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A Competing Values Approach to Organizational Effectiveness
Abstract
The authors propose a competing values approach to organizational effectiveness. Seven researchers in organizational behavior were impaneled to make judgments about the similarity of effectiveness criteria derived from a comprehensive list. A spatial model was developed from the judgment data. It indicated that three value dimensions, focus (task--people), structure (control--flexibility), and time (short-term--long-term) underlie conceptualizations of organizational effectiveness. Furthermore, the model suggested some fundamental criteria of organizational effectiveness that differentially reflect these three value dimensions. The present research uses this competing values approach to resolve a number of existing problems in the organizational effectiveness literature.
... The CVF (Quinn & Rohrbaugh, 1981) defines culture through two dimensions: Flexibility vs. Control and Internal vs. External Orientation, resulting in four types of culture -Clan, Adhocracy, Hierarchy and Market (Quinn & Cameron, 1983). ...
... The Adhocracy culture, which is characterized by flexibility and outward orientation (Quinn & Rohrbaugh, 1981), promotes experimentation and innovation. Leso et al. (2023) show that a flexible culture accelerates the adoption of digital technologies in SMEs, a principle that applies to tourism, where innovations such as AI platforms can optimize sustainable offerings. ...
... Market culture, which focuses on competition and external outcomes (Quinn & Rohrbaugh, 1981), emphasizes strategic performance. Guo and Xu (2021) show that digital transformation improves the performance of manufacturing firms through competitive advantage, an effect that also applies to tourism, where digital platforms attract customers. ...
The digital transformation of the tourism industry presents both significant opportunities and complex challenges for companies seeking to enhance competitiveness. This study explores the role of organizational culture in shaping how tourism firms adopt and implement digital innovation. A conceptual framework is proposed, grounded in the Competing Values Framework (CVF), which categorizes organizational cultures into Clan, Adhocracy, Market, and Hierarchy types. The framework highlights how these cultural dimensions affect the integration of digital tools, market adaptability, and organizational performance. Drawing on a theoretical synthesis of the literature on culture and innovation in tourism, the study conducts an exploratory analysis of ten tourism companies. The findings suggest that organizational culture is a key enabler of digital transformation, although the small sample prevents statistical generalization. Companies with adhocracy-oriented cultures showed the highest digitalization scores, while hierarchical cultures lagged behind. Moreover, people-oriented leadership emerged as a positive moderator of digital innovation adoption, whereas task-oriented leadership had no significant influence. These preliminary results underscore the importance of aligning culture and leadership style with digital transformation goals. The paper offers both theoretical contributions and practical implications by linking cultural attributes with technology-driven strategic development. For tourism managers, understanding these dynamics can inform more effective digital strategies. The study also opens new avenues for future empirical research to validate and refine the proposed model across broader samples and diverse tourism contexts. Overall, it provides a foundation for further inquiry into how organizational culture and leadership styles can support digital modernization in tourism.
... A notable concept within South Africa's waste strategy is transforming waste into economic value, encouraging public and private sector participation across the waste management value chain. This approach also presents opportunities for poverty alleviation and job creation [175]. ...
... For the organisational culture aspect of this study, the Competing Values Framework (CVF) developed by Cameron and Quinn [33], as well as the earlier work by Quinn and Rohrbaugh [175], provided the theoretical foundation. A review of existing literature indicates that this framework has been widely applied in various organisational studies within the construction industry. ...
... The study found that stakeholders in construction organisations adopt clan culture to enhance collaboration, mentorship, and partnerships within and across organisations. The CVF by Quinn and Rohrbaugh [175] emphasised that clan culture is internally focused, prioritising the engagement and commitment of stakeholders. Atuahene and Baiden [11] connected clan culture to Elton Mayo's ideas, highlighting the importance of informal relationships and collaboration in driving productivity. ...
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.
... A notable concept within South Africa's waste strategy is transforming waste into economic value, encouraging public and private sector participation across the waste management value chain. This approach also presents opportunities for poverty alleviation and job creation [175]. ...
... For the organisational culture aspect of this study, the Competing Values Framework (CVF) developed by Cameron and Quinn [33], as well as the earlier work by Quinn and Rohrbaugh [175], provided the theoretical foundation. A review of existing literature indicates that this framework has been widely applied in various organisational studies within the construction industry. ...
... The study found that stakeholders in construction organisations adopt clan culture to enhance collaboration, mentorship, and partnerships within and across organisations. The CVF by Quinn and Rohrbaugh [175] emphasised that clan culture is internally focused, prioritising the engagement and commitment of stakeholders. Atuahene and Baiden [11] connected clan culture to Elton Mayo's ideas, highlighting the importance of informal relationships and collaboration in driving productivity. ...
... A more synthetic summation of the broad and multiple interpretations of organizational effectiveness was provided by R.E. Quinn and J. Rohrbaugh (1981), who created the so-called competing values model. By combining three original dimensions, the researchers obtained four models of organizational effectiveness (Quinn and Rohrbaugh, 1981), the rational goal model, the internal process model, the open system model, and the human relations model. ...
... Quinn and J. Rohrbaugh (1981), who created the so-called competing values model. By combining three original dimensions, the researchers obtained four models of organizational effectiveness (Quinn and Rohrbaugh, 1981), the rational goal model, the internal process model, the open system model, and the human relations model. Each of the models was placed within a system of coordinates described by competitive values. ...
... Although more contemporary interpretations of organizational effectiveness attempt to formulate unified models of organizational effectiveness (e.g., Sharma and Singh, 2019;Dhoopar, Sihag and Gupta, 2023), they are based on combining previous contexts of interpretation (models or mesures) of organizational effectiveness. Thus, it is a continuation of previous research approaches (such as Quinn and Rohrbaugh, 1981). ...
One of the most notable properties of the modern scientific output – particularly in the realm of social sciences – is the cumulative character of knowledge. This poses a serious challenge for science, which must deal with an apparent ‘oversupply’ of knowledge, taking the form of theories. The multitude of scientific representations presents science with the problem of their effectiveness, related to their cognitive function, and above all the ability to predict. The aim of the article is to present how contextuality influenced the development of organizational effectiveness theories and how this knowledge developed cumulatively. This paper is based on review and critique of extant literature on organizational effectiveness. The main finding of the conducted studies is that, from the point of view of explanatory methods, contextual approach dominates in the interpretation of organizational effectiveness, and the category of organizational effectiveness as a theory has become very complex. Its universality has been replaced by numerous interpretive contexts. The modern interpretation of organizational effectiveness resembles the “Tower of Babel”, which reflects knowledge developed cumulatively.
... XX-XXX of multiple stakeholders with mutually competing views on effectiveness subject. The CVA represents the product of the theoretical and empirical contributions of organizational effectiveness research stream (Quinn, 1981;Quinn & Rohrbaugh, 1981). This approach is based on three axes or value dimensions: focus, structure and outcomes (Quinn & Rohrbaugh, 1983). ...
... XX-XXX of multiple stakeholders with mutually competing views on effectiveness subject. The CVA represents the product of the theoretical and empirical contributions of organizational effectiveness research stream (Quinn, 1981;Quinn & Rohrbaugh, 1981). This approach is based on three axes or value dimensions: focus, structure and outcomes (Quinn & Rohrbaugh, 1983). ...
