significantly shapes employee behavior and, consequently, organizational success. According to this pg. ...
... The theoretical underpinning of this hypothesis comes from the Service Climate Model (Schneider, 1990), which highlights that an organization's climate is critical in shaping employee behavior and service delivery, directly impacting organizational outcomes. The model asserts that a climate where employees perceive fairness, recognition, and support leads to improved engagement and performance, which collectively enhance organizational effectiveness. ...
... According to the JD-R Model (Demerouti & Bakker, 2018), job resources such as supervisor support, autonomy, and recognition reduce job strain and enhance employee engagement, which translates into better performance. Similarly, the Service Climate Model (Schneider, 1990) emphasizes that employees' behavior and performance are directly influenced by the work climate they experience. ...
This study investigates the impact of organizational climate on organizational effectiveness, emphasizing the mediating role of employee performance and the moderating role of job satisfaction. Using a quantitative, survey-based design, data was collected from 320 managerial employees in Lahore’s telecommunication sector. Statistical analysis revealed that organizational climate significantly affects organizational effectiveness, with employee performance acting as a key mediator. Moreover, job satisfaction enhances this relationship, indicating its critical moderating role. The study highlights strong correlations among organizational climate, job satisfaction, and employee performance, demonstrating that supportive environments improve employee outcomes and overall organizational success. These findings provide valuable insights for managers aiming to foster a positive climate, improve employee engagement, and drive organizational effectiveness.
... Furthermore, we argue that these differential effects of AAR versus DT on team performance may be explained in terms of the normative and cognitive mechanisms suggested by research on EL and team episodic learning, namely team learning climate (i.e., shared norms that support learning in teams; cf. Schneider, 1990) and team transactive memory (in particular, shared understanding of the distribution of knowledge across team members; Lewis, 2003;Zajac et al., 2014). We also propose that the benefits of DT are especially likely to manifest when team members engage in a wider variety of tasks (higher task variety teams; Porck et al., 2019). ...
... Team learning climate is a norm-based, team emergent state defined as a shared understanding among team members that team practices and procedures support and reward learning behaviors (Naveh et al., 2015;Schneider, 1990). Teams characterized by such a climate are more likely to learn from their team experiences and, as a result, improve their effectiveness and/or efficiency (Edmondson, 1999;Harvey et al., 2022). ...
In an effort to extend experiential learning theory to the team level, we develop and test a model capturing and explaining the relative effects of two alternative team learning-based interventions, namely, after-action reviews (AAR) and design thinking (DT; a team problem-solving approach which we argue can be repurposed as a team development intervention). Integrating experiential learning theory with research on episodic team learning, we propose that by engaging the team in a more comprehensive set of experiential learning elements in each performance episode, relative to AAR, DT drives enhanced normative and cognitive team emergent states, and as a result, a greater short-term (i.e., 6-month) improvement in team performance, particularly for teams characterized by greater team task variety. Results from a multiwave field experiment of teams in a manufacturing company largely support this model, indicating that over the 6-month study period: (a) A DT intervention was associated with greater improvement in team performance than that associated with AAR, and (b) these effects are partially explained by differential changes in both team learning climate and transactive memory system specification. Implications for theory and practice are discussed.
... The basis for this effect is unknown, but could be related to different climate strengths across organizational tiers (cf. Schneider, Salvaggio, & Subirats, 2002;Schneider et al., 2013). Climate strength describes the consistency of perceptions within groups, and while evidence suggests that climate strength can influence individual behavior (Flatau-Harrison, Griffin, & Gagne, 2020), an intriguing possibility would be if climate strength differs systematically across organizational levels. ...
Introduction: Safety climate represents a shared collection of attitudes, perceptions, and best practices concerning safety behaviors within an organization. Among the many antecedents that potentiate good safety climate conditions, a reasonably robust predictor has been organizational climate. This construct represents a more comprehensive view of attitudes beyond just the safety-related behaviors that make up safety climate. Although this comparison has been explored across different industrial settings, what happens to the relationship between organizational climate and safety climate when people live and work within the same environment? Several industrial settings would satisfy this criterion, including mining, oil drilling, nascent spacefaring missions, and maritime operations, with the latter representing a unique context where people of various job types must work and live together for extended periods of time. Method: The current study thus explored the relationship between organizational climate and safety climate and safety issues using a large sample of U.S. Navy personnel (N > 11,000) from more than 100 ships at sea. Results: Structural equation modeling revealed a strong relationship between organizational climate and safety climate (β = 0.92) that is consistent across gender, age, and paygrade. However, the relationship between organizational and safety climates and safety issues varied across organizational tiers, suggesting that climate strength may vary across hierarchal levels. Conclusions: These findings suggest that organizational climate and safety climate become nearly inseparable when personnel must live and work within the same environment, although climate strength may represent a separate issue when examining impact on actual safety outcomes. Practical Applications: Practical applications are discussed, including increased monitoring of organizational climate when assessing safety behaviors in high-risk and highly enmeshed work environments.
... Perusahaan ini sangat menekankan pada pemberdayaan karyawan, kreativitas, dan kolaborasi. Aspek-aspek utama dari budaya Google meliputi: (i) Komunikasi terbuka, di mana transparansi didorong melalui pertemuan mingguan yang memungkinkan karyawan untuk mengajukan pertanyaan langsung kepada para eksekutif; (ii) Tunjangan dan kesejahteraan karyawan, seperti makanan gratis, perawatan kesehatan di tempat, dan program kesehatan yang mendorong keseimbangan antara pekerjaan dan kehidupan pribadi: dan (iii) Lingkungan yang didorong oleh inovasi, di mana karyawan didorong untuk menghabiskan 20% dari waktu mereka untuk proyek-proyek pribadi, yang mengarah pada inovasi terobosan seperti Gmail dan Google Maps (Schneider et al., 2011). 2. Zappos: Budaya yang Berpusat pada Pelanggan Zappos, peritel sepatu dan pakaian online, telah membangun budaya perusahaan yang kuat yang berpusat pada layanan pelanggan dan kebahagiaan karyawan. ...
Budaya organisasi merupakan faktor fundamental yang menentukan identitas organisasi, efisiensi operasional, dan keberlanjutan jangka panjang. Studi ini bertujuan untuk menganalisis konsep inti, kerangka teoretis, serta implikasi praktis dari budaya organisasi dalam konteks manajemen. Dengan mengkaji berbagai model utama seperti Tiga Tingkatan Budaya Schein, Dimensi Budaya Hofstede, Model Budaya Organisasi Denison, serta Kerangka Nilai Bersaing Cameron & Quinn, penelitian ini mengungkap bagaimana budaya organisasi mempengaruhi gaya kepemimpinan, proses pengambilan keputusan, motivasi karyawan, serta kinerja organisasi secara keseluruhan. Budaya organisasi yang kuat dan adaptif mampu mendorong inovasi, meningkatkan keterlibatan karyawan, serta mendukung keselarasan strategis, sehingga membuat organisasi lebih tangguh dalam menghadapi perubahan eksternal dan tekanan kompetitif. Selain itu, studi ini menegaskan bahwa budaya organisasi memiliki peran krusial dalam membentuk standar etika, pola komunikasi, serta efektivitas dalam mengelola perubahan. Hasil penelitian menunjukkan bahwa membangun budaya organisasi yang positif dan fleksibel merupakan kunci utama dalam mencapai kesuksesan organisasi yang berkelanjutan di tengah dinamika lingkungan bisnis yang semakin kompleks.
