Questions related to Organizational Culture
Ethics is a neglected point in organizational management and organizational culture Morality or the correct intellectual and behavioral foundation of a person's interaction with himself, society and organization is an underlying point that can lead to the benefits of a broad attitude. Based on the existential angles and inner knots with the nature and the absolute existence of human beings, we look at it based on the education, teachings, perceptions and instincts of society. Man will be a society of organization and an indisputable and undeniable link without Taro Poodi black and gray morality. The person will manage the organization and the organizational culture with a healthy ethic and a correct representation of the growth and movement of human beings towards a healthy society. What is your opinion in these cases? Management ethics Organization ethics Organizational Culture Ethics of management #Organizational-ethics #Organizational-Culture #Organization_Excellence #Cosmic_ethics #keivan_reisi_pourashraf
I am (still) working on differences between national and organizational culture. Is the global media, traveling and general exposure of individuals to other cultures more influential than MNC impact in business on cultural converegency? Is there any research on the topic?
Thanks for your contributions.
Please, I am looking for the measurement items of the OCAI (organisational culture assessment instrument) tool using the Likert scale to measure the relationship between each cultural type construct and employee performance.
Any suggestions regarding studies that have used this tool on a Likert scale-based, rather than an ipsative-based?
Would you please support and participate in the survey for my master degree research which to examine the impact of work engagement and the role of trust between the leaders and followers toward the organization culture.
The questioner may take 8-10 mins
I do appreciate your time and participation in advance.
Dear Fellow Researchers,
I am conducting a research based on organization culture based on IT industry. My official title is "Organization Culture influences Effective Project Management in IT Industry:.
I would need another 150 respondents and it seems to be very difficult to find.
May I know where is the right place and approach in conducting data collection?
Here's the link to my questionnaire.
Looking into workplace bullying came across the definition "Revenge" as experessed its a platform within organisational culture.
Employees in public sector organizations are generally less inspired at work compared to the private companies. Public sectors are prone to process than results, rule based, likely to take less risks,and inclined to satisfy their own interest rather than the organizational one. Politics do play a greater role in human resource management system. Given these conditions, it is felt that inspiration is rather a challenge for the management. How leaders should pursue in public sector organization to inspire the employees?
Looking for as many variables as possible to use as correlates of Organisational Culture. Your prompt and kind assistance would be appreciated.
I am investigating the organizational factors affecting the use of ICT systems in academic libraries. As part of my research objectives, I am seeking to determine how aspects of the internal environment such as organizational strategy, organizational structure, organizational culture, organizational staff and resources affect the adoption of ICT in libraries. Is there any useful questionnaire out there I can adopt? what some of the useful questions one can pose to elicit information on how the culture of an organization affects the adoption and use of ICT?
The Sales and Marketing literature have identified the notable role of ‘culture’ as one of the significant factors influencing Global Account Management (Yip and Madsen 1996; Millman 1996; Wilson and Weilbaker 2004; ALHussan et al. 2014).
I'm working on my dissertation in this field and looking for theories that can support my case study research approach.
Along my research I have focused to a large extend on corporate culture, organizational values leadership and management. I looked at the connection of these soft facts to financial performance and success measurements. I realized that the field of research is less explored then others in this area and that many researchers mainly borrow approaches from classical cultural research on nations. That approach is from my perspective a bit thin and too easy hence it might not capture an organizations unique approach. I invite all to look at my wok and share their work in the field to start a discussion on in which direction research will go. Because we know that just continue as we did so far will bring us not further.
As a former management practitioner, I recall a generally accepted view that changing organisational culture is difficult, so you should only attempt it if the organisational change that you are planning is so fundamental that cultural change is really necessary for its success. I have not, however, been able to find any academic publications that tackle the question of when it is necessary to attempt a change in organisational culture, and when the behavioural changes that are needed are sufficiently superficial to be able to be implemented successfully without cultural change being necessary. Are you able please to recommend any publications that address this?
Based on Hofstede model of cultural dimension we ran into some differences between national and organiuational ( university) culture. Is there any research on that known? Thanks for help.
I am currently writing a dissertation on the impact of organizational culture on the implementation of gender equality in the workplace. I am a novice in research, would you kindly recommend me papers or ideas related to this topic, please?
The issue of success and what is behind it as the very definition of is something that has been debated since the advent of man. If we approach the subject from a monetary view most scholars probably agree that the best predictors of success if we think in terms of hierarchies, whether it is a dominance or competence hierarchy , depending on which perspective you adopt is general cognitive ability and conscientiousness. Something I noted is that most researchers, especially psychologists underestimate the sociocultural aspects.