... First, all issues regarding the multidimensional analysis of effectiveness are diminished because 16 criteria of effectiveness are included and sorted among four models of effectiveness. Second, problem of multiple criteria of effectiveness is resolved through deduction of the list criteria into narrow sets of discrete and well-defined criteria (Quinn & Rohrbaugh, 1981). Enterprise effectiveness is determined as value judgement of enterprise performance and therefore, "enterprise effectiveness definition determines the set of weighted criteria according to individuals' values, hierarchy, unit type, internal or external perspective and etc." (Quinn & Rohrbaugh, 1981). ...
To obtain and retain high performances enterprises are affected by various constituencies's' needs and expectations which are important part of their organizational operationalization. The research goal is to validate the psychometric properties of a widely used holistic view of enterprises performance defined by competing value framework in context of enterprises in transition economy such as Republic of Srpska, Bosnia and Herzegovina. To fulfil the aim of the research, a quantitative, research design based on cross-section data was carried out to collect and analyses data from 224 organizational representatives. Covariance-based structural equations modeling was used to test the competing values approach and, if needed, to modify a measurement scale that identifies the extent to which sampled enterprises use the measurement criteria of each aspect of effectiveness to validate the effectiveness of enterprises. All models of effectiveness have acceptable reliability and convergent validity, and discriminant validity of each model was established. Model fit measures indicate acceptable goodness-of-fit. Academics and managers may consider using these measures of effectiveness to better understand the performance/effectiveness phenomenon and have better insight into possibilities for enhancement of different aspects of effectiveness. This study represents the first attempt to investigate and validate the presence of mutual dependence of certain aspects of effectiveness based on a competing values approach in a specific research context.
... TEQSA (2019b) also recognises the possibility of 'tensions' arising between these governing groups and that this must be 'managed', as did also Yielder and Codling (2004) in the UK and Benjamin (2010) in the USA. While TEQSA does not specify how the academic and corporate governance groups should interact, research into organisational effectiveness indicates the source of these tensions is probably the different cultures and values perspectives that underpin each group (Quinn & Rohrbaugh, 1981;Schulz, 2013). These lead to decision-making processes which involve negotiation from their 'competing' value positions, but, notably, the values of the more 'important' group usually prevail (Smart & St. John, 1996). ...
... Policymakers and university executives tend to hold in common a corporate values perspective (OECD, 2017), so it is unsurprising, as the dominant groups in the sector, the criteria chosen to judge the effectiveness of universities reflects their corporate values of competition, control, compliance and efficiency (Quinn & Rohrbaugh, 1981). From this perspective, academic values of collegiality, intellectual integrity, trust, honesty and service are valued only to the extent they are instrumental in meeting external and internal corporate performance criteria (Yeatman, 2018). ...
Despite significant research on the impact of neoliberal strategies of marketisation, managerialism, privatisation and metrics in higher education contexts globally over more than four decades, the academic profession has shown an inability or unwillingness to define its role in a more accountable higher education environment and the managerial university. An extensive search of the literature identified four universal ‘foundational principles’ related to defining academic work. Following system thinking approach, in this paper we applied these to the Australian higher education. Systems thinking suggests in each country, higher education operates within its own historical, economic, legal and political environment, so these ‘foundational principles’ need to be translated into a corresponding set of ‘enabling principles’ to define the academic role within a given context. This paper reports on a case study, which began three and a half years ago, by a working party of the Australian Association of University Professors (AAUP), to develop a set of enabling principles to define academic work in the Australian higher education context. These enabling principles were then incorporated into a Professional Ethical Framework for Australian Academics (The Framework). During this time, The Framework went through several iterations with the current version now put forward, as part of an on-going research project, for feedback from a broader base of academic colleagues around the globe to further its development. While designed for the Australian context, we offer The Framework as a potential model for academics wishing to explore these ideas in other higher education systems.
... Therefore, the current organizational culture may need to change to promote organizational progress and success (Fikry, Adi, & Arie, 2020). Organizational effectiveness and managerial leadership help organizational members better understand the similarities and differences of managerial leadership roles at various hierarchy levels (Quinn & Rohrbaugh, 1981). Rohrbaugh (1981, 1983), in their research considering different approaches to organizational effectiveness categorized as human relations model, internal process model, rational goals model open systems model found that organizational effectiveness evaluation criteria can be classified according to a set of competitive values (organizational focus, organizational structure, and organizational means and outcomes) as a result of multivariate analysis (Kurgun & Bağıran, 2013). ...
... While the first construct aimed to define leadership roles, the second construct measured the relationship between the performance of these roles and the effectiveness of the leader. This relationship was examined based on Competing Values Framework (Quinn & Rohrbaugh, 1981;Quinn & Rohrbaugh, 1983;Quinn, Hildebrandt, Rogers, & Thompson, 1991). ...
The purpose of this study is to examine the relationship between managerial roles and leader effectiveness. For this purpose, the relationship between the roles of "mentor, facilitator, monitor, coordinator, director, producer, broker and innovator" in Cameron and Quinn's Competing Values Framework (CVF) and leader effectiveness was tried to be revealed through academic administrators (rector, dean and department heads) in a foundation university. The study group of the research, which is a relational survey model, consists of 214 academics working in different units of the university. The leadership roles of the managerial were found to have a positive impact on leader effectiveness. The roles of innovator, producer, director, facilitator and mentor, coordinator and monitor were found to be effective on leaders and manager effectiveness.
... The selection ofCompeting Value Framework(CVF) model of organizational culture to represent the employees' responses is based on the argument of Quinn and Rohrbaugh (1981). Quinn and Rohrbaugh (1983), and Goodman et al. (2001) stated that CVF model has an integrated model of the organization's cultural psychology. ...
... Denison (1995) introduces a model of four types of culture dimension such as adaptability, mission involvement, and consistency.Adaptability and mission are externally oriented while involvement and consistency are internally oriented. After some years, Cameron and Quinn (1999) improved the study of Quinn & Rohrbaugh (1981), and introduced a model of CVF with four culture typologies which are adhocracy, hierarchy, market, and clan culture. The clan and adhocracy culture show flexibility while, hierarchy and market culture show stability. ...
... Further, organizational culture stands for the shared perception and vision of the values, beliefs, and vision of the organization by its members. According to Quinn(1988), Quinn and Rohrbaugh (1981; [12][13][14] organizational culture is categorized into a flexibility-oriented culture and control-oriented culture, based on the "flexibility-control" perspective of the competitive value framework, with the control-oriented value system stresses centralization and integration whereas the flexibility-oriented value system emphasizing decentralization and differentiation. On the one hand, the group and development cultures lay emphasis on cooperative participation and risk-taking, respectively, aligned with the characteristics of flexible cultural orientation; while, on the other hand, the hierarchical and rational cultures emphasize operational efficiency and goal orientation, respectively, consistent with the characteristics of control culture orientation. ...
