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Article
Publication date: 1 October 2004

Colin Silverthorne

The related concepts of organizational culture and person‐organization (P‐O) fit or congruence between the person and organization are important to organizational success…

26768

Abstract

The related concepts of organizational culture and person‐organization (P‐O) fit or congruence between the person and organization are important to organizational success. The psychological contract, which is both perceptual and individual, forms the basis of the P‐O fit. However, there has been little attention paid to the interaction of fit and organizational culture with such concepts as job satisfaction and organizational commitment and the application of this concept in non‐western cultures. The results of this study, conducted in Taiwan, indicate that P‐O fit is a key element in both the level of job satisfaction that employees experience and also in their level of organizational commitment whether measured by an instrument or turnover rates. An organization is not a passive or stable institution and it evolves and grows within an organizational culture. While P‐O fit may be linked to organizational culture, the impact of specific types of organizational culture was also assessed. Involvement in an organization that had a bureaucratic organizational culture resulted in the lowest levels of job satisfaction and organizational commitment. An innovative culture was next highest and a supportive culture had the highest level of employee job satisfaction and organizational commitment. These findings indicate that organizational culture plays an important role in the level of job satisfaction and commitment in an organization. In terms of the impact of the P‐O fit on job satisfaction and organizational commitment in Taiwan, the results indicate that the degree of fit plays an important role in all of the types of organizational culture studied. The better the fit the higher the levels of these two variables. The results indicate that the P‐O fit is an important variable within the organizations in non‐western cultures.

Details

Leadership & Organization Development Journal, vol. 25 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 March 1989

Robert G. Owens and Carl R. Steinhoff

Students of organisation generally hold that deciphering thesubtleties and nuances of behaviour, speech and artifacts in order todescribe and understand organisational

8130

Abstract

Students of organisation generally hold that deciphering the subtleties and nuances of behaviour, speech and artifacts in order to describe and understand organisational culture can only be done through such observational field methods as ethnography. Owens and Steinhoff question this assumption and the methodological limitations inherent in it. They sought to develop a paper‐and‐pencil instrument that may be used to probe the unseen, unvoiced, virtually preconscious elements that underlie and give rise to the organisational culture of schools in order to assess systematically the organisational cultures in them. The authors explain the theory of organisational culture which guided the development of their research instrument, the Organisational Culture Assessment Inventory (OCAI).

Details

Journal of Educational Administration, vol. 27 no. 3
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 1 January 1992

Dimitris Bourantas and Nancy Papalexandris

Presents findings of empirical research in Greek public,quasi‐public, and private organizations. Results show that commitment ofmanagers decreases as we progress along a…

Abstract

Presents findings of empirical research in Greek public, quasi‐public, and private organizations. Results show that commitment of managers decreases as we progress along a continuum from private towards publicly‐owned organizations; managers report the existence of a gap between the perceived and the desired organizational culture of their firm, and this “culture gap” tends to increase as we move from the private towards the public sector; organizational commitment appears to be influenced negatively by the culture gap, therefore this gap offers a plausible explanation for the lower commitment in public sector firms.

Details

Journal of Managerial Psychology, vol. 7 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 February 1988

Craig C. Lundberg

Organizational culture determines much of what we can do as we attempt to manage change. Effective change strategies and interventional practices will both reflect culture

1595

Abstract

Organizational culture determines much of what we can do as we attempt to manage change. Effective change strategies and interventional practices will both reflect culture and eventually modify it. Change occurs in and by culture. Change, therefore, must be culturally sensitive. Practitioners need to not only appreciate what organizational culture is and is not, but also to appreciate how alternative types of change are related to culture and the roles that can be performed. This is the thrust of this article.

Details

Journal of Organizational Change Management, vol. 1 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 November 2006

Maria Viorica Grigoruţă

The purpose of this paper is to identify means and opportunities available to managers in Romanian companies in order to successfully undergo the process of integration in…

3621

Abstract

Purpose

The purpose of this paper is to identify means and opportunities available to managers in Romanian companies in order to successfully undergo the process of integration in the European Union, by accepting the cultural diversity in the global organization in the twenty‐first century.

Design/methodology/approach

The objectives have in view the identification of the characteristics of change in Romanian companies by means of the organizational culture, the development of organizational culture in an unstable, changing environment and the identification of the present values and of those desired by the Romanian employees as managers or subordinates. The practical research took place by means of the questionnaire and the interview used for 26 managers with hierarchical positions in various companies in the city of Iasi. During their careers, they attended at least one “organizational development” course, they used questionnaires for 6 subordinates and are in the stage of research for the processes of product change in the management activities of the organization from the perspective of management culture.

Findings

In the end, the observations were made on 84 valid questionnaires and they allowed for the discovery of the ways of understanding and expression of the dimensions of organizational culture at the present moment and of the future level desired by the employees, in their relations with their co‐workers and with the managers in the analysed companies.

Research limitations/implications

The way it was performed, the research allows for a series of common conclusions related to the way in which the management activity is currently conducted, especially in the Romanian companies which functioned under the authority of the state until 1990 and have preserved a series of traditional management mechanisms. Considering the evolution of the Romanian society, the steps that will be taken in knowing and applying the new tendencies and dimensions of management and organizational and individual development, the research will continue in the future, aiming at making suggestions regarding the adjustment capacity of Romanian companies, relating to the organizational culture, among others.

Practical implications

In the organizations which were analysed for the research, the paper identified a preoccupation for the aspects connected to the dimensions of organizational culture and an orientation towards individual and organizational change concerning the “acceptance” of a new system of values.

