Science topic

Organizational Culture - Science topic

Beliefs and values shared by all members of the organization. These shared values are reflected in the day to day operations of the organization.
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I seek to diagnose organizational culture of supply chain ecosystem.
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Les méthodes de collecte de données en sciences de gestion sont riches et diversifiées. Il vous revient uniquement de choisir la meilleure méthode en fonction de la nature de votre recherche. D'après votre question, votre sujet est purement qualitatif, du fait je vous propose de mener une enquête par entretiens semi-directif auprès d'un échantillon d'entrepreneur déjà confirmés.
Sans prétendre à être exhaustif je vous propose aussi:
Le questionnaire
L'observation
L'analyse documentaire
......
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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
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Kindly visit the article, if any benefits your research.
All the best,
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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.
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If globaization is contributing to build up corporate culture along with that it is proportionately destroying the small businesses culture s trend lready threatened by the sinking economy will be irreparably damaged
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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?
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If you read the book where the authors described the instrument, it is not meant to be translated into a likert scale. The researcher on culture is meant to use it as an initial diagnosis to find out what the culture of the organization is. The FGDs that follows involves getting the consensus of the group by eliciting evidence of the culture. Thus, although there is a quantitative aspect to it, I think the whole process is more qualitative and depends on the skill of the researcher in gathering the qualitative support evidence.
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Hello
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.
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Thanks a lot Induni for the support and participation.
Also, thanks for notifying me for the repeated statements and I will look at it again
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I want help in completing a survey about the types of organizational culture in restaurants
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You can create a google form using following questioner and circulate it among different research groups.
1. Are you comfortable with your workplace culture? If yes, Why?
2. Do you feel respected by your team and the organization?
3. Does your manager provide you with timely feedback about your work?
4. Which aspects of the organization can be improved to make it a better place to work?
5. How would you characterize this organization’s management style?
6. Is your organization dedicated to diversity and inclusiveness?
7. Do you understand how your work impacts the organization’s business goals?
8. Do you think the organization operates in a socially responsible manner?
9. Are you satisfied with the overall job security in the organization?
10. Is there a culture of teamwork and cooperation within the organization?
I hope above will be useful in your survey.
Best Wishes
Dr. Ashwani Kumar
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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.
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4 Effective Methods to Increase Your Survey Response Rates
  1. The Main Message: Make Them Feel Special.
  2. Eye on the Prize: Provide Incentives.
  3. Don't Waste Their Time: Keep Surveys Relevant.
  4. Be Top-of-Mind: Offer Surveys in Multiple Channels.
  5. The Bottom Line: The More Accurate Responses, the Better.
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Looking into workplace bullying came across the definition "Revenge" as experessed its a platform within organisational culture.
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Revenge, AT THE MARGIN OF THE SITE OR PLACE WHERE IT IS FROM, IS ALWAYS VENGEANCE, since it is aggressive conduct (of whatever type and implicit or explicit) that is neither classified nor classified by where it occurs; Well, revenge is retaliation against a person or group in response to an injury received (or perceived as such) is something innate in the human being and appears in all kinds of cultures, places and historical moments.
Another thing is that such revenge is translated into an assumption of MOBBING, but -in this case- it is already typified as said mobbing and not as revenge.
"Before starting a journey of revenge, dig two graves." Confucius.
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How is organizational culture created and sustained?
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Organization culture consists of values, norm and beliefs.
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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?
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Some people get motivated by achievement, some motivated by affiliation and others by power. A leader should identify which employee belong to which category.
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Looking for as many variables as possible to use as correlates of Organisational Culture. Your prompt and kind assistance would be appreciated.
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There are many relevant variables that can be associated with Organisational Culture, such as, employee engagement, job involvement, and organizational citizenship behavior.
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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?
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Hi. I agree with Voola.
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Looking to study the culture of an academic campus and its impact on the performance of faculty.