My question is that if you were to create a model, predicting success, which factors would you include? Can gender be a predictor? Race? Can we also approach the subject from a social constructionist standpoint? Perhaps biology? Would you look at the individual as an idiosyncratic being or would you expand your scope also to encompass culture and institutions?
What are your thoughts?
Best wishes Henrik
Hello Fellow Researchers,
I am an MPhil Management student from Calcutta University. Looking for research topics in Human Resources on a varied spectrum right from organisational culture to HR Analytics.
Request you to pour in your suggestions generously.
I am looking for the most recent scientific findings concerning the indices of strong organizational culture (satisfaction at workplace, responsibility, trust, engagement, commitment, empowerment, creativity, entrepreneurship, etc.), possibly after 2015. Collecting material for a new textbook.
This virtual workshop strives to highlight opportunities and limitations of ethnography for scholarly works on paradoxes. To meet this goal, we will first have an expert panel discussion, followed by short presentations and feedback on selected extended abstracts.
We invite you to submit an extended abstract (750-1000 words) of your ethnographic research studying paradoxes. Given the methodological focus of this workshop, themes are not restricted to a particular set of topics. Your ethnography on paradoxes might range from the study of organizational cultures, to grand challenges, to digitalization, etc. We especially encourage PhD students and junior scholars to join.
We will host two separate sessions to allow for attendance from different time zones.
Our exciting panel will vary per session and will include:
Eric Knight, Rebecca Bednarek, Tammar Zilber
09:00-10:30 (UTC+02:00) Amsterdam, Berlin, Bern, Rome, Stockholm, Vienna
Mark de Rond and Natalie Slawinski
16:00-17:30 (UTC+02:00) Amsterdam, Berlin, Bern, Rome, Stockholm, Vienna
You can find more information on this and other sessions at: http://leveragingtensions.com/ethnography-and-paradox/
And you can sign up and submit your abstract at:
We look forward to your submission,
Angela Greco & Katrin Heucher
To address organizational analysis from a qualitative perspective defines organizational culture at a level felt by all the organization’s personnel. The values of a company and the implementation of the principles that guide it are felt through the relationship that managers have with employees but also through the way that the company invests in maintaining good relations between it’s representatives and it’s clients.
How can qualitative research be a good substitute for an accurate assessment of the organizational climate?
I am working on a project to determine the extent to which competitive advantage can be attained and sustained through the development of a strong organizational culture.
My question is in two parts:
1. Some authors have suggested that there is a sizable overlap between the domains of OI and OC. Is there evidence that suggests that the content of OI is a subset of that of OC?
2. I have measured OI and OC using separate scales; conducted EFA with one half of the sample, and confirmed the factor structure using the other half and CFA. Each construct with its factors demonstrates convergent and discriminant validity. Is there any way I can statistically test if the two constructs are distinct? May I also add that I have found the OC factors to significantly predict the OI factors (to varying degrees). This means that the two constructs are related.
Could someone please help in finding the specific questionnaire used in this book?
Survey of Organizations: A machine-scored standardized questionnaire instrument , by Taylor & Bowers, 1970
The link to the book can be found here: http://books.google.mk/books/about/Survey_of_organizations.html?id=tR5HAAAAMAAJ&redir_esc=y
However, it does not contain the pages with the questionnaire and I still remain unable to obtain it. Would anyone be willing to help provide me the questionnaire?
I'm conducting research where the aim is to explore the impact of organizational culture on innovativeness of an organization.
The one aspect that I'm planning to add in this research is how national culture influence the culture of an organization. Until now, I haven't found any substantial evidence. I would appreciate a lot your help.
Thank you for giving your time to read it.
For a thesis idea I wanted to combine the process-oriented famous John P. Kotter 8-step change management Framework with the contextual dependencies from the Balogun and Hope Hailey Change Kaleidoscope and the individual characteristics of people ( co-workers) involved in the change process? With the formulation of the Research question as in: What type of people are needed in each phases of the Kotter process ( and involving the context perspective from the change kaleidoscope?
