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PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT
... Leaders at organizations with an open culture value employee input, foster a cooperative and welcoming atmosphere, and support the free exchange of ideas. Employee satisfaction, engagement, and retention can all be significantly improved by this kind of culture, which can also lower turnover rates, while O'Reilly et al. (1991) [42] claimed that open organizational culture emphasizes interpersonal relationships among employees and is considered valuable as a way of understanding the work required. Sagayarani & RS (2023) [54] asserted that a positive open organizational culture motivates employees to perform better were workers concur that managers consider their recommendations and assess work output reducing employee turnover. ...
... The author defined person-organization fit as the congruence between patterns of organizational values and individual values. The 54-statement Q-set in his study was based on the values from the Organizational Culture Profile (OCP) (O'Reilly et al., 1991), sorted by entry-level employees on one hand and the company's managers and partners on the other. The person-organization fit score was calculated by examining the correlation between an individual's value-preference profile and the firm's value-preference profile. ...
In recent years, organizations have been seeking guidance on how to provide suitable working conditions for their employees. Particular attention is paid to attracting young people starting their careers, who can cope with the significant flow of information and the rapid changes in technology and business. The present study aims to identify the subjective work value orientations of career starters and investigates the presence of work value dimensions established in the literature, as well as the significance of work-life balance among the various orientation types. We applied the rarely used Q-methodology because it can quantify patterns of opinion within a group. Q-set was based on 28 focus groups (n = 154) and the qualitative coding of a one-question questionnaire (n1 = 773, n2 = 287) focusing on job choice aspects. Participants were Hungarian university students who plan to enter the labour market within 18 months. As a result of Q-sorting (n = 29), the paper presents 6 employee types of career starters according to work values. Intrinsic, extrinsic, convenience and social values and the crucial importance of work arrangements (flexible, remote, or on-site work) are strongly reflected in the work value orientations of young career entrants. As a practical implication for organizations, we highlight the possibility of using work value orientations for the preparation of value propositions and their integration in the recruitment process.
... The common perception of culture relates to the values and beliefs shared by the employees in a company (Ahmed, 1998;Martins and Terblanche, 2003). Organisational culture significantly influences employees' behaviour and attitude to perform beyond formal control systems, procedures and authority (O'Reilly et al., 1991). Organisational culture supports the development of creative solutions, and thus encourages innovative ways of representing problems and finding solutions (Martins and Terblanche, 2003). ...
To compete in this age of disruption, large companies cannot rely on cost efficiency, lead time reduction and quality improvement. They are now looking for ways to innovate like startups. Meanwhile, the awareness and use of the Lean startup approach have grown rapidly amongst the software startup community in recent years. This study investigates how Lean internal startup facilitates software product innovation in large companies and identifies its enablers and inhibitors. A multiple case study approach is followed in the investigation. Two software product innovation projects from two large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles are conducted. Within-case analysis and cross-case comparison are applied to draw the findings from the cases. A generic process flow summarises the common key processes of Lean internal startups. The findings suggest that an internal startup that is initiated management or employees faces different challenges. A list of enablers of applying Lean startup in large companies are identified, including top management support and cross-functional team. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Our contributions are threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded.
... The work of Deal and Kennedy (1982) suggested that different types of OC can affect how HEIs operate and achieve their goals, whereas Gebretsadik (2020) investigated the effect of OC types on the OE domains of public universities. Research by O'Reilly et al. (1991) and Schein (1990) also highlights the importance of aligning OC with organizational goals and strategies for improved effectiveness. When the culture of an HEI is aligned with its mission and objectives, it is more likely to achieve its desired outcomes. ...