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I think measuring impact generally should proceed from how the researcher wishes to define performance. Impact of anything, so to say, on a corporate entity's performance of can always be viewed from the points of: (financial indicators), profitability, return on investment, return on asset, sales or turn over growth. Other areas could be market share, resilience, industrial harmony, corporate image corporate social responsibility perception, and what not. The identification of the performance index or indices will determine the theoretical framework to adopt. The theoretical framework explains the transmission mechanism that links corporate cultural attributes to the chosen measure of performance and should therefore influence the types of data to be ferreted or sought. It must however be noted that corporate culture is rather nembulous with many possible and sometimes conflicting connotations. What this means is that the researcher may also need to identify his/her cultural contend.
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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.
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I would recommend to also look into the ROSKAB Leadership Model by Prof. Dr. Reinhold Kohler.
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Ethical climate is it something to come from the top down - or bottom up! Or a mix of both?
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Dear, Your's question is certainly interesting and timely, especially in light of the fact that you intend to engage in scientific research that will lead to a multifaceted answer. I note from reading your article in AUSTRALIAN ETHICS that you will undertake a thoroughgoing study consisting of an analysis of “quantitative and qualitative data, interviews and focus group interviews … aimed at triangulation, amplification and modification of the results generated.” (Issa, p. 7, AUSTRALIAN ETHICS, June 2012, available at https://www.arts.unsw.edu.au/aapae/publications/Newsletters/Australian%20Ethics-6-2012.pdf). Indeed, since you have already identified six critical components of an ethical mindset in individuals, you are halfway to proving that the existence of ethical individuals in a corrupt organizational environment makes absolutely no difference at all in terms of enhancing the ethical climate of an organization.
Why do I make this pessimistic observation? To quote my mother, “If you lie down with dogs, you get fleas.” Indeed, I warn my Business School students that it does not matter how strong their ethical compass is when they leave home (or leave business school) because if they join an organization with a culture of profit-maximization at any cost, they will soon “learn” to conform to the established corporate norms or they will be shown the door. (By the time I tell them this, I have already shown them the Enron film, THE SMARTEST GUYS IN THE ROOM; and the scene with the intentional electric utility blackouts in California is permanently etched in their minds, as is the final scene of the film in which a young Enron employee bemoans that he didn’t “ASK WHY” because he was afraid of the truth; i.e., that what he was doing was unethical, if not illegal.)
In this vein, Theodora, why did you drop the “truth seeking” component (mindset item No. 5) after the focus group interviews in your original study of individual ethical mindsets? I think “truth seeking” is the most telling component of the 8 components comprising an ethical mindset. The fact that you decided to merge it into one of the six final components is puzzling-- especially given that “interconnectedness” included in your final 6 components seems to have sprung from nowhere. Keep in mind that “interconnectedness” in a corrupt environment might be indicative of a “herd mentality” that is incompatible with autonomous thinking, which is Kohlberg’s third (and final) stage of moral development.
I would also encourage you to question Hutton’s proposition that “fairness” is a cornerstone of capitalism; if as you state, he makes this claim; I wholeheartedly disagree with him. The “invisible hand” is the cornerstone of capitalism and it certainly does not lead to fairness. Fairness (and justice) might be viewed as a cornerstone of DEMOCRACY; but is hard for me to maintain this view given that today my pedigreed democratic homeland (U.S.) is in the 4th day of a government shut-down to prevent the offering of baseline healthcare to the have-not’s in our country.