... Further, organizational culture stands for the shared perception and vision of the values, beliefs, and vision of the organization by its members. According to Quinn(1988), Quinn and Rohrbaugh (1981; [12][13][14] organizational culture is categorized into a flexibility-oriented culture and control-oriented culture, based on the "flexibility-control" perspective of the competitive value framework, with the control-oriented value system stresses centralization and integration whereas the flexibility-oriented value system emphasizing decentralization and differentiation. On the one hand, the group and development cultures lay emphasis on cooperative participation and risk-taking, respectively, aligned with the characteristics of flexible cultural orientation; while, on the other hand, the hierarchical and rational cultures emphasize operational efficiency and goal orientation, respectively, consistent with the characteristics of control culture orientation. ...
Although extant studies have extensively investigated the association between advanced manufacturing technology (AMT) and product innovation performance (PIP), the influence of AMT on PIP is not an isolated event. In order to play an effective role, AMT needs to adapt to both external- and internal contextual factors. Prominently, design and manufacturing AMTs represent two crucial types emphasizing advanced manufacturing technology. Nevertheless, the effect of manufacturing AMT, design AMT, and the synergistic impact of these two AMTs on PIP is moderated by internal culture and external environment. However, the proposed influence has not yet been explored in the existing literature. Therefore, this paper analyzed 302 Chinese equipment manufacturing enterprises, and the study findings indicated that on the one hand, the higher the degree of flexibility-oriented culture, the higher the turbulence of the environment, and the more significant the improvement impact of design AMT on PIP; while, on the other hand, the higher the degree of flexibility-oriented culture, the more significant the improvement impact of manufacturing AMT on PIP. However, the moderate impact of environmental turbulence on the correlation between manufacturing AMT and PIP is insignificant. Further study findings highlighted that the high environmental turbulence can still support design- and manufacturing AMTs to play a synergistic role in supporting PIP when exploring the synergistic effect of design- and manufacturing AMTs on PIP. Nonetheless, a flexibility-oriented culture is not conducive to the synergy between design AMT and manufacturing AMT. In specific, the synergy between design AMT and manufacturing AMT can promote PIP only in a control-oriented culture. In this study, factors that influence the effect of AMT from both design AMT and manufacturing AMT are combined to discuss, which makes a comprehensive understanding of how to create better conditions and environment for PIP. Chinese enterprises should emphasize both design AMT and manufacturing AMT and integrate the two AMT styles through organizational culture and environmental recognition.
... To effectively empirically analyze the effects of OC in line with the stated objectives, this study adopts the Competing Values Framework (CVF) model advanced by Quinn and his co-researchers in the eighties [38][39][40][41] . The CVF is the most recurrently engaged tool in theoretical and experimental studies relating OC to organizational performance 19 and, hence, the most suitable to address CE-related activities. ...
... In terms of justification for selecting organizational culture as a research variable, it fundamentally shapes how strategies are interpreted, implemented, and integrated within a company's operations 19,38,41 . The Competing Values Framework (CVF) provides a multidimensional model to assess organizational culture, making it a robust tool for understanding the cultural underpinnings that influence CDS adoption 39 . ...
This research aims to elucidate the relationship between circular design strategies (CDS) and the economic sustainability of construction projects (ESCP), examining the mediating role of organizational culture (OC). Motivated by the imperative to develop a sustainable circular economy (CE) model in the building industry, our study focuses on a crucial dimension of CE processes. Specifically, we investigate how construction firms’ organizational values shape their pursuit of desired economic outcomes within CE theory. Through a comprehensive analysis of 359 responses from a cross-sectional survey of Chinese construction firms employing Partial Least Squares-Structural Equation Modeling (PLS-SEM), our findings reveal a positive albeit weakly impactful association between CDS and ESCP. Simultaneously, OC is identified as a factor detrimental to ESCP. Notably, this study unveils the influential roles of hierarchical culture (HC) and group culture (GC) in shaping the current state of ESCP in China. Emphasizing the significance of CDS, we propose that contract administrators proactively reposition their organizations to adopt strategies conducive to achieving the necessary economic output for construction projects. The originality aspect lies in this research contributes to the existing body of knowledge by offering empirical insights into the theoretical framework, marking the first such empirical study in northern China. We conclude by critically examining research outcomes and limitations while providing insightful recommendations for future research to foster sustainable construction practices in the Chinese context.
... The lack of a consistent and precise terminological path also relates to the adoption of measurement principles and assumptions to create the construct. Due to several factors related to organizational performance such as the researcher's self-concept of the organization, the personal values informing the choice of criteria, the level of analysis (individual or organizational), and the intended area of application of the criteria will shape the assessment of performance (Quinn, Rohrbaugh, 1981; Morin et al., 2003, Cameron, 1978. Measurement can describe different types of organizational performance, namely financial, social, economic, operational, or societal performance, depending on the research perspective adopted. ...
... Finally, the third is linked to the importance attached to objectives (performance and productivity) or means (processes and planning). This approach of competing values makes it possible to identify four main models of organizational performance: the human relations model, the open system model, the internal processes model, and, finally, the rational model (Quinn, Rohrbaugh's, 1981). ...
Purpose: The purpose of this article is to propose a Global Performance Index for humanitarian NGOs that operate on a global basis The proposed index also includes a list of indicators for measuring the performance's effectiveness in the economic, operational, and social areas. Design/methodology/approach: The analysis of existing theoretical concepts of performance measurement contributed to the development of a model of NGO organizational performance and three key elements emerged: 1. operational effectiveness, 2. economic effectiveness, and 3. social effectiveness. Based on the credit scoring method the list of indicators developed a proposal for a Global Performance Index for humanitarian NGOs operating globally. Conclusions: The Global Performance Index, together with a proposal of indicators, allows the measurement of NGO performance. It also takes into account specific aspects of international humanitarian NGOs in areas such as their non-profit purpose, their field of activity (emergency relief and development), and their necessary effectiveness and efficiency to gain legitimacy from public and private donors. Research limitations/conclusions: The limitations of the concept adopted relate to the choice and weighting of measurement criteria. Even if we take into account the actual historical data of the organization, as well as documents specific to the donors or the organizations themselves, there remains a bias of subjectivity that needs to be reduced by specific applications. This would allow testing both the validity of the selected criteria and their relative importance in measuring performance. Such application would benefit from being complemented by analyses of failure situations and stakeholder consultation. Practical implications: This index of NGO performance indicators may become a tool for potential investors or donors who would like to assess the health of such organizations. Originality/value: The methodological approach adopted in the article for assessing the performance of NGOs, the model developed and the list of indicators is novel and may, in further research, form the basis for creating comprehensive performance measurement indices for NGOs.
... Other authors from the values tradition, such as Pettigrew (1979), argued that many interdependent concepts (symbols, beliefs, rituals, myths, etc.) support the emergence of normative patterns and strategies through which an organisation's culture evolves. Diagnostics of corporate culture, such as the Competing Values Framework (CVF), are also composed of multiple factors reinforcing the notion that to assess culture multiple 'touchpoints' are needed (Quinn and Rohrbaugh, 1983;Cameron and Quinn, 1999). ...
The organisation culture literature is focused on the leadership role of executives and managers with little attention to the role played by the governance body, typically the board of directors (O'Reilly et al., 2014; Alvesson, Karreman and Ybema, 2017; Schein, 2017; Groysberg et al., 2018). Theoretical approaches to culture from both the values perspective and the toolkit perspective are advocated in response to their competing and yet complementary contributions(Giorgi, Lockwood and Glynn, 2015). The case is made for the invigoration of our conceptualization of organization culture and its leadership. January 2025.