Do you think there is enough academic evidence / literature to forumulate such propositions for each (change) step to say what charactericts of people are needed? For example resilient and goal oriented Workers in the 1. Step: Establishing a sense of urgency (for change) and so on
I am in great need of survey questionnaires that I can utilize as a reference for my study on the following areas:
1. Relational Aggression (lived experience)
2. Mental Hygiene (Level or Status)
3. Corporate Culture/ Organizational culture (type of org. structure)
4. Work Productivity (Level/status)
5. Leadership/Management Style
6. Job satisfaction (Level/Status)
Based on the above needs, I am currently working on the following studies:
1. Influence of Relational Aggression on Mental Hygiene
2. Corporate Culture as a Determinant of High Employee Productivity
3. Leadership Style and Job Satisfaction
Your kindness and help will greatly contribute to the success of my study and added knowledge on these research areas as well. Merry Christmas to all!
Greetings, where can I get the instrument for me to use for Job satisfaction and organizational culture? To whom I may request from?
I'm working in a representative study applied to 2000 Chilean workers and used 3 questions based on 3 Hofstede's organizational culture dimensions: Process-Oriented v/s Results-Oriented, Employee-Oriented v/s Job-oriented, Loose Control vs. Tight Control.
Please let me know if you know about articles that include these terms in their research. Thank you in advance.
Sorry if I was not too specific, but I'm searching particularly articles using the definitions of organizational culture proposed by Hofstede (not national culture). Thank you in advance
My name is Monica Robinson and I am currently working in the restaurant industry. On the consumer side of things, we are top 5 in casual dining, yet as employee's, we are not one of the top work places.The store I work at has been having a lot of issues due to the lack of team cohesion and the ability to be productive, which results in overall loss of productivity and efficiency as a whole.
One Manager Perspective
I spoke with one of my managers and her main issues with the situation:
- Policies and standards aren't being met
- Employee's are not utilizing controlling factors to help reduce waste
- GM of the store is not subject to change
- Lack of team meetings (fully loaded once per month meeting)
- Lack of understanding of restaurant goals
Two Employee Perspectives
I spoke with two employees and their main issues with the situation:
- Poor team work
- No accountability
- Rules and regulations not being met (with exception of corporate presence)
- Too much responsibility during peak hours
- Lack of compensation for multiple job descriptions being performed
- Lack of compensation plan
- Labor laws not being enforced
Self-Made Suggestion To Management
I suggested to one of my managers that we begin with a survey. The purpose is to understand the situation more clearly by understanding all employees (subordinates and manager's) attitudes, characteristics, and perspectives in the workplace.
Any Suggestions From You All?
I would love any suggestions as to where to begin the process.
Should we begin:
1. With some literature behind team cohesion and productivity within restaurants and then create objectives for our survey?
2. Skip literature review and create a survey to determine attitudes, characteristics, and perspectives of all employees in the workforce?
Attached is a Questionnaire I used for a Research Proposal I needed for Research Methods, a course a couple semesters ago.
I planned on bringing this to my manager and seeing ways we could modify it to better fit our needs within the restaurant.
All comments and suggests are much appreciated. Thanks for participating and helping!
I have three aspects in my conceptual model such as: 1- organiazational culture and its element , 2- national culture and its elements , and 3- personal tendencies and its elements.
Should i put all the independent variables together in the spss while testing regression analysis , or it is acceptable to put the independent variables for each aspect or category alone? that means i put elements of organizational culture in spss , then elements of national culture , then elements of personal tendencies - and is it acceptable not putting all these elements together in spss?
Assuming a culture model ( Ex: Denison culture model ), do datasets or methods exist that map textual data (Ex: blog posts, conversations, reviews etc) to these culture models ? And hopefully provide a quantitative inference ?
Firstly, Is WhatsApp a good tool for internal communication in an SME? Secondly, can a tool like WhatsApp increase the intra-organisational trust? Thirdly, can such a tool increase the willingness of sharing (tacit) knowledge? Finally, how is such communication tool changing the organisational culture?
Thank you in advance for your insightful contribution.
I need a help from you.
As part of my Master's Thesis at Charles Darwin University; I am required to conduct an academic research and need to collect data and responses.
I will really appreciate a lot if you can donate me 2 minutes of your valuable time to complete the survey and give me genuine answers. There are altogether 14 questions. Thanking you in anticipation.
Please click on the link to go through the survey:
Since organizations and companies are one of the big sources of data, many of them are still not interested in taking advantage of it. Although there are some obstacles and barriers that make managers hesitated to apply these technologies in action, overcoming them could provide huge advantages for organizations. There are some reason such as "organizational silos", privacy and security, costs, lack of appropriately skilled people, organizational culture.