After reading the detailed description of your research project in AUSTRALIAN ETHICS, I note with unabashed joy that your question on RG allows for improving the “ethical climate” of organizations notwithstanding their own (corrupt) internal culture or the existence of questionable cultural norms (such as child labor) in a host country. So, here (finally) is my answer to your question. Yes, indeed, it is possible to accomplish an organizational moral renaissance by way of strong laws that motivate organizations to (1) adopt internal “Ethics and Compliance Codes,” (2) hire Ethics Officers to run training programs for the employees, officers, and directors of an organization, and (3) install anonymous whistle-blowing systems with monetary incentives for blowing the whistle and monetary fines for organizations that take retaliatory action against truth-tellers. The U.S. Sarbanes-Oxley Act of 2002 (“SARBOX”) is just such a law and you can read about it ad nauseam on my RG homepage. Additionally, I just yesterday uploaded on RG the full text of an article “After Shame” in which I offer an alternative to my Mother’s succinct explanation of why even the most ethical and professional of beings tends to sink to the level of their surroundings. See Section 4.2, “Luhmann’s Systems Differentiation” (p. 14 of the pdf pagination of “After Shame”) for a sociological and far less colorful explanation of this fact of human nature.
Ca Dr Gaurav Bhambri
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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.
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You can assess your current culture in several ways. This culture assessment can involve walking around, conducting interviews , or using a culture assessment instrument.
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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?
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The following paper talks about this unnecessary change. You may want to check it out.
Interactions between organisational cultures and corporate brands
‏L de Chernatony, S Cottam - Journal of Product & Brand …, 2008‏ - emerald.com‏
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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.
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Organizational culture, on the other hand, is comprised of broad guidelines which are rooted in organizational practices learned on the job. Experts, including Dr. Hofstede, agree that changing organizational culture is difficult and takes time. What is often overlooked or at least underestimated when two or more companies merge/integrate is how the underlying personal values of employees impact how they perceive the corporate culture change efforts. A person can learn to adapt to processes and priorities, and a person can be persuaded to follow the exemplar behaviors of leaders in an organization. But if these priorities and leadership traits go against the deeply held national cultural values of employees, corporate values (processes and practices) will be undermined. What is appropriate in one national setting is wholly offensive in another. What is rational in one national setting is wholly irrational in another. And, corporate culture never trumps national culture. https://www.google.com/amp/s/theintactone.com/2019/03/30/ccm-u4-topic-1-national-cultures-vs-organizational-cultures/amp/
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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?
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Bellou, V. (2010). Organizational culture as a predictor of job satisfaction: the role of gender and age. Career development international.
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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
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Vadim S. Gorshkov I fully agree and to rephrase the question to encompass Russia is perfectly fine. So you think the issue of which structure we are born into matters more than the individual him or her self? Do you believe our reality is socially constructed? Interesting. You touched on the issue of strata and stratification, Perhaps being born into the right family can compensate for the lack of cognitive ability and conscientiousness .
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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.
Thank you.
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Now the entire world is suffering from the COVID-19, and it has been badly affected business results. You need to touch this point. The HR Analytics will help in the decision making process to control the cost while enhancing the productivity. Hence, I would suggest to look these 3 areas of HR Analytics > Decision Making Process > Business Results + Productivity
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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.
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Interesting.
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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
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Dear Angela (and colleagues),
I am enjoying this discussion and was also glad to have the chance to look a bit at your work (titles and abstracts) to get a feel for the kinds of paradoxes and frameworks that you are addressing. Allow me to add some comments here that might attract some interdisciplinary discussion and also help to focus some joint research questions. After that, probably we can continue this as a separate discussion between us.
My thought in looking at your work (paradoxes in management decisions in the area of sustainable development) is that your research question on paradoxes is set within the framework of managerial decision-making and planning, with paradoxes in values where you assume actors are starting with a free choice. Probably you are working with the types of concerns identified by Kenneth Arrow, the Nobel Prize winner in Economics who noted the paradox in planning given interactions between long and short-term economic valuations and decisions. That also seems a bit like the problem of measurement in physics, of Heisenberg's uncertainty principle (and Schroedinger's cat).