Originality/value

The choice of the subjects and the conception of the system of values of the organizational culture led to a certain degree of originality of our research, allowing for the offering of necessary information and resources to the interested parties, as well as for the opening of future ways of analysing the change processes which will occur in the management of Romanian companies.

Details

Journal of Organizational Change Management, vol. 19 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 September 1994

Douglas S. Bolon and Donald S. Bolon

The monolithic and integrative conceptualization of organizationalculture is not inherently wrong, but presents a rather limited andsimplified version of the dynamics and…

3154

Abstract

The monolithic and integrative conceptualization of organizational culture is not inherently wrong, but presents a rather limited and simplified version of the dynamics and attributes of culture. The concept of organizational culture can be dismantled to reflect the underlying group cultures. Our understanding of organizational culture in its current, unitary sense may be enhanced by paying attention to its multiple group cultural components. While a single organizational culture can be identified, it generally represents only a small portion of the total cultural environment which is present within the organization. An idiocultural perspective will bring future cultural studies more in line with organizational reality.

Details

Journal of Managerial Psychology, vol. 9 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 June 1997

Mary Jo Hatch and Majken Schultz

Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge…

42494

Abstract

Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge between the external position of the organization in its marketplace and other relevant environments, and internal meanings formed within the organizational culture. Offers an analytical framework using the concepts of organizational culture, identity and image and suggests implications, including the need for symbolic management in and of the organization and the need to combine knowledge from the disciplines of marketing and organization studies.

Details

European Journal of Marketing, vol. 31 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 June 1993

Kevin Bright and Cary L. Cooper

Examines the management of quality from the perspective oforganizational culture change. Discusses the nature of quality and theevolution of the management of quality in…

1599

Abstract

Examines the management of quality from the perspective of organizational culture change. Discusses the nature of quality and the evolution of the management of quality in relation to key issues arising from the literature on organizational culture. It is found that total quality management (TQM) makes a number of assumptions about organizational culture. Adopts an integrationist perspective, with culture defined in terms of something an organization has, as opposed to something an organization is. Presents a tentative model of the relationship implied between TQM and organizational culture. A number of questions emerge, not least of which concern the strength and direction of this relationship. The culture perspective is likely to challenge some of the basic assumptions found in the TQM literature. In so doing, it may inform organizational attempts to raise levels of quality.

Details

Journal of Managerial Psychology, vol. 8 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 13 September 2022

Kareem A. Rashwan and Meril Ghaly

This study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational…

Abstract

Purpose

This study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational behavior, with organizational culture as a mediator.

Design/methodology/approach

The study aim was achieved by using an integrative model using LISREL 8.80. Quantitative research was used using a questionnaire. A convenient sampling technique was used to select the sample. A total of 500 questionnaires were distributed to travel agents, out of which 415 were returned, and 376 usable ones were statistically handled (75.2% response rate).

Findings

Transformational leadership has a significant impact on organizational culture (ß = 0.34) and innovational behavior (ß = 0.46). Authentic leadership has a significant impact on both organizational culture (ß = 0.38) and innovational behavior (ß = 0.52). Transactional leadership significantly impacts organizational culture (ß = 0.38); however, it has no significant impact on innovational behavior (ß = 0.31). The positive influence of leadership styles on innovative behavior is mediated by innovative organizational culture (ß = 0.92).

Research limitations/implications

Further research should explore the relationship between other leadership styles and innovation. Additionally, investigates the relationship between organizational culture factors and innovation. This study targeted category “A” travel agencies. Therefore, to generalize the study findings, the study should be replicated with other categories of travel agencies.

Practical implications

Travel agencies organizations should invest in managers who adopt authentic and transformational leadership, whereas transactional leaders are urged to be open to new ideas, invest in the knowledge and skills of their employees, encourage friendly communication with their employees and ensure that there are reasonable punishment and reward systems within the organization.

Originality/value

This study presents new insights into tourism field by integrating the study variables (organizational culture, innovative behavior and leadership style), into one framework, particularly in developing countries’ contexts.

Details

Consumer Behavior in Tourism and Hospitality, vol. 17 no. 4
Type: Research Article
ISSN: 2752-6666

Keywords

Open Access
Article
Publication date: 5 September 2022

Julia Strengers, Leonie Mutsaers, Lisa van Rossum and Ernst Graamans

Scale-ups have a crucial role in our society and economy, are known for their fast growth and high performance and undergo significant organizational change. Research on…

Abstract

Purpose

Scale-ups have a crucial role in our society and economy, are known for their fast growth and high performance and undergo significant organizational change. Research on the organizational elements that ensure scale-ups sustaining high performance is limited. This empirical study aims to investigate the organizational culture in scale-ups using the Competing Values Framework, including the clan, adhocracy, the market, hierarchy cultures and its relation to performance.

Design/methodology/approach

Quantitative and qualitative data were collected in five scale-ups. Surveys provided data of 116 employees on organizational culture, assessed using the Organizational Culture Assessment Instrument (OCAI) and perceived performance. The aggregate outcomes and performance measures were analyzed using correlation analysis. Interviews were held with ten top managers and mirrored against the quantitative data.

Findings

The results show that top managers and employees have different perspectives on the culture scale-ups are supposed to have. Top managers perceive market culture as more and hierarchy culture as less present in their organizations than employees. The clan and adhocracy culture are positively correlated to performance and are preferred by employees. Market and hierarchy culture types are negatively correlated to performance and are least preferred by employees.

Research limitations/implications

It enables scale-up leaders to specifically intervene when cultural elements are experienced by employees that will not drive performance and fit the high performance and fast-growing scale-up environment.

Originality/value

This study is the first that showed that organizational-wide surveys, combined with in-depth interviews, are suitable for top managers of scale-ups to diagnose the organizational culture and the effect on the organization's performance.

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