Could you please name some of new challenges you may face in your organization or you experienced before?
Cuando se diseñan procesos organizacionales, es preciso tener en cuenta el contexto organizacional donde dicho proceso será ejecutado, de modo que el diseño resultante sea consistente con su realidad. El contexto organizacional puede ser analizado desde múltiples perspectivas, tales como: cultura organizacional, regulaciones, estrategia, recursos, capacidades, modelo de negocio, personas, tecnología, etc. ¿Cuáles pueden ser otras perspectivas? ¿Cómo pudiera afectar la calidad del diseño de los procesos organizacionales, cuando determinadas perspectivas no son analizadas?
Can I use the organizations' name or type as a proxy for the organizational culture and control for it when I examine the relationship between tow econstucts. e.g. nationla culture diminsions and middle managers strategic activites ?
Competing values framework (CVF) and the OCAI
Organization culture profile (OCP) and questionnaire OR
The organization culture instrument
Last night I heard an interesting comment from a colleague who claimed that no member of a team can surpass in his/her personal/professional growth the team leader. Please relate to this idea considering pluralism, mission oriented organizational culture, mediocracy and personal freedom of thought and development.
Published work on organisation design often sets out very inclusive accounts of the scope of the subject, extending for example from corporate strategy to detailed design of operational processes, and from the shaping of organisational culture to detailed design of HR policies and procedures. While this is no doubt helpful in defining the scope of organisation design as a concept, it is difficult to derive from this work a realistic account of what the individual organisation design practitioner actually does. I would be very grateful if you could please signpost me to any available published work on what organisation design practitioners actually spend their time doing.
I am exploring a behavioral aspect of leadership in a context where studies are very scarce and the variables, factors, and causes are unmapped. while, there are previous theoretical and conceptual works on the subject matter but i feel if i restrict my findings to these theories which were constructed in a different social, cultural, and organizational contexts, this will distort the authenticity of my findings. So what i should do?
I am working on quite some papers targeting organizational culture, corporate values and leadership. Traditional those topics have been widely researched by using either questionnaires or interviews. The limit in cases being covered as well as the often missing link to the companies (disclosure) was motivation for me to explore the options of text mining and NLP as tools for cultural research. I wonder what other think about this and if some of you have experience in this.
Otherwise if from interest I am ofc happy to share my knowledge and some of my paper drafts of published wok in this field.
I will do a qualitative research on organizational culture. I have an article "The Quantitative and Qualitative Analysis of Organizational Citizenship Behavior" as you can see on my page. I used the
Schein’s joint exploration method through iterative interviewing. Do you advise another method for my research? If yes, which method? Please, I need advice and comments...
The Theory Wiki at IS.TheorizeIt.Org gets over 200,000 visits annually, but is due for a bit of an update. If you publish on this theory, we would love your updates.
So far I have not found the aspect of temporal duration in any definition of (organizational) culture. Do you know any theoretical assumptions or findings in this regard? Practically I ask myself when a culture is considered a culture and when a person belongs to this culture. It may also be possible to discuss the extent to which the factor of time determines a person's cultural affiliation.
Thank you very much for your suggestions and your help!
I'm planning to conduct organisational culture audit toward assessing research informed decision-making and management.
There are many suggested models in the literature, like Martin 1997, Fletcher 1991. if you can recommend me a model which can obtain results through secondary data it would be appreciated.
ps. if you have any case studies of recent audit pls share with me
People do not quit companies, managers, or leaders – they quit organizational cultures. Here’s why.
Over the summer, I caught up with Susan, one of my favorite college classmates, over brunch. Even though Susan and I never worked together, I always admired and loved working with her on school projects. We both became consultants at different firms. Over the years I continued to run into Susan and her colleagues at the airport so we stayed in touch quite often.
To no surprise, Susan’s colleagues gushed time and time again about her. She was smart, hardworking, politically savvy, and had a very likable personality. She was the go-to person for clients, coworkers, and leadership alike. I watched over the years as Susan continued to climb up the ladder at her firm and we would joke about her eventually fulfilling her world domination plans. On the outside looking in, it seemed like the sky was the limit for Susan’s career and the firm she worked at was a slam dunk.
Until it wasn’t.
Susan recently handed in her resignation and this news came as a surprising blow to her former firm.
For Susan, this was years in the making.
Why did Susan, a long time firm rockstar and a favorite leader, decide to leave? A changing culture.