The paradoxes in social science for prediction that I mentioned (outcomes that short-circuit the assumptions in the models of behavior, like "rational choice" from "economics" and "political science") works from the other direction, observing the behaviors and trying to find the right model that has predictive value of the outcomes. This is important when the existing models that have a supposed "logic" do not fit because there is actually another logic at work (that would also offend religious and ideological assumptions in our society and in institutions, like those of "rational actors" and "progress" so that we are blinded to recognizing them).
Ultimately, both approaches can come together in larger models that combine prediction (assuming determinism) with policy (assuming free choice) in trying to find how much of each are at work. While I see the focus of some of your work, the focus of your outreach is still unclear as to which of these levels you are inviting colleagues to discuss, as well as on other concerns.
Your outreach could better define the specific questions and disciplines and problem areas you are focusing on now since it looks like you are attracting everything and appears that these basic frameworks are being lost in a goal of attracting people rather than focusing on real problems and solutions. For instance, anyone looking at the list of sources in your bibliography, above, will note that it is based on just "subject" areas and categorical words ("studying paradox", "towards a theory", "ethnography") without stating any actual problem you are trying to solve, why it is important to solve it at all, whether you have any solutions and if so how they work and for whom. These are the basic obligations of scientific and applied disciplines. Otherwise you are just in the realm of philosophy and theology.
I know from you work on line that you, personally, are focusing on "sustainability" (a real public problem) and helping decisionmakers to overcome paradoxes in their values. We share that concern as you can see from some of my work (for example on the problem of the "prisoners' dilemma" of national decision-makers trying to do sustainable development planning but being forced to "grow" and buy weapons instead, in order to protect their resources, which creates a paradox of unsustainability and global collapse). I also look at it from the other angle of the deterministic framework logics that undermine free choice (like the logic of cultural suicide).
As to "ethnography", the word today has simply been redefined. We live at a time of Orwellian "Newspeak" where academic disciplines and public discourse uses words meaning their opposites in order to promote (and hide) underlying agendas. In the current era of neo-liberalism and neo-colonialism, in which "identities" are promoted but the actual cultures and environments that traditionally defined identity (the globe's 6,000 languages and the eco-systems where they developed) are being destroyed as part of an effort to urbanize, industrialize, homogenize and "integrate" everyone uniformly into global corporate culture, the only remaining "identities" are those visible or chosen in a single mass society. In avoiding having to deal with the reality of destruction of cultures/languages/environments and ethnicity, co-opted academics have worked to redefine "ethnography" to mean its opposite, by redefining "ethnic" in terms of everything from corporate and organizational identity to hobbies and choices (e.g., "vegetarianism" or "fast food" or "sexuality" or "cults" that are not ethnicities or cultures). Anthropologists have also been part of the elimination of their subject of study (through cultural genocide) so to find work, they need to claim that they still have a "methodology" that they can sell to others. You have been misled in your use of the word "ethnography" and have been drawn into an ideological redefinition that has ethical implications that probably you would want to avoid. The neutral word you want to use, to avoid the implication of "ethnicities" is "participatory observation" or "organizational study".
We all need to go back to basics in social sciences today to overcome the ideologies and blurring that is undermining disciplines, scholarships and applications. Rather than "citing" "authorities" (which is what religions do), we need to just start with what is observable, measurable, and commonly verifiable, starting with the simple building blocks like I suggest above with "participatory observation" and "organizational study", in place of words that have distorted meanings and categories that do not have explicitly clear content.
If you do want to introduce anthropological/ethnographic concepts, then you can define your research into paradoxes by looking at the differences between the cultures in which the differences are made to see what "cultural strategies" the actors use that fit into the larger strategies for achieving sustainability in their environments. While cultural differences are disappearing globally, you can still find many if you are trained to look for them (and to see the holistic, deeper structures).
Best,
David
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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?
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Okay. Thanks All!!
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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.
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I liked what you wrote. Personally, I´m doing research on organizational structure and how it´s design impacts on culture. We could explore how to colaborate. Greetings form México.
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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.