... Additionally, Smart and St John (1996), identified four 'culture' groups within a HE institution, the Academic, the Entrepreneurial, the Bureaucratic and the Corporate, each with its distinctive values perspective from which they approach decision-making. Quinn and Rohrbaugh (1981) suggested these groups compete from their different values positions, with the values of the most powerful group tending to prevail in decision-making within an organisation. ...
The impact of global systemic changes over 40 years in higher education (HE) have typically focussed on efficiency, cost-reduction and the needs of the economy. This has usually involved ‘command and control’ change processes and corporate accountability practices aimed at reducing university autonomy and bringing academics under greater institutional control. We draw on systems research to consider factors related to the effectiveness of a HE system, as opposed to its efficiency, and propose a reform process based on learning as the basis of effectiveness. This requires greater differentiation between the important roles played by key stakeholders such as government, university corporate leaders and academics. A lack of definition of the academic role in the managerial university makes it difficult for the profession to present a counter-narrative to the neo-liberal reform agenda that has led to an ‘unbundling’ of academic work. We propose four universal foundational principles to underpin the academic professional in a context of greater accountability and argue these should be universally applicable to HE systems around the globe. We introduce an action research project to test these ideas using the Australian HE context as a case study which may provide a model for colleagues in other HE contexts.
... Lee & Whitford, 2013; G. R. Lee et al., 2019). Given that performance indicators encompass multiple aspects of organizational effectiveness, the level of goal achievement serves as a comprehensive measure of overall organizational performance (Quinn & Rohrbaugh, 1981). This measure is constructed using data from federal agencies' Performance and Accountability Reports (PAR), which are mandated by the Government Performance and Results Act (GPRA) of 1993. ...
The new public management (NPM)-oriented administrative
reforms have been medicine for many governments to improve
public sector performance since the 1980s. However, while empirical results on the effects of outsourcing on organizational performance have been contested for decades, scholars highlight the crucial role of an agency’s capacity to manage contracting processes and practices effectively, put simply contracting management capacity, in realizing the benefits of the practices. Considering the increasing importance of government outsourcing, it is meaningful to identify the role of contracting management capacity in terms of organizational performance as it can help public agencies derive practical implications for improving their performance. The panel data analyses of the U.S. federal bureaucracy show that contracting management capacity determines the relationship between outsourcing spending and organizational performance. This finding supports theoretical perspectives highlighting the critical roles of agency capacity in mitigating principal–agent problems through effective management and monitoring of contracts/contractors.
... A inicios de los ochenta, los estudios académicos sobre la CO se hicieron populares. Por un lado, Quinn y Rohrbaugh (1981) analizaron el impacto de los valores (parte importante de toda cultura) en la efectividad organizacional mientras que diversos libros referían al concepto de cultura para destacar el éxito de las organizaciones: Theory Z (Ouchi, 1981), The art of Japanese management (Pascale y Athos, 1981), In search of excellence (Peters y Waterman, 1982), Corporate cultures (Deal y Kennedy, 1982) y The change masters (Kanter, 1983). Según lecturas posteriores, aquellas obras demostraron que el triunfo de ciertas organizaciones yacía en los valores y principios de sus culturas (Denison, 1990;Ehrhart et al., 2014). ...
"La pandemia por COVID-19 obligó a muchas organizaciones a recurrir al teletrabajo. Ello generó múltiples efectos, tanto positivos como negativos, en diversos tópicos como satisfacción laboral, productividad o comunicación. Uno de estos tópicos es el elemento más importante de toda organización: su cultura. Para clarificar el tema, el presente artículo examina diversos estudios publicados en los últimos cuatro años que analizan el vínculo entre cultura organizacional y teletrabajo pospandemia. El resultado es el hallazgo de un impacto recíproco: el teletrabajo afecta la cultura de las organizaciones, mientras esta influye en cómo se adaptan al teletrabajo. En consecuencia, el artículo distingue algunos descubrimientos, limitaciones y recomendaciones de aquella literatura y destaca la importancia de conocer la cultura de la organización antes de su adaptación al teletrabajo."
"The COVID-19 pandemic forced many organizations to resort to teleworking. This generated multiple effects, both positive and negative, on various topics such as job satisfaction, productivity or communication. One of these topics is the most important element of any organization: its culture. To clarify the issue, this article examines various studies published in the last four years that analyze the link between organizational culture and post-pandemic teleworking. The result is the discovery of a reciprocal impact: teleworking affects the culture of organizations, while this influences how they adapt to teleworking. Consequently, the article distinguishes some findings, limitations and recommendations from that literature and highlights the importance of knowing the culture of the organization before adapting to teleworking."
... The Competing Values Framework, created by Quinn and Rohrbaugh, continues to be one of the most important frameworks for characterising and understanding organisational culture and leadership (Quinn & Rohrbaugh, 1981, 1983. The framework classifies four cultures: Hierarchy, Market, Adhocracy, and Clan. ...
Digital manufacturing is rapidly evolving; however, this transformation is predominantly technology centric. Human-centric manufacturing shifts the paradigm for the digital manufacturing enterprise towards a human focus to realising its envisioned digital future. In that context, Digital Manufacturing Ireland (DMI), Ireland’s expert body for driving digital adoption across manufacturing, initiated a research study in collaboration with two research partners, MIT and IAAE, in support of this important focus for future manufacturing. This paper discusses results of the DMI 2023 human-Centric Manufacturing Culture Study, which engaged manufacturing leaders from 11 MedTech companies with major manufacturing sites in Ireland. Overall findings are discussed, with a focus on 12 emergent themes grouped in four categories: imperatives, values, strategies, and practices. Planned collaboration initiatives and anticipated future research are described. This paper also highlights considerations regarding new thinking needed by manufacturing leaders, along with recommendations as to what leaders can begin to do differently.
... (Duangsa et al., 2019;Kongkaew, 2014;Rattakul, Inprom, & Kaewchua, 2023;Thawornprom, 2018;Wongprasert et al., 2023) (Quinn & Rohrbaugh, 1981, 1983 ...
This research has three objectives; 1) to identify problem status of six consecutive Ju-Jitsu competitions managing in 5th Region Qualifying of 39th Thailand National Youth Games, 2) to develop pattern of the Jujutsu competition managing based on environmentally friendly approach, and 3) to evaluate the Jujutsu competition managing. The research design was mix-method. Qualitative approach enrolled key informants and 7 experts. 18 key informants were selected from the Jujutsu competition committees of 5th Region Qualifying of Thailand National Youth Games in last six tournaments. Quantitative approach recruited 534 Jujutsu participants of 5th Region Qualifying of 39th Thailand National Youth Games. Research instruments consists of semi-structure interview and online questionnaires. Analysis of the data with inductive approach and descriptive statistics. The results were found that; 1) the Jujutsu competition managing has less used the biological material, waste products were a lot, lack of environment impacts evaluation, and unable to creating value added for drawing stakeholders’ attraction, 2) the pattern of Jujutsu competition managing based on environmentally friendly approach comprised of major principle as supporting the use of locally biological resources, emphasis on material circulation, and employ the digital system for Carbon reducing. Comparative Fit Index (CFI) from confirmatory factor analysis was at 0.987, and 3) the Jujutsu competition managing based on environmentally friendly approach creates the value of the competition managing and highest level of success.