“When I joined the firm 13 years ago, the leadership created an amazing culture of high growth, development, and community. But over the years, many of the leaders I grew up with retired. And then the firm started hiring a lot of new leaders with different values because of their ability bring in revenue. What the leaders failed to realize is that this changed the culture of the firm over time. I do not recognize or identify with the company anymore.”
I asked Susan, “What about your leadership team, mentors & sponsors? Where do they stand in all of this?”
Susan replied, “Yes, I have had an amazing support system of leaders over the year. But the culture had gotten so bad that even they cannot change it either.”
Up until my meeting with Susan, I had always believed that people quit leaders not companies. But then I realized that there is probably another way to look at it. It is more than just leaders.
People do not just quit companies or leaders…they quit organizational cultures.
According to a Harvard Business Review article, apparently employees leave both good and bad bosses at almost comparable rates. The article shares: “Good leadership doesn’t reduce employee turnover precisely because of good leadership. Supportive managers empower employees to take on challenging assignments with greater responsibilities, which sets employees up to be strong external job candidates.”
So what actually comprises of an organizational culture?
Organizational culture, in its simplest form, is an ecosystemic mashup of values, beliefs, underlying assumptions, symbols, rituals, attitudes, and behaviors shared by a group of employees and driven by leadership. Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together.
I then asked my social media network why they would leave a company. 40+ people generously shared example after example, story after story all pointing back to culture that I have distilled into 5 components:
Misaligned vision and leadership
Limited company vision. No perspective of where the organization is going. Why are we are investing time, money and resources without a goal.
“Not being able to see how my role are fits into the bigger picture.”
I have left companies and projects primarily because things aren't a good fit for me.
If leadership does not have a vision big enough for an individual’s personal goals and dreams to be achieved they will look elsewhere.
Leadership acted differently when they are going to sell a company vs growing it.
When a company's values contradict their business decisions, the mismatch begins to tear down the trust.
Compromised values, beliefs, and increased toxicity
When employees feel that they are being coerced into doing things that don't align with their values they will find other places to use their talents.
Constant burnout with favoritism, gossip, and disrespectful people.
Mediocrity was accepted as good enough.
Lack of allowing creativity / new ideas, and condescending attitudes.
Abuse in the workplace such as underpayment or demands exceedingly unrealistic responsibilities.
You can be the most motivated and driven individual on your team but sometimes it isn't enough. It requires the collective efforts of an entire team to truly achieve the company's mission.
Lack of connection, appreciation, community, and affinity
Not challenged, appreciated or feeling disconnected from the team and the organization as a whole.
An extroverted workplace with no flexibility for introverts to manage their energy and time to produce their best work.
Discouragement due to lack of visible progression of women and people of color in leadership roles.
Uncertainty during hard times and massive change
I saw a lack of faith from some folks at my own company during the recession. We've always had a strong people/family-oriented culture, but during that time and a couple of years after we got away from it and several key people left.
The company owner's fear of the business going under was getting in the way of us actually being able to solve problems that would help the business run better.
Organizational structures & processes that create malaise and stagnation
I was in a culture where it wasn’t safe to fail, to express yourself, to grow, or to be heard.
Lack of a feedback mechanism. Too many people to confirm with for simple decisions.
Culture of impossible wins with unattainable and unrealistic goals setting.
Not having structured processes that support workplace flexibility have forced people to leave.
I couldn't stand the waste. Wasted time in meetings, wasted use of resources, and wasted opportunities.
I get really bored when I stop learning and that dramatically reduces motivation and output.
I felt that I wasn't learning at the rate I wanted to learn and saw no future for career growth.
I wasn't learning new things (being developed as an employee or leader.) And I wasn't being leveraged to do the things I brought to the table.
What do you think employees and leaders can do to help steer the ship of an organizational culture?
I am starting a literature review on Organizational Culture models with the purpose of understanding the current state of science on evaluating Person-Organization Fit. All advise and information on this topic is welcome!
I am thinking of using cultural web to assess organisation's culture. Has anyone used it before? What are the problems you faced? Is there another tool you would recommend?
I am writing a Master's thesis about how one can change organizational culture in a multicultural organization by implementing a set of creative tools. With the goal being to: enable knowledge sharing, idea generation and collaboration between culturally diverse employees and that limit communication misunderstandings by integrating the employees’ intercultural competence. I therefore have an assumption in my thesis that the culture in the organization can be changed.