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Ever since Burns and Stalker's (1961) "The Management of Innovation" and Dore's (1973) "British Factory, Japanese Factory" literature proved and explained why high-trust cultures shaped by high-moral leaders are innovation-prone. Only trustful relations among hierarchic ranks and between different specializations enable innovation-required free flow of intangible resources. Where everyone keeps close to chest intangible resources to defend her/himself against managerial domineering used where distrust prevails - innovation is doomed. See my attached works.
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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
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?
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I have the same question? Did any body find a solution?
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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.
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Since organizational culture is partly shaped by the national culture (see House et al., 2004), innovative organizational cultures are likely to be high in societies characterized by certain values such low UA and high intellectual autonomy.
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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
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All the best in your study Val Vj
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How is organizational climate created and sustained?
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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!
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Dear Doreen Fay C Demasuay ,
Warm Greetings!!!
What is your sample Age group & sample area... in relational aggression please.
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Greetings, where can I get the instrument for me to use for Job satisfaction and organizational culture? To whom I may request from?
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You can find an interesting questionare here...
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How does organisational culture affect performance in an organisation? 
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I think there is a direct effect of organizational culture on its performance because the culture can support employees' productivity which can reflect on overall performance.
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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
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If you look at Google Scholar, the Hofstede et al. (1990) article has been cited nearly 5,000 times. A quick browse of the citing articles suggests that several hundred studies have used at least 1 of the 3 dimensions, and often all 3. Please check them out!
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I am interested in understanding the role of IC and OL as contextual determinants among firms.
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I've attached a couple of interesting tools you might want to take a look at - the Corporate Innovation Index and the Innovation Quotient (IQ). Both are really used to assess an organization's current state.
There are many tools that speak to the processes and conditions needed to activate innovation. In our experience, we wanted to spend more time focused on outcomes - the number of product/service innovations launched, the time required to translate ideas into new business opportunities, etc. It was important for us to distinguish between learning and innovation; they are not the same thing.
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Hello Everyone,
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:
  1. Policies and standards aren't being met
  2. Employee's are not utilizing controlling factors to help reduce waste
  3. GM of the store is not subject to change
  4. Lack of team meetings (fully loaded once per month meeting)
  5. Lack of understanding of restaurant goals
Two Employee Perspectives
I spoke with two employees and their main issues with the situation:
  1. Poor team work
  2. No accountability
  3. Rules and regulations not being met (with exception of corporate presence)
  4. Too much responsibility during peak hours
  5. Lack of compensation for multiple job descriptions being performed
  6. Lack of compensation plan
  7. 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?
OR
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!
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Hi Monica
A cursory view of issues highlightedabove, I see all your problems are related to processes. All restaurants work on processes.
Your problems are related to;
- poorly designed processes or
- poorly trained employees working on those processes or
- both
Literature, survey and analysis will not help in either in productivity or efficiency or customer satisfaction.
Going further on the fact highlighted by you that your restaurant rank top in the casual dining category, your production processes are matured.
The problem could be in other support processes. Analyse redesign or retrain employees.
Suggestion: In operation area, always select employees who ‘need’ job than those who ‘want’ a career.
Clearly need and want are differentiators in service commitment from employees. Am not against career.?!
Best wishes
Dr. M H Sharieff, OD consultant, India
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Dear Colleagues
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?
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No doubt that it depends on your research question(s). However, if you test each aspect in separation actually you are omitting the explanatory power of other aspects which is statistically wrong.
For more detail see....
Halcoussis, D. (2005)
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what are the organisational culture variables that can influence the quality of strategic thinking?
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The question of the extent to which org culture influences strategic thinking invites us to explore how it does this, as the preceding answers show. I would start with Ahmed Quinn's point that org culture and strategic thinking affect each other, and add that they are both constantly adapting to their environment, especially the forces of globalization.
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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 ?