... Approved staff from different departments formed small diverse teams and produced online content that customers accessed in their homes. DO's system incorporated and balanced four competing organizational cultures (Quinn & Rohrbaugh, 1981): control provided an operational framework with clear purpose, baseline governance, and reporting loops; create gave teams autonomy and encouraged staff to test new ideas quickly; collaborate encouraged transparency, teamwork, and sharing of knowledge; and compete encouraged teams to rapidly improve efficiency and quality through friendly competition with themselves and their peers. Transparent workflows were established, which enabled autonomy, cross-department communication, and real-time monitoring, and involved the local government's digital, marketing, and communications teams for content promotion, management, and distribution. ...
... Организационната ефективност е един от най-сложните и най-малко разглеждани проблеми в изследванията на социалните организации. Те са доста често срещани от 60 -те до средата на 80 -те години на XX век (Cameron, 1980(Cameron, , 1986Cameron, K. and Whetten, 1983;Connolly et al., 1980;Gartner and Ramnarayan, 1983;Lewin and Minton, 1986;Nord, 1983;Quinn and Rohrbaugh, 1981;Wolfe, R. and Putler). Въпреки това, освен изключения, има сравнително малка активност в този поток от изследвания, откакто се появиха редица важни прегледи в средата на 80те години (Baruh and Ramalho, 2006). ...
The purpose of this study is to present a unified model of organizational effectiveness, bringing together various elements proposed by previous researchers to provide a comprehensive framework that can be used to guide future research, taking into account the organizational context. A unified model is proposed that is holistic, comprehensive and integrated, incorporating systems thinking. It consists of three components – objectives, measures and stakeholder/stakeholder satisfaction – and can be customized by practitioners and researchers to specific contexts in a range of organizations. The framework can be used to help managers select balanced, appropriate organizational performance assessment measures that are context-specific and provide a more holistic approach to guide research.
... The goal of this study is to examine the effects of mindfulness on negative symptoms that occur owing to stress experienced by Korean physical therapists in an organizational setting (or due to . In Asian organizational culture, which emphasizes hierarchy, efficiency within the organization is pursued on a stable basis [8,36,37]. Members of such organizations have passive and risk-avoidant safety-oriented tendencies because they reflect the values and norms of the bureaucracy, which emphasizes official commands, rules, controls, and safety orientations. Consequently, the members' voluntary participation and attachment toward the organizations are reduced to avoid punishments and responsibilities [38,39]. ...
Objective
The study aimed to investigate whether mindfulness could mitigate the impact of job and interpersonal demands arising from stressful organizational cultures in predicting depression during the COVID-19 pandemic.
Methods
A total of 280 Korean physical therapists participated in this study. To verify the mediated moderation model, this study implemented an SPSS 26.0 PROCESS Macro (v.3.5) that was based on the verification of Hayes' conditional indirect effect.
Results
The study confirmed the moderated mediation effect of mindfulness on the mediating relationship between stressful organizational culture, job demands/interpersonal demands, and depression. Moreover, the conditional indirect effect of mindfulness was found to be statistically significant. However, the impact on interpersonal stress differed from anticipated outcomes.
Conclusions
Mindfulness, applicable within the framework of the Job Demands-Resources model theory, served as a resource variable and moderated the impact of organizational culture on members' depression. Amidst ongoing debates on mindfulness effectiveness, this study partially confirmed its potential within the Job Demands-Resources model, suggesting a role in mitigating the influence of organizational culture on members' depression as a resource variable.
... The Competing Values Framework stems from a line of organizational literature that aimed to derive a concise definition and understanding of organizational effectiveness [31], [32]. CVF posits that, "most organizations can be characterized along two dimensions, each representing alternative approaches to basic challenges that all organizations must resolve in order to function" [33, p. 2]. ...
... Quinn, Rohrbaugh, 1981; ov (Appelbaum a kol., 2017). Kompetencia v kon Z V v (Walumbwa, Lawber, 2003) s , 2004. ...
In regard to mental health as one of the factors affecting the performance of companies as well as their competitiveness, we deal with the support of mental health in the context of the education of future leaders. We used standard scientific methods in the processing, e.g. analysis, synthesis, comparison, structured interviews, induction and deduction. The results of the research, which took place simultaneously in all V4 countries, show the findings and research results of Slovak respondents. Scientific aim The aim of the submitted contribution is to present the results of research focused on changes in the behavior of employees and students at the Faculty of Management of the Comenius University during the Covid-19 pandemic and after the end of the epidemic compared to the state before the start of the pandemic, as well as to identify options and tools affecting mental health, which must be taken into account in the education of business leaders. Based on the findings, we formulated recommendations which should be applied to the education process of future business leaders: to increase the share of tasks focused on students' communication and presentation skills, support teamwork, support dialogue and socialization, work in modern groups, spaces, provide study materials created by using modern information and communication technologies, to discuss the balance between work and personal life, to help support mental health. Without awareness of the importance of mental health in organizations and the ability to support it, they will not be well prepared to contribute to the recovery after the period of the Covid-19 pandemic and the restart of their activities in the case of businesses that were significantly negatively affected by the pandemic. It is therefore essential to train future leaders to consciously understand the importance of mental health in organizations and to raise their awareness of the diversity of employee needs in this area.
... Many researchers have been focused on determining the ideal definition and measurement of performance in organizations. This has led to a vast amount of work on the topic, but also a multitude of conflicting definitions and models of organizational effectiveness (Quinn & Rohrbaugh, 1981, 1983Rainey & Steinbauer, 1999;Selden & Sowa, 2004;Steers, 1975). In government organizations, there is no single measure, such as profit, to assess performance. ...
Purpose: The transformational leadership paradigm has been a focal point in organizational research, but a critical methodological question remains: whose perception of transformational leadership should be relied upon for accurate evaluation? This study addresses this question by examining the differences that arise depending on whether the leader’s or their followers' assessment of the leader's transformational leadership is used. Methodology: Transformational leadership behavior (TLB) perception data were collected from both leaders (n=372) and their followers (n=892) to analyze its impact on organizational commitment (OC) and organizational performance (OP). Structural equation modeling was employed to reveal the impact of TLB on OP from both leader and follower perspectives. Findings: Both leader and follower perception models exhibit a significant positive effect of TLB on OP. However, the mechanisms differ substantially. In the follower perception model, the impact of TLB on OP is almost entirely mediated through OC. Conversely, in the leader perception model, the impact of TLB on OP is split between the direct effect of TLB on OP and the mediated effect through OC on OP. Unique Contribution to Theory, Practice, and Policy: These findings have significant implications for interpreting past research on transformational leadership and future methodologies. The study contributes to the literature by offering a comprehensive understanding of the relationships between TLB, OC, and OP, particularly in the public sector, utilizing a large-scale sample.