While reading about organizational culture I also came across the notion of corporate culture, and I am a bit confused to which extent they are the same? or differ? within the research community. My supervisor is under the impression that organizational culture refers to the culture across the entire organization, whereas corporate culture is the culture referred to by the top management?
Dependent variables are:
1. supportive organizational culture
2. resources dependency
3. substitute resources
my research in oil and gas industry for business sustainability
about my thesis, I do not know which theory I can use about organizational culture.The second question is I do not know which group I can interview（with strong organizational culture）?
I have recently done the Hofstede Value Survey Module 2013 in some businesses in Slovakia. As Slovakia was not an original country where his survey was done, it is difficult to find reliable data. I'd be willing to share my results with anybody interested if I can get some results from a recent (perhaps yet unpublished) survey. I have about 70 results from the US, but it isn't a big enough sample for me to use. So I'm looking for anybody else who might be willing to help. Thanks.
As to the my analysis in C/P effect, I need to get some attribution in my discussion section. Due to the extent conceptional framework for the culture it is hard to settle a causal relationship for it containing firm performance. Just for your information, I used Denison's Organizational Model, employed cross sectional OLS model and my dependent variable is ROE. There is a slightly relation between mission trait and ROE. Except this there is no significant relation in other traits.
I beg your your empirical recommendations in this issue.
Thanks in advance,
I'm studying C/P issue and now applying a multi lineer regression model to my project. I added some variable such as ROA and debt to equity ratio as financial variables and size and age as corporate control variables. In addition my dependent variable is ROE. I choose the Denison's Organizational Culture Model for the corporate culture variables and added them in a row, finally added organizational culture itself to the model. I wonder how I can get and assembly the results in a discussion section and whether this model may be enough for my analysis?
i''m now planning the survey that i will have to use in my study case "five stars hotel" in orde to measure the socialization culture between the employees and the newcomers.
i will measure first the organizational culture using the OCAI survey.
I see that many studies used the survey by Jones (1986).
Do you have any suggestions please?
Thank you in advanced.
The following is my independent variable. It has multiple categories (Clan culture, hierarchy culture, market culture, adhocracy culture). Hence, my independent variable is a categorical variable. However, each category is measured by 5 point likert scale. Hence, each category has another sub-categories (Strongly disagree, disagree, somewhat agree, agree, strongly agree). Kindly advise how to define this in the variable view tab of SPSS so that I can run my data analysis.
Independent Variable : Organisational Culture
Categories of Independent Variables :
1. Clan Culture
- Strongly Disagree
- Somewhat Agree
- Strongly Agree
2. Hierarchy Culture
- Strongly Disagree
- Somewhat Agree
- Strongly Agree
3. Market Culture
- Strongly Disagree
- Somewhat Agree
- Strongly Agree
4. Adhocracy Culture
- Strongly Disagree
- Somewhat Agree
- Strongly Agree
I have been unable to locate the actual scale but it was originally published in:
Einarsen, S., A. Skogstad, M. S. Aasland and A. M. S. B. Loseth (2002). ‘‘Destruktivt lederskap: a˚ rsaker og konsekvenser’ [‘Destructive leadership: predictors and consequences’]’. In A. Skogstad and S. Einarsen (eds), Ledelse pa˚ Godt og Vondt. Effektivitet og Trivsel [Leadership for Better or Worse. Efficiency and Job Satisfaction], pp. 233–254.Bergen: Fagbokforlaget.
The most recent edition does not include the scale, however.
Specifically papers that have measured organizational culture without the controversies -of market , adhocracy, clan,hierarchical experimental and entrepreneurial culture. I will be grateful if anyone could help.. Thank you.
I am studying influence of Organizational Culture on Employee Engagement where Job Crafting is mediating between culture and engagement. While using SEM, the model is recursive. This relationship is evident in the theory.
If this relationship is reversed where Engagement influences Culture, then the SEM shows non-recursive model.
Shall I continue with the recursive model? In the literature the reverse relationship hardly exist but need to test this as one of the doctoral committee member (statistician) has a different view on my research framework.
There are little differences between learning organization culture and organizational learning concept. However, some researchers used the same concept while there are some differences in theories, dimensions, and questionnaires.
My question is,
Can I use the organizational learning articles as references to support my study, since I used Learning Organization Culture (LOC) one of my study variables?
Please send me questionier for collection of data from respondents on top management and organizational culture. Regards
I would like to use Competing Values Framework organizational culture assessment tool OCAI for my research and need some advice about its Likert version. I would be glad to hear the experiences of those who have used this version in different languages and contexts.