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Culture is defined by the manners and ways people act and react. When looking at culture observe the people working in the company, their mindset, behaviours etc. will define the culture. culture definition by statements made by the management defines the optimum, the ideal picture. Reality is defined by the mindset of the employees. Please check https://humantelligence.com/ they do exactly that. interesting approach. I would appreciate to have a scientific evaluation of their method.
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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.
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my latest paper on impact of OTT on telecom companies. Yes whatsapp impacted alot, i would say improved the knowledge sharing and effective communication.
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Hello everyone.
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:
Regards,
Rohim Karki
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DONE
BEST OF LUCK
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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?
Thanks
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I think as you have mentioned there’s a lack of skilled employees and general lack of knowledge on the subject because in my opinion it’s still relatlively in its infancy. Also it’s trying to understand how to utilise it for the benefit of the company and how it affects things GDPR.
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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?
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Ver cómo el contexto organizacional externo e interno afecta la racionalidad de la toma de decisiones en el diseño de procesos organizacionales.
Primero necesitamos saber cómo medir el contexto organizacional dentro de áreas específicas (los ejemplos no son suficientes), luego medir la racionalidad en la toma de decisiones en el diseño de procesos organizacionales.
Aquí discuto en la racionalidad utilizada para tomar una decisión. Deben pasar por tres etapas distintas y complementarias:
  • La honestidad tiene sentido para tomar una decisión.
  • Corrección social de la toma de decisiones.
  • Lograr la toma de decisiones.
- ¿Prefiere mencionar la medida del contexto organizacional (o dimensiones y ejes)?
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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 ?
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yes
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Competing values framework (CVF) and the OCAI 
Organization culture profile (OCP) and questionnaire OR
The organization culture instrument 
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See chatmsn and jehn instrumentnin acafemynof management journal 1994,37,522-535 or the instrument fiund in cooper,helliegel,slocum’s book mastering organizational behavior by flatworld, 548-550
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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.
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Dear Dan,
I managed for 12 years a research laboratory and besides the operational goals (to deliver research output of appropriate quality) my strategic goal was to make EVERY member of the team more professional than me in some (or several) professional areas. When all team members have reached that level, I closed the laboratory not because of jealousy, but for purely financial reasons (I had no sufficient funds to pay for that level of professionalism). I also put some efforts to help to find for that people jobs which corresponded their level.
bests,
Igor Gurkov
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I want to look into the role of Organisation culture in Knowledge sharing among virtual teams. What are your suggestions?
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I would look at the networks within and between the teams -- organizational network analyisis. Networks that include exchange of work items, ideas, knowledge/learning, support, advice/expertise, etc. You can then see how well people and groups are connected in the network of teams.
Attached is a network map of the distributed group and here is a link to a white paper on the analysis we performed --> http://orgnet.com/IBMCOPSNA.pdf
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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.
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Dear Davis,
Please visit http://www.orgdesigncomm.com/ -- the Web site of the Organizational Design Community -- to get an impression of OD practitioners' activities.
Journal of Organizational Design - https://jorgdesign.springeropen.com/ outlines some current problems OD practitioners are working on.
Very bests,
Igor Gurkov
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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?
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In the social sciences, research can be exploratory (or formulative), descriptive, and explanatory (or causal). Exploratory research is used when a topic or an issue is new, or when problems are at a preliminary stage, and so data is difficult to collect. To address research questions such as "what", "why", "when", and "how" in such cases, exploratory research must be flexible so one might better define problems, unearth meaning from scant data, and suggest hypotheses that provide insight into situations and pave the ground for more definite, future investigation. (Comparing, quantitative research aims to prove or disprove hypotheses so one might generalize the population at large with answers to research questions such as "how often" or "how many).
