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Article
Publication date: 1 March 1998

Larry W. Howard

The competing values model (CVM) describes organizational culture in terms of what appear to be mutually exclusive value dimensions: structural control vs. flexibility, focus on…

2695

Abstract

The competing values model (CVM) describes organizational culture in terms of what appear to be mutually exclusive value dimensions: structural control vs. flexibility, focus on internal vs. external stakeholders, and means vs. ends. The apparent paradox in simultaneously expressing competing values has implications for a variety of organizational phenomena, including leadership, decision making, and strategic management. The CVM thus offers promise for providing a common metric for multi‐level, trans‐organizational, and cross‐cultural analyses. To date, however, underlying assumptions regarding the competing values framework as a characterization of culture have not been fully validated. This research provides a test of the competing values model with methodology that is conceptually consonant with the paradoxical nature of the theory. Using a sample drawn from 10 U.S. organizations, a Qsort and multidimensional scaling analysis produce qualified support for a structure of organizational cultural values consistent with the CVM. Further, this study elaborates the CVM by suggesting a mechanism whereby the apparent paradox of competing values might be more effectively managed.

Details

The International Journal of Organizational Analysis, vol. 6 no. 3
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 1 January 2004

Paula Kwan and Allan Walker

The topic of organizational culture has attracted the attention of numerous researchers from both quantitative and qualitative perspectives. A review of the literature shows that…

1130

Abstract

The topic of organizational culture has attracted the attention of numerous researchers from both quantitative and qualitative perspectives. A review of the literature shows that the quantitative assessment of organizational culture has been dominated by studies adopting the competing values framework developed by Quinn and his colleagues. The use of this model embraces the notion that the 4 cultural types depicted by the framework can be used not only to represent the culture of an organization but also to serve as a basis upon which one organization can be differentiated from others. Various attempts have been reported to support the validity of the framework for describing the culture of an organization; however, the claim that one organization can be differentiated from another on the basis of the 4 cultural types is yet to be empirically supported. The study reported here set out to show that the competing values model can be used to differentiate organizations from one another. Based on a survey administered to all academic staff in 7 out of the 8 government‐funded higher education institutions in Hong Kong, the study successfully confirmed the validity of the competing values model as a tool in differentiating organizations.

Details

Organizational Analysis, vol. 12 no. 1
Type: Research Article
ISSN: 1551-7470

Article
Publication date: 7 March 2016

Malik Ikramullah, Jan-Willem Van Prooijen, Muhammad Zahid Iqbal and Faqir Sajjad Ul-Hassan

– The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach.

18328

Abstract

Purpose

The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach.

Design/methodology/approach

The review employs a three-step approach: first, the paper discusses the existing criteria to determine the effectiveness of PA systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the PA system in the competing values model to develop a comprehensive framework for the effectiveness of PA systems.

Findings

A practical model is developed, taking into account the processes and procedures involved in PA systems.

Originality/value

The paper is designed to provide a guideline for managers to consider the effectiveness of a PA system. The paper suggests that assessing the effectiveness of a PA system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a PA system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.

Details

Personnel Review, vol. 45 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 February 1991

Sandra A. Waddock and Brendan D. Bannister

Using the competing values model of organisational effectiveness,and a set of variables derived from the inter‐organisational relationsliterature, it is attempted to establish the…

Abstract

Using the competing values model of organisational effectiveness, and a set of variables derived from the inter‐organisational relations literature, it is attempted to establish the correlates of overall effectiveness and partner satisfaction in social partnerships. Correlational analysis demonstrates that the competing values model variables and all of those derived from the interorganisational literature are highly intercorrelated, indicating that all measure some aspect of effectiveness. Multiple regression analysis indicates that the competing values are associated with overall effectiveness, while competing values and balanced partner relations (a process variable) are positively associated with partner satisfaction. Implications are discussed.

Details

Journal of Organizational Change Management, vol. 4 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 31 May 2013

Sune Dueholm Müller and Peter Axel Nielsen

The purpose of the article is to investigate the impact of organizational culture on software process improvement (SPI). Is cultural congruence between an organization and an…

1516

Abstract

Purpose

The purpose of the article is to investigate the impact of organizational culture on software process improvement (SPI). Is cultural congruence between an organization and an adopted process model required? How can the level of congruence between an organizational culture and the values and assumptions underlying an adopted process model be assessed?