... This diversity of expectations can complicate the definition and measurement of performance. Quinn and Rohrbaugh (1981; introduced the competing values framework to navigate these complexities. This framework is designed to measure organizational performance by incorporating multiple values, and it categorizes performance into four dimensions: Rational Goal (RG), Open System (OS), Internal Process (IP), and Human Relations (HR). ...
The study utilizes a direct-indirect effects model to examine the connections among Transformational Leadership Behaviors (TLB), Organizational Citizenship Behaviors (OCB), and Organizational Performance (OP) within the public sector. TLB data were collected from leaders and followers, allowing for comparison between leader-perception and follower-perception models. A survey methodology involved 1,364 participants from U.S. county government executives and followers, analyzed using structural equation modeling. It aims to bridge gaps in the literature by integrating TLB, OCB, and organizational-level performance into one model, providing nuanced insights into their interactions. Findings support TLB’s positive impact on OCB and OP and OCB’s positive influence on OP. Differences in leader and follower perceptions highlight the need for comprehensive evaluation. The study addresses the limitations of prior research by considering both leader and follower perspectives, contributing to understanding leadership’s role in organizational performance. Practically, it suggests strategies for enhancing performance through TLB fostering, OCB encouragement, and creating supportive work environments. Its originality lies in its holistic examination of TLB, OCB, and OP, offering valuable insights into the public sector and organizational practices.
... Organizational practices depend on national, professional, and organizational culture, whereas values are contingent upon basic assumptions, professional ethics, and organizational artifacts. Recently, Leal-Rodriguez et al. (2023) proposed a digital culture model based on the Competing Values Framework (Quinn & Rohrbaugh, 1981). This conceptual model includes people, innovation, goals, and norms as determiners of digital culture. ...
As technology breakthroughs and digital innovations continue to transform business environments, traditional organizational cultures are frequently found insufficient in promoting the innovative thinking, agility, and resilience needed for long-term success. This article presents a comprehensive framework for rethinking organizational culture in the digital age. The model is designed to help organizations navigate the complexity and take advantage of the digitalized economy's opportunities. Based on Schein’s organizational culture model, this study thoroughly examines existing literature to identify the essential elements of a digital culture framework. The suggested model prioritizes incorporating digital tools and mindsets at all levels of the organization, creating an atmosphere that promotes experimentation, cooperation, and a proactive approach to survive in the digital era. Furthermore, the study explores the crucial elements in promoting and integrating digital values, the function of human resource practices in facilitating the growth of digital skills, and the influence of digital culture on achieving a competitive advantage in the digitalized economy. By highlighting the crucial interaction between technology, people, and organizational processes, this study seeks to assist organizations in redefining their culture to thrive in the digital era by offering practical insights and a structured framework.
... Communication is essential to an organization (Simon 1948;Barnard 1938). Communication allows managers to discern the different needs and competing values of stakeholders (Quinn and Rohrbaugh 1981), and to address the associated goal ambiguity problems that arise from a public organization's multiple stakeholders (Chun and Rainey 2005). Managers also must be attuned to, and possibly need to manage, potential tensions that may arise between clientele groups who may be competing for the same resources. ...
This paper asks: what influence do various middle management tasks have on organizational performance? We identify five tasks: setting clear goals, communication, participative management, human resources management, and resource distribution, and model their separate and combined influence on objective performance measures. Using a dataset of survey and performance data from 2007–2010 on over 250 public schools in Hawaii, findings show that setting clear goals has a positive, significant impact on performance. After combining these tasks into three general management measures (leadership, management, and resource management), results show that the management dimension is significant. This study adds to the public management literature by focusing on the effect of middle management, and specific management tasks, on performance, in a unionized agency.
... The Organizational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 2011) was used in this study to help principals identify, analyze, and eventually understand the organizational culture of schools in Indonesia (Cameron & Quinn, 2011). The OCAI is a validated organizational culture assessment tool and the most useful framework for determining organizational effectiveness criteria with competing managerial leadership roles (Quinn & Rohrbaugh, 1981, 1983Nguyen et al., 2020). The self-reporting OCAI survey has six criteria: Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, and Criteria of Success. ...
... The research literature on organisational culture is extensive. Two main approaches to organisational culture in relation to SC management studies are the competing values framework or CVF (Quinn and Rohrbaugh 1981) and the organisational culture model by Schein (1992). The CVF allows organisations to be categorised along one of four culture types (Developmental, Group, Rational, and Hierarchy) based on defined sets of specific organisational traits. ...
Chinese manufacturing, a major engine of the world economy, has been at the heart of the challenge of major global supply chain disruptions. This research explores the relationships among different dimensions of supply chain risk management maturity and supply chain robustness in Chinese manufacturing organisations. Based on the Competing Values Framework, four different culture groups are assessed to determine whether the relationships differ by culture type. The adoption of the proposed framework could bring the benefit of a more comprehensive evaluation of supply chain risk management maturity, as well as the identification of both strengths and areas where improvements may be necessary for achieving supply chain robustness.
Purpose
The purpose of this study is to explore the contextualized use of Lean and Six Sigma (LSS) practices in the state governments in the USA. This study analyzes LSS’s capacity to innovate public service administration to improve efficiency, effectiveness and equity in government.
Design/methodology/approach
This study used the Grounded Theory Method to analyze 2,048 LSS project reports from 32 state governments between 2003 and 2024, aiming to identify systematic patterns in the adjustment and application of LSS within state service administration and its outcomes.
Findings
The 32 states applied LSS across 24 service areas, adapting it in five ways: strategic programming, production efficiency, customer focus, internal accountability and equity and service expansion. LSS projects primarily reported financial and managerial improvements, with some citing equity and service expansion as project success.
Research limitations/implications
The use of self-reported results likely underrepresented LSS failures, making empirical validation essential for confirming inductively generated propositions in future research.
Practical implications
The findings of this study imply that managerial motivations and project goals affect how LSS’s methods and principles can be adjusted to address competing values in the public sector. This study offers insights into effectively applying LSS to optimize public service administration and achieve better outcomes for citizens.
Originality/value
The findings expand the literature on LSS for public service mission, offering implications for its strategic application in the public sector. The large-scale multiple case study enhances the credibility of these findings beyond what single case studies or literature reviews can provide.
This chapter highlights the gaps identified in previous conceptual frameworks of the Circular Economy Business Model (CEBM), which were not thoroughly evaluated as comprehensive constructs. These gaps form the basis for the new constructs in the conceptual framework of the current study, namely, materials information management systems (MIMS) and organisational culture. The study draws on contingency theory and dynamic capability theory to address the gap related to materials information management systems. It is established that information technology (IT), which has significantly transformed business management, can enhance the effectiveness and efficiency of materials management. Information, being processed data that adds value to the recipient, supports the need for a computer-based MIMS. Such a system is crucial for scientific inventory control and model implementation. The use of materials identification codes and location codes facilitates quick identification and retrieval of materials from storage, thereby improving operational efficiency. The materials management system also aligns with the circular economy (CE) by improving financial performance. It provides firms with a competitive advantage, leading to improved financial outcomes. MMIS has been found to boost financial success by driving stakeholder relationships, increasing motivation, satisfaction, and loyalty while attracting investors and clients and enhancing the firm’s market legitimacy. Several theories were referenced in addressing the organisational culture gap, including social identity theory and change management theory. The Quinn Competing Values Framework (CVF) and Kotter’s change model were also considered. Kotter’s model emphasises that change is an ongoing, adaptive process to evolving conditions. This perspective on change highlights the need for continuous training and education for employees, beyond job-related skills, to include innovation, technology, methods, material selection, professional conduct, and values. The model advocates for a structured approach to change, where construction organisations develop a clear plan to integrate CE into their business models. Strengthening organisational adaptability increases the likelihood of success. Based on years of research, Kotter’s eight-step approach guides organisations in navigating change and improving performance in a dynamic environment. Lastly, for the construction industry to adopt CE, it must address changes in values, mindsets, behaviours, competencies, and capabilities.