Because the goal of exploratory research is, sundrily, to investigate social phenomena without explicit expectations, learn what is going on, find out how people get along in the settings under question, or, say, discover what meanings people give to actions and what issues concern them, the methodology used to identify, select, process, and analyze information typically has to do with:
  • Secondary research—which may involve reviewing available literature and/or data;
  • Informal qualitative approaches—which may involve discussions with, say, consumers, employees, management, or competitors; and
  • Formal qualitative research—which may involve in-depth interviews, focus groups, projective methods, case studies, or pilot studies.
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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.
/Björn
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sure
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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...
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A quick Google search suggests that Schein's work has become popular in studies of organizational culture, which is surprising to me because it is seldom used elsewhere. If I remember correctly, his original emphasis was on phenomenology, so if you want to follow that approach to qualitative research, it could be appropriate. Otherwise, it is relatively uncommon to use iterative interviewing. Instead, one interview per person is typically considered to be enough.
I suggest you take a look at a good, basic introduction to qualitative research, such as Marshall and Rossman. Or, if you already committed to individual interviews, then a good introduction to that topic is Rubin & Rubin, Qualitative Interviewing: The art of hearing data. (Interestingly, even though Rubin & Rubin is a comprehensive text book on interviewing, I see that they don't even mention Schein.)
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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.
Kai :-)
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For me most basic feature of organizational culture is level of trust versus distrust. See my attached article of high-trust culture in which organizational information and knowledge are provided freely by everyone to everyone.
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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!
Best regards
Moritz Bielefeld
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Not exactly related to organizational culture but to leader-follower relationships, Bluedorn and Jaussi offer an in-depth theoretical framework on 5 temporal dimensions. After discussing event time and clock time, they connect 5 dimensions of time to complex adaptive systems and the idea of entrainment, how leaders and followers sync up based on temporal factors. Really interesting stuff.
Bluedorn, A. C., & Jaussi, K. S. (2008). Leaders, followers, and time. The Leadership Quarterly, 19(6), 654–668.
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Hi,
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
Thanks
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2017
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?
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Dr Balakrishnan Muniapan thank you for your valuable information .
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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!
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There may be another way to look into this. Admitting organizational culture is rarely entirely homogeneous, Myers-Briggs Type Indicator assessments that discern preferences for either Extraversion (E) or Introversion (I), Sensing (S) or Intuition (N), Thinking (T) or Feeling (F), and Judging (J) or Perceiving (P) can give helpful pointers on person–organization fit.
PS: For example, psychometric tests of personnel in the public sector suggest the best part are Sensing–Judging, notably ISTJs—Introversion, Sensing, Thinking, Judging. (The Keirsey Temperament Sorter dubs them “inspectors”.) But, ENTPs—Extroversion, Intuition, Thinking, Perception—in the public sector are rarities. (The Keirsey Temperament Sorter refers to ENTPs as “inventors”.)
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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?
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Thanks All
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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?
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I Agree with Dr. Serrat, the meaning is essentially the same.
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Dependent variables are:
1. supportive organizational culture
2. resources dependency
3. substitute resources
my research in oil and gas industry for business sustainability
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I believe you may benefit from the following article:
T.K.Das and Bing-Sheng Teng (1998) Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances, Academy of Management Review, Vol. 23, No. 3
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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)?
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The Organizational Culture Assessment Instrument developed by Kim Cameron and Robert Quinn is a frequently used, validated research method; it assesses (i) internal focus and integration or external focus and differentiation, and (ii) stability and control or flexibility and discretion; by plotting these two dimensions in a matrix, four organizational culture types emerge (i.e., clan culture, adhocracy culture, market culture, and hierarchy culture). Details are at https://www.ocai-online.com/.
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Dear friends
Can any one provide the follwoing paper and scale to me
Wallach, E. (1983), ``Individuals and organization: the cultural match'', Training and Development Journal, Vol. 12, pp. 28-36.
Regards
Rajwinder
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Hi Rajwinder
I did a search and most authors who have used the scale (index) did not list it. But look at this paper which is freely available on the web and you will see the 24 items on in the scale listed in page 414.
