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The purpose of the research was to develop a measure of the phenomenon referred to as organisational culture. The study addressed the following questions: (1) What are the essential facts which define the metaphor, Organisational Culture?, and (2) How can these facts be ascertained systematically in a given organisation? This article describes the procedures used in the development of an instrument, called the Organisational Culture Assessment Inventory (OCAI), designed to address these questions. A previous article specifies the theoretic assumptions on which the OCAI is constructed.

As a transitional country and the newest EU Member State, Croatia is facing a more turbulent business environment, which imposes a need for change of companies seeking to achieve a competitive advantage. Being a labour-intensive business, adaptation of construction companies’ strategy strongly depends on the underlying values of their employees. The purpose of this paper is to determine cultural profiles within the construction industry in Croatia.

The research has been conducted using inferential analysis based on primary and secondary data sources. After an extensive literature review, the empirical research was conducted based on a national sample. In all, 108 managers working in construction companies were surveyed using the Organizational Culture Assessment Instrument. Reliability of variables was tested by calculating Cronbach α reliability coefficients. Differences among identified mean scores were examined by ANOVA analysis.

The results were analysed in respect of the size, core business, regional orientation and ownership of the respondents’ employing companies. The findings show that, on average, construction companies in Croatia currently function with domination of the hierarchy type of organizational culture, which insufficiently responds to the increasingly competitive environment. Additionally, the study identified the clan as the preferred culture type in Croatian construction companies.

The paper offers insights into the organizational culture of Croatian construction companies, which has not been studied before. The value of the paper is the novelty of findings regarding existing and preferred cultural profiles, which have the potential to improve team cohesiveness, team leading, communication among the main stakeholders and efficiency of performance in this transitional country’s construction industry.

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.

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.

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.

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.

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.

This research examines the impact of organisational culture on the ethical judgement and ethical intention of corporate accountants in Vietnam.

The study relies on survey data collected from 283 practising accountants in Vietnam. Organisational culture was measured using the Organisational Culture Assessment Instrument, developed by Cameron and Quinn (2011). The Instrument is developed based on the competing values framework comprised of four distinct cultures: clan, hierarchy, market and adhocracy. Ethical judgement and ethical intention were measured based on respondent responses to five ethical scenarios, each linked to a principle of professional conduct in the code of ethics.

The findings indicate that the clan culture (family oriented) is dominant and has a significant positive influence on accountants' ethical judgement and ethical intention. Respondents in the clan culture evaluate scenarios more ethically compared with accountants in the adhocracy and market cultures but not the hierarchy culture. Accountants who emphasise the adhocracy and market cultures display a more relaxed attitude towards unethical scenarios whereas respondents in the hierarchy culture (rule oriented) display the highest ethical attitude.

The code of ethics, its content and how it is interpreted and applied may differ between professions, organisations or cultures.

Organisational research on ethical decision-making is ample but few studies link organisational culture with ethical judgement and ethical intention from the perspective of individual accountants.

To operate successfully, a commercial organization must satisfy the everchanging demands of its clients, its owners, its employees and society as a whole. To do this, it must have a good understanding of its persona as perceived by its own members and the entities it deals with. This persona, or image an organization presents of itself, and the way in which it is perceived by its external environment and its internal members, is commonly referred to as its Corporate Culture (Deal and Kennedy, 1982; Silverzweig and Allen, 1976). The tangible aspects include corporate logos, uniforms and clothing, office layout, use of ‘in‐vogue’ technology and business processes, while behavioural indicators can include relative importance of social issues and norms such as time keeping, and adherence to prescribed procedures. This paper describes research within a single, large, Australian engineering, procurement and construction management consultancy aimed at identifying the form of its current corporate culture and the extent to which this is perceived to be appropriate by those involved. Using Quinn and Rohrbaugh’s (1983) Competing Values Framework, the overall cultural profile of the organization and dominant characteristic traits is determined through an in‐house electronic survey employing the Organizational Cultural Assessment Instrument. This indicated that the company has a dominant market‐oriented culture. In contrast, the most desired form was found to be the employee focused culture ‐ indicating a misalignment between what employees thought was needed and what was perceived to exist. This finding is considered in the light of recent reports identifying the detrimental effect of market‐oriented cultures, and the supporting role of employee focused cultures, in achieving construction project quality outcomes.

Recent studies suggest that the implementation of Lean will only be successful when aligned with organizational culture (OC). The purpose of this paper is to understand an Ideal Lean Culture (ILC) in the Brazilian context.

This diagnosis is based on the Competing Values Framework, and it is the result of a survey with 51 experts in charge of implementation of Lean programs in organizations operating in different industry segments in Brazil.

The results show that an ILC for Brazilian organizations seems to have