Community-based nonprofits have traditionally emphasized group and developmental cultures which stress the importance of people and transformation. However, evolving institutional environments that champion competing cultures associated with professional and enterprising ideals have increasingly interpenetrated contemporary nonprofits. Drawing on the Competing Values Culture Framework (CVCF), this research explores how organizational members define the complex contemporary landscape of organizational culture in community-based nonprofits and examines the relationship between diverse organizational cultures (e.g., group, developmental, hierarchical, and rational) and perceptions of effectiveness. Results indicate that employees in community-based nonprofits view group cultures as the most characteristic of their organizations, although no organization is characterized by a single culture. In line with the CVCF, we find that each organizational culture is associated with the achievement of different measures of organizational effectiveness in community-based nonprofits. We conclude with a discussion of what this means for research and practice.
This study aimed to explore the effect of strategic human resource management practices on organizational performance with the mediating role of organizational innovation in the Miandoab City education department. This research is practical, in terms of purpose, and among descriptive studies in terms of data collection method. The statistical population of the research was all the experts of the Miandoab city education department, who were selected by simple random sampling method number of 218 people. To collect data, three questionnaires on strategic human resource management by Chen and Hong (2009), organizational performance by Ahmadi (2012), and organizational innovation by Shoham et al., (2012) were used. The validity of the questions was confirmed using confirmatory factor analysis, and the results showed that strategic human resource management has a significant effect on organizational performance with a factor of 44%, and on organizational innovation with a factor of 76%. Organizational innovation significantly affects organizational performance with a factor of 59%. The results also confirmed the mediating role of organizational innovation in the research community. The study emphasizes the necessity of paying more attention to the strategic methods of human resource management and strengthening innovation to cope with scientific and technological advances.
In addition to their formal structure and the rules and standard operating procedures used to support and operate the structure, organizations also rely heavily on their organizational culture as an important tool in controlling and coordinating the activities of their members (e.g., executive, managers and employees), formulating communications among those members, and providing incentives and reasons for them to act in ways that the leaders of the organization considers to be necessary in order to achieve and sustain organizational effectiveness and comply with the requirements and expectations of the organization’s external environment. The culture of a particular organization is created and maintained by its members, particularly the founders and senior managers, based on a variety of influencing factors and they are also the ones who can change and transform the culture when they are convinced that such actions are necessary in light of the then-current environment that the organization is facing. One of the most interesting recent trends relating to organizational culture is the emergence of research on the role that it plays in supporting implementation of strategies to create more sustainable businesses. This book provides an introduction to the purpose of organizations, elements of organizational culture, strategies for managing organizational culture, the influence of founders on organizational culture, integrating sustainability governance into organizational culture and research on creating a sustainability-oriented organizational culture and organizational change and development.
This paper integrates Event System Theory (EST) with person-organization (PO) fit literature to explore how impactful events can alter the congruence between an employee’s values, aspirations, and attitudes and those of their employer. It proposes that event characteristics (novelty, disruption, and criticality) and boundary conditions (event valence, employee adaptability, and pre-existing PO fit) jointly influence PO fit perceptions in additive, inuring, or exacerbating ways. By examining the dynamic nature of PO fit through an EST lens, this research addresses gaps in the existing literature and offers a novel perspective on the factors that shape employee-organization alignment. The propositions advanced in this paper provide a foundation for future empirical research and offer valuable insights for both theory development and practical applications in OB and HRM. The paper concludes by outlining future research directions to further investigate the dimensions and impacts of events on PO fit.
المستخلص يختبر البحث الحالي تأثير الدعم التنظيمي المدرك في سلوك عمل الفرد، لعينة من العاملين في مستشفى الحيدري العام بلغت (88) من أصل (423) ملاكاً صحياً و تم التوصل لذلك من خلال احتساب الاستمارات التي تم توزيعها و جمعها ومن خلال المعادلة الرياضة الخاصة بذلك . ويقوم البحث على افتراضات أساسية تتمثل بان الدعم التنظيمي المدرك للملاك الصحي يؤثر في سلوك العمل الذي ينتهجه، وان هذا الأثر سيزداد في حالة توفر الدعم القيادي المدرك من قبل إدارة المستشفى حول القيم والمبادئ والعادات السائدة لديهم، وقد استخدمت استمارة الاستبيان كأداة رئيسة لجمع البيانات، واستعين بعدد من الوسائل الإحصائية لإثبات صحة فرضيات البحث كالمتوسط الحسابي والانحراف المعياري ومعامل الارتباط البسيط وتحليل الانحدار البسيط وتحليل الانحدار المتعدد المتدرج. وقد جاءت نتائج البحث مطابقة لأغلب فرضياته صيغت بصددها مجموعة من التوصيات من أهمها ان تبادر قيادات القطاع الصحي إلى إجراء مراجعة وتحميص شامل ودقيق لجميع سياساتها وإجراءاتها وأفكارها بما يكفل توفير وتهيئة ثقافة تنظيمية يسودها التغيير والابتكار والإبداع والتكيف تماشياً مع متطلبات المرحلة الراهنة والضغوط التراكمية للفترات السابقة.AbstractTesting the current research the impact of organizational support perceived in the behavior of an individual's work, a sample of workers in the al-Haidari General Hospital was (88) out of (423) angel healthy and was reached through the calculation of the forms that have been distributed and collected through the equation sport so special. The research on the basic assumptions is that organizational support perceived health of an angel affect the work pursued by the behavior, and that this impact will increase in the case provides leadership perceived support by the hospital management about the values and principles and customs they have, have used the questionnaire as a tool head for data collection, and hired a number of statistical methods to validate the hypotheses Kalmtost arithmetic mean and standard deviation and coefficient of simple correlation and analysis of simple regression and analysis of multi-tiered gradient. Came Find matching for most of the assumptions formulated in question a set of recommendations results from the most important to initiate the leaders of the health sector to conduct an audit and roasting comprehensive and accurate for all its policies and procedures and ideas in order to ensure the provision and to create an organizational culture dominated by change and innovation, creativity and adaptability in line with the current stage demands and pressures cumulative prior periods.