In recent years, the pursuit of organizational effectiveness has emerged as a critical priority for higher education institutions (HEIs) worldwide. These institutions are continuously adapting to a rapidly evolving global landscape, where competition for resources, students, and academic prestige is intense. This study delves into the role of organizational culture in shaping the effectiveness of Algerian HEIs, an area that has received limited attention in the literature. Specifically, the research examines how different types of organizational cultures—clan, adhocracy, market, and hierarchy—are linked to institutional effectiveness. The study employs a cross-sectional research design, with data collected through structured questionnaires distributed to college deans and their representatives across multiple HEIs in Algeria. Out of 349 responses, 334 were deemed valid, resulting in a strong response rate of 67.6%. Data analysis was conducted using a combination of descriptive statistics through SPSS and structural equation modeling via Smart PLS 4.0, allowing for a comprehensive examination of the relationships between organizational culture and effectiveness. The findings affirm the study's theoretical framework, demonstrating that organizational culture is a significant determinant of institutional effectiveness in HEIs. Notably, hierarchy and market cultures were identified as having a significant positive impact on effectiveness, suggesting that structured environments with clear goals and a focus on performance contribute to superior outcomes in higher education settings. On the other hand, clan and adhocracy cultures did not show significant associations with institutional effectiveness, highlighting the complexity of cultural influence within educational institutions. This research is among the few, and possibly the first, to examine the relationship between organizational culture and the effectiveness of HEIs in Algeria. The study offers valuable insights for policymakers and educational leaders seeking to enhance HEIs by focusing on cultural dimensions that improve organizational effectiveness.
... The OCP scale has a history of development over time. This measuring tool (OCP scale) was originally developed by O'Reilly et al. [10] to measure the fit of values between individuals and organizations (personorganization fit). The items contained in the OCP scale are 54, which are grouped into 8 dimensions (innovation and risk-taking, attention to detail, orientation toward outcomes, aggressiveness and competitiveness, supportiveness, emphasis on growth and rewards, collaborative and team orientation, and decisiveness). ...
The Organizational Culture Profile (OCP) is widely utilized to assess organizational culture. However, there has been no documented scientific study on its adaptation to the Indonesian language in reputable international journals. This study aims to adapt the OCP scale to Indonesian and evaluate its psychometric properties. A quantitative methodology was employed, involving 453 participants from government organizations in East Java, Indonesia. Confirmatory Factor Analysis (CFA) utilizing a five-factor model demonstrated that the measurement model met various fit indices, indicating a strong alignment between the model and field data. Additionally, the analysis confirmed the OCP scale's convergent validity. These findings affirm that the Indonesian version of the OCP scale is a valid research instrument.
This study investigates the relationship between organizational rumors and employee turnover intentions, with a specific focus on employees exhibiting individual entrepreneurial orientation (IEO). Employees with IEO are crucial for capturing innovation opportunities and enhancing organizational value creation, as they help mitigate market risks and strengthen competitiveness. Understanding the turnover intentions of IEO employees holds significant importance. Drawing on social contagion theory, this research explores how the dissemination of rumors within organizations influences employee attitudes and behaviors related to turnover. Using Fuzzy-Set Qualitative Comparative Analysis (fsQCA), we analyzed data from 528 employees in China and 405 employees in the United States to explore the configurations between organizational rumors and four distinct types of turnover intentions: self-focused, development-focused, trade-off balanced, and emotional exhaustion-based. This study addresses a critical gap in the literature by examining how organizational rumors specifically affect turnover intentions among IEO employees, offering new insights into how informal communication shapes employee behavior and decision-making in collectivism and individualism cultural contexts.
The purpose of this study is to facilitate organizational culture change because changing an organizational culture is one of the most difficult leadership challenges. Successful organizational culture change often considers an organizational capability and core competency that facilitate the complexity of the change management implementation process. To address the research problem, this research approached was mixed method research, using qualitative and quantitative research combined. A semi-structured interview, purposive sampling (10 participants) and computer software NVivo used for qualitative approached. On the other hand, three hundred surveys, random clustered probability sampling, computer software SPSS used to interpret the quantitative data. The study provided insight about how sustainable culture change can achieve for post pandemic workplace. It recommends that effective leadership is key for successful organizational culture change in the post pandemic workplace. The study also found that the organizational culture is the key to organizational transformation because it spells out a change initiative will falter or successful. The study fulfills the global needs of academic and practitioners to achieve the sustainable organizational culture change in the post pandemic workplace.
This study examines the Confederation of African Football (CAF) as a case study to
explore how globalization, organizational structure, culture, and policy serve as determinants of success in football governance. It recommended, among others, that CAF should prioritize the enactment of comprehensive policies to enhance their operational performance while also ensuring they strengthen the organizational culture, structure, and global aspects of its operations.