Design/methodology/approach

The competing values framework and its associated assessment instrument are used in a case study to establish an organizational culture profile of a software development business unit within the case company. The instrument is supplemented with a technique to produce culture profiles of texts such as process models like the Capability Maturity Model Integration (CMMI) and the case company's quality management system. The different profiles are subsequently analyzed and compared.

Findings

The culture profile of the CMMI confirms previous research and depicts a result‐oriented, formalized, and structured organization. A comparison with the company's quality management system shows congruent culture profiles suggesting that the case company has succeeded in capturing underlying assumptions of the CMMI when updating the quality management system. The analysis also reveals the organizational culture profile of the business unit to be incongruent with the quality management system's profile. This disconfirms previous research claiming that congruence is a prerequisite. Further analysis reveals that actions were taken by managers in the case company to address the cultural challenges and successfully implement new processes. It is, therefore, concluded that cultural incongruence is not an insurmountable barrier to SPI. By comparing cultural profiles, some SPI implementation challenges become evident and that in turn allows for effective SPI management action.

Research limitations/implications

The research is based on a single case study and that is sufficient to disconfirm existing research. Additional research is, however, needed to validate both the proposed text analysis technique as well as the proposed process for assessing and managing cultural challenges confronting SPI projects.

Practical implications

SPI managers are provided with a more complex view of organizational culture in which congruence is not a necessity. SPI managers can choose to compare culture profiles and decide how to address incongruences. To that end the text analysis technique is offered as a web service that allows for analysis of all text‐based process models and standards, and of internal process documentation.

Originality/value

The proposed culture management process, including the text analysis technique, is a cost‐efficient approach to analyzing and providing the basis for managing cultural challenges during SPI in a specific company. The process provides understanding and guidance in dealing with the specific challenges faced by software companies during SPI.

Article
Publication date: 1 February 2003

David Lamond

A variety of measures of organizational culture have been proposed and one widely used in Australia is that based on Quinn's competing values model. To date, however, there has…

6359

Abstract

A variety of measures of organizational culture have been proposed and one widely used in Australia is that based on Quinn's competing values model. To date, however, there has been no published research examining its validity and reliability when used with Australian organizations. This paper presents the results of a study of 462 managers’ perceptions of their organizations and concludes that Quinn's measure is a useful one in an Australian context. It also suggests that Australian organizations may have cause to be concerned about the environments within which their employees operate.

Details

Journal of Managerial Psychology, vol. 18 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 November 2005

Daniel I. Prajogo and Christopher M. McDermott

This empirical study explores the relationship between total quality management (TQM) practices and organizational culture with the purpose of identifying the particular cultures…

17950

Abstract

Purpose

This empirical study explores the relationship between total quality management (TQM) practices and organizational culture with the purpose of identifying the particular cultures that determine the successful implementation of TQM practices. Specifically, it tests two competing views on the relationship; the unitarist and pluralist views.

Design/methodology/approach

The empirical data was drawn from 194 organizations in Australia. The research model employs the Malcolm Baldrige National Quality Award criteria as TQM framework and builds on the competing values model to frame organizational culture. The data was analysed using structural equation modelling technique.

Findings

The findings support the pluralist view, wherein different subsets of TQM practices are determined by different types of cultures. Interestingly, hierarchical culture was found to have a significant relationship with certain practices of TQM. Additionally, the findings indicate that although the cultural factors underpinning different elements of TQM are dissimilar, even antagonistic, organizations can implement them in harmony.

Practical implications

The major implication of this study is that organizations need to accommodate divergent goals by developing a system and/or structure that allows enough flexibility for adapting different (even contrasting) management styles, between control and flexibility and between internal and external orientations, so that they may gain benefits from the multiple dimensions of TQM.

Originality/value

This paper provides empirical evidence on the multidimensionality of TQM practices along with their association with different types of culture.