Hope this helps.
All the Best.
Nii
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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.
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Hello,
It is an old source that you have used. You can find a copy of the original article here: https://www0.gsb.columbia.edu/faculty/bkogut/files/1988_JIBS_Kogut_Singh.pdf
There were using the data for a different purpose and their procedure probably would not be applicable now as there are now six dimensions. Look at page 12 of the link I just pasted. It briefly explains how they used their formula.
Good luck you!
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Dear researchers,
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,
Adem.
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Dear professor Cox,
Your analytic sounds logical and worth to try.
Thank you very much.
Adem.
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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?
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Dear professor Samaeizadeh,
Thanks for sharing your paper with me. It sounds very successful paper. Congratulations. But I use regression analysis instead of CFA or SEM. Also I prefer hard financial indicator for financial corporate results. So as to my financial variables, they are just different from yours and established to regression analysis.. This is a secondary way for me. Maybe I yield to another topic for this method. Thanks for sharing your opinion anyway.
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Hello everybody,
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.
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The following is a good meta-analysis you might look at and get a wealth of information pertaining to your question:
"Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. "
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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
  • Disagree
  • Somewhat Agree
  • Agree
  • Strongly Agree
2. Hierarchy Culture
  • Strongly Disagree
  • Disagree
  • Somewhat Agree
  • Agree
  • Strongly Agree
3. Market Culture
  • Strongly Disagree
  • Disagree
  • Somewhat Agree
  • Agree
  • Strongly Agree
4. Adhocracy Culture
  • Strongly Disagree
  • Disagree
  • Somewhat Agree
  • Agree
  • Strongly Agree
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Hey,
There has been always a dilemma in Likert Scale whether it is categorical or interval, but in SPSS the data of Likert Scale is considered continuous, and thus scale data. either interval or ratio. You should consider the transformed variable also as scale because all your options are on 5-point rating scale. Hope this clears your doubt.
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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.
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Does some has the psychometric properties of "Destructive Leadership Scale created by Einarsen, Skogstad, Aasland, and Loseth (2002)"???
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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.
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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.
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In a basic research study, It is absolutely appropriate (and mandatory i will say) to follow what prevailing theory and logic supports, because most often a basic deductive researcher try to find theory generalization rather than sampling generalization of a particular population of interest. Moreover, in my view point, data received through survey responses comprise only of numbers and any statistical tool is just a mean to apply certain types of analysis; only theoretical logic (theory and relevant literature) provide directions and connections of our proposed study variables to, of course, test the deductive logic on a particular sample from a specific population.
Some references might be helpful in understanding the same. Tq
Memon, M. A., Ting, H., Ramayah, T., Chuah, F., & Cheah, J.-H. (2017). A Review of the Methodological Misconceptions and Guidelines Related to the Application of Structural Equation Modeling: A Malaysian Scenario. Journal of Applied Structural Equation Modeling.
Seddon, P. B., & Scheepers, R. (2012). Towards the improved treatment of generalization of knowledge claims in IS research: drawing general conclusions from samples. European Journal of Information Systems.
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Hi all,
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?
Thank you..
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The organizational learning culture is a type of organizational culture that integrates organizational learning. It “supports the acquisition of information, the distribution and sharing of learning”, and it “reinforces and supports continuous learning and its application to organizational improvement” (Bates and Khasawneh, 2005, p. 99).
yes you Can use the organizational learning articles as references to support your study.
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Please send me questionier for collection of data from respondents on top management and organizational culture. Regards
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When you are looking up for questionnaires, a practical thing to be done is to search for theses. Even though questionnaires are hardly appended to articles, they do appear in theses. Therefore, by searching for recent theses on topics you are interested, you will find what you need.
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Organizational culture is being assessed as moderator
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Hi, thanks indeed
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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.
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Not of a challenge.
I used it in the construction industry
But in English.
you check:
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