Organizational culture is a topic that has received a great deal of attention in the scientific literature. All the influences that an organization is exposed to over the course of its lifetime, whether coming from the outside or from the inside, also reflect on its culture, exposing it to minor or major changes. The primary goal of this research paper is to determine the character of dominant models of organizational culture in the tourism and hospitality sector of Montenegro, as well as the dynamics of changes in organizational culture in the considered research period. Research Methods: A random sample was used for research purposes. When it comes to the research techniques we used a survey technique, and within the aforementioned technique we used a survey questionnaire, more precisely modified Cameron’s and Quinn’s questionnaire (OCAI) for the diagnosis of organizational culture. The questionnaire was modified to obtain information on cultural changes that have occurred in the past. The results of the research indicate that the largest number of hotel and catering companies in Montenegro had the organizational culture of the clan 5 years ago, while the current situation shows that the present organizational culture in the hotel and catering companies in Montenegro is a culture of hierarchy. We believe that the results of this research will provide the basis for understanding different types of organizational culture in hotel and catering companies in Montenegro, which will contribute to the creation of knowledge that can be used by managers of tourism companies in Montenegro and thus achieve a competitive advantage and better business performance.
Whilst the existing literature highlights the importance of leader voice solicitation, limited research has explored its antecedent and consequence from a dyadic perspective. To fill this gap, we draw on signalling theory to investigate the effect of subordinate narcissism on leaders' voice solicitation behaviour towards them and its potential impacts on subordinates' work‐related outcomes. We conducted two field studies with subordinate–leader dyadic samples (Ns = 453 and 393) to test our theoretical model. Both studies showed a positive relationship between subordinate narcissism and leader voice solicitation towards the subordinates, which strengthened as the quality of leader–member exchange increased. Moreover, we found that leader voice solicitation was positively related to subordinates' work engagement and organizational citizenship behaviour, and negatively related to their intention to leave. We also found evidence supporting the mediation and moderated mediation models. Our research provides theoretical and practical implications for voice solicitation literature.
The notion of “corporate culture” has received widespread attention in the past several years. But what is meant by the term and why should managers be concerned with it? Culture can be thought of as a mechanism for social control. As such, culture is important for both the implementation of strategy and as a mechanism for generating commitment among organizational members. Based on a comparison of strong culture organizations, ranging from cults and religious organizations to strong culture firms, this article argues that culture and commitment result from: systems of participation that rely on processes of incremental commitment; management as symbolic action that helps employees interpret their reasons for working; strong and consistent cues from fellow workers that focus attention and shape attitudes and behavior; and comprehensive reward systems that use recognition and approval. These techniques characterize “strong culture” organizations. © 1989, The Regents of the University of California. All rights reserved.
Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 1958). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
Contrary to currently popular notions of organizational culture, we claim that the existence of local organizational cultures that are distinct from more generally shared background cultures occurs relatively infrequently at the level of the whole organization. We also argue that, with respect to organizational performance, particular properties of local organizational culture are more important than others and that local organizational culture will be more critical to performance in one range of organizations than in others. We conclude by applying our point of view to the problem of changing organizational cultures and argue that they are more adaptive than is currently thought.
To understand better the differences in power between subunits, this paper examines the relationship between perceived departmental power and the extent to which departments appear to share important organizational values with top management. Critical contingency perspectives on intraorganizational power are used as a catalyst for exploring similarity of organizational values as an additional determinant of power. Interview and survey data from a quick-service restaurant chain and a robotics company are used to provide support for the role of perceived similarity in values for determining power. Perceived value congruity between department members and top managers, examined from the perspectives of both groups, was found to account for unique variance in departmental power when controlling for the effects of critical contingencies. An objective measure of the similarity of values between department members and top managers, however, was unrelated to departmental power.
There has been renewed interest in dispositional explanations of individual behavior in organizations. We argue that this new stream of dispositional research is flawed both conceptually and methodologically, and we suggest several theoretical and empirical improvements. We conclude by discussing the costs of a dispositional perspective for both organizations and organizational participants.
Culture influences action not by providing the ultimate values toward which action is oriented, but by shaping a repertoire or "tool kit" of habits, skills, and styles from which people construct "strategies of action." Two models of cultural influence are developed, for settled and unsettled cultural periods. In settled periods, culture independently influences action, but only by providing resources from which people can construct diverse lines of action. In unsettled cultural periods, explicit ideologies directly govern action, but structural opportunities for action determine which among competing ideologies survive in the long run. This alternative view of culture offers new opportunities for systematic, differentiated arguments about culture's causal role in shaping action.