Details

International Journal of Operations & Production Management, vol. 25 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 16 November 2015

Hee S. Shim, Youngoh Jo and Larry T. Hoover

The purpose of this paper is to explore whether the relation between police transformational leadership and organizational commitment is mediated by organizational culture…

5048

Abstract

Purpose

The purpose of this paper is to explore whether the relation between police transformational leadership and organizational commitment is mediated by organizational culture. Drawing on the competing values framework (Quinn, 1988), four types of cultural orientations (group, developmental, hierarchical, and rational) are analyzed.

Design/methodology/approach

In total, 358 South Korean police officers are surveyed. Using competing values as multiple mediators, a parallel four mediator model is estimated. Bias-corrected bootstrapping methods are employed to consider the small sample size, as well as the possible non-normal distribution of specific indirect effects.

Findings

The linkage between transformational leadership and commitment appears to be fully mediated by group culture. Interestingly, multiple individual officer characteristics, duty type, and departmental size do not impact respective constructs overall.

Research limitations/implications

The use of cross-sectional data hinders causal ordering among constructs included.

Practical implications

Given the full mediation relationships among the three constructs, it is advisable to develop more nuanced leadership training programs optimized for fostering “considerate and supportive leaders” who have been known to impact group culture.

Originality/value

Including two understudied police organizational correlates (i.e. transformational leadership and organizational culture), this study accounts for the mediating role of organizational culture in the transformational leadership-commitment link with multiple variables frequently used in previous research being controlled.

Details

Policing: An International Journal of Police Strategies & Management, vol. 38 no. 4
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 1 April 2000

Rachel Parker and Lisa Bradley

A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post‐bureaucratic organisational culture…

36253

Abstract

A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post‐bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity. Suggests, however, that public sector organisations continue to emphasise the values of a bureaucratic or hierarchical organisational culture.

Details

International Journal of Public Sector Management, vol. 13 no. 2
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 5 July 2021

Qiaoqi Lang, Jiqian Wang, Feng Ma, Dengshi Huang and Mohamed Wahab Mohamed Ismail

This paper verifies whether popular Internet information from Internet forum and search engine exhibit useful content for forecasting the volatility in Chinese stock market.

Abstract

Purpose

This paper verifies whether popular Internet information from Internet forum and search engine exhibit useful content for forecasting the volatility in Chinese stock market.

Design/methodology/approach

First, the authors’ study commences with several HAR-RV-type models, then the study amplifies them respectively with the posting volume and search frequency to construct HAR-IF-type and HAR-BD-type models. Second, from in-sample and out-of-sample analysis, the authors empirically investigate the interpretive ability, forecasting performance (statistic and economic). Third, various robustness checks are utilized to reconfirm the authors’ findings, including alternative forecast window, alternative evaluation method and alternative stock market. Finally, the authors further discuss the forecasting performance in different forecast horizons (h = 5, 10 and 20) and asymmetric effect of information from Internet forum.

Findings

From in-sample perspective, the authors discover that posting volume exhibits better analytical ability for Chinese stock volatility than search frequency. Out-of-sample results indicate that forecasting models with posting volume could achieve a superior forecasting performance and increased economic value than competing models.

Practical implications

These findings can help investors and decision-makers obtain higher forecasting accuracy and economic gains.

Originality/value

This study enriches the existing research findings about the volatility forecasting of stock market from two dimensions. First, the authors thoroughly investigate whether the Internet information could enhance the efficiency and accuracy of the volatility forecasting concerning with the Chinese stock market. Second, the authors find a novel evidence that the information from Internet forum is more superior to search frequency in volatility forecasting of stock market. Third, they find that this study not only compares the predictability of the posting volume and search frequency simply, but it also divides the posting volume into “good” and “bad” segments to clarify its asymmetric effect respectively.

Highlights

This study aims to verify whether posting volume and search frequency contain predictive content for estimating the volatility in Chinese stock market.

The forecasting model with posting volume can achieve a superior forecasting performance and increases economic value than competing models.

The results are robust in alternative forecast window, alternative evaluation method and alternative market index.

The posting volume still can help to forecast future volatility for mid- and long-term forecast horizons. Additionally, the role of posting volume in forecasting Chinese stock volatility is asymmetric.

Details

China Finance Review International, vol. 13 no. 2
Type: Research Article
ISSN: 2044-1398

Keywords

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