Ante las cambiantes condiciones del entorno en las Instituciones de Educación Superior (IES), la cultura organizacional emerge como un factor crucial para la adaptación y el éxito continuo, especialmente en el posgrado en ingeniería. Dada la falta de estudios sobre la cultura organizacional en el TecNM/Cenidet, este trabajo tiene como objetivo caracterizar la percepción de la cultura organizacional del personal administrativo de este Centro de posgrado en ingeniería. Se empleó el Instrumento de Evaluación de la Cultura Organizacional (OCAI) en una muestra de 31 administrativos de una población de 55. La confiabilidad del OCAI se respalda mediante el coeficiente Alfa-Cronbach y la prueba de esfericidad de Bartlett. Los resultados revelan que la cultura dominante actual es Jerárquica (25,87 puntos), mientras que la cultura deseada es Clan (25,41 puntos). Aunque, se evidencian los valores internos en competencia en ambos dominios culturales, según la percepción de los participantes.
En el mundo actual, la estructura de capital se ha convertido en una herramienta trascendental para el desempeño empresarial. Aunado a ello, las decisiones de inversión estimulan el crecimiento y diversificación empresarial al facilitar la creación de nuevas organizaciones y fomentar los procesos de desarrollo en las organizaciones. El presente análisis teórico-empírico tuvo como propósito analizar la influencia de la estructura de capital en el impacto de las decisiones de inversión de los gerentes en las pequeñas y medianas empresas (Pymes), de Aguascalientes. Se analizaron las diferentes teorías de la estructura de capital mayormente aceptadas, demostrando así, la influencia que tienen las decisiones en el desempeño. Es importante que los gerentes de las Pymes gestionen de una forma adecuada los recursos internos y externos con los que cuenta la organización con la finalidad de lograr un crecimiento sostenible.
Purpose
The paper draws extensively from Aristotle’s Poetics, a classical work on the aesthetics of drama. Drawing from symbolic and thematic elements from folklore and mythology, this paper aims to illustrate how the Poetics can be referenced as an allegorical device in the design of culture-building strategies and interventions.
Design/methodology/approach
This exploratory paper examines Aristotle’s “Poetics” and the range of creative expression this literature provides as a conceptual design framework for the development of a culture map in creating a distinctive organisational mythology. The Poetics articulates an Aristotelian perspective on theatre which infuses itself as a new language in offering structural and archetypical plot devices in the development of an organisational narrative.
Findings
Findings from this explorative study can provide a creative roadmap to culture practitioners and leaders, to be used as a determining reference point in developing culture maps and change management interventions.
Practical implications
Poetics has its detractors, notably Bertolt Brecht and Augusto Boal. Boal examines how Poetics promotes a narrative that suppresses free thinking and encourages a cult of feudal personality, therefore encouraging industrial and cultural oppression, which he rebelled against through the development of his “Theatre of the Oppressed”. This new kind of theatre discarded the Aristotelian model of thinking. Ideas proposed in the Poetics may also lend verisimilitude to the propagation of obsessive consumerism through the definitive symbolism it offers in the development of institutionalised personality cults.
Originality/value
The Poetics as a creatively driven reflexive study provides a forward movement in the study of culture design templates. Its definitive allegorical devices and metaphors act as action principles through which an enterprise culture and its value system can be examined and developed.
This article introduces a significant advancement with the “Theory of Employee Planned Behavior” (TEPB), a novel extension of the well-established Theory of Planned Behavior (TPB). The TEPB uniquely positions job satisfaction as a central determinant in driving organizational performance. Using data from county-level government institutions in the United States, this research offers a nuanced exploration into how employee satisfaction influences organizational commitment and citizenship behaviors, which, in turn, substantially impact organizational performance. Our approach utilizes a significant dataset involving 372 dyads across hierarchical levels in government institutions. Through the application of Structural Equation Modeling (SEM), we rigorously validate the TEPB model. The results highlight a significant relationship where enhanced job satisfaction leads to stronger organizational commitment. This heightened commitment further fosters organizational citizenship behaviors, crucial in achieving superior organizational performance. This work notably extends the TPB model by integrating organizational performance as a consequential outcome. It also provides empirical evidence of the direct relationship between job satisfaction and organizational performance, specifically in the context of government institutions. Such findings are invaluable for organizational executives and policymakers in recognizing the paramount importance of employee satisfaction for organizational success. Overall, the TEPB model presented in this study offers a holistic and practical framework for organizations seeking to understand and effectively manage employee behavior. By focusing on job satisfaction, organizations can foster a more committed and proactive workforce, significantly improving performance and efficiency.
Purpose
The purpose of this study is to contribute to the debate on the impact of organizational culture and national culture on green supply chain management (GSCM) adoption by empirically testing the developed framework, and ultimately pave the way toward potential areas for future research.
Design/methodology/approach
Using survey data from a sample of Moroccan manufacturing firms, 130 responses were collected and analyzed using SPSS 25 and Smart PLS v 3.3.3 software. The paper used a convenience sample, as it is required by the quantitative method, which legitimate making generalization under certain conditions.
Findings
The research results indicated that the national culture does not influence the GSCM implementation. The results contradict a number of prior works. As for the second direct effect measured postulated that organizational culture has a direct and significant impact on the GSCM. The results indicate that adhocracy culture, clan culture and hierarchical culture have a positive impact on the implementation of GSCM initiatives. To assess the impact of ownership type on GSCM, we underlined the difference between local and foreign firms. In fact, as argued, the foreign firms are more implementing GSCM initiatives than local firms do. Based on the arguments advanced on prior literature, the firm size does, as expected, exert significant control over the adoption of GSCM initiatives.
Research limitations/implications
The paper here is a starting point to understand how environmental sustainability and culture are interlinked; further research might contribute to this topic by empirically testing the model in similar or different contexts, using different cultural frameworks.
Practical implications
The practical implications for the paper are related to the necessity of adopting adequate organizational culture to build responsible behaviors for GSCM adoption by Moroccan firms. Recognizing the powerful role of organizational culture as a crucial factor responsible for GSCM’s success beyond the well-defined corporate strategies, including market presence and technological advantages, etc.
Social implications
This paper contributes to the establishment of codependent links between sociology and management fields as it helps to update the social theories present in the operations management area.
Originality/value
To the best of the author’s knowledge, few works have pursued to review and bridge cultural theories with the GSCM implementation.
The research conducted in this study focused on exploring the success factors associated with frugal business modelling in the context of agribusinesses. The study employed a cross-sectional survey design and targeted managers and operational staff working in agribusinesses affiliated with the National Association of Seed Traders of Ghana (NASTAG). The collected data underwent a series of statistical analyses, including exploratory factor analysis, principal component analysis, and varimax rotation. These analyses were performed on the questionnaires, which contained variables assessing the success factors related to frugal business modelling. The findings of the study revealed several success factors that aid frugal business modelling in Ghana. These success factors were categorised into six factors: coordination, information and dissemination, regulation and supervision, funding, service delivery, and the institutional framework. These factors emerged after applying exploratory factor analysis, principal component analysis, and varimax rotation techniques. Together, these six factors accounted for 77.9% of the explained variance in the data. The identified success factors have both theoretical and practical implications for enhancing the sustainability of agribusinesses. They provide valuable insights into the specific areas that need attention and improvement to promote the long-term viability of agribusiness operations. However, despite the significance of these findings, the study also recommended the exploration of longitudinal studies. Conducting longitudinal research would provide an understanding of specific policies, regulations, and supportive measures needed to promote the adoption of frugal business models to create an enabling environment for their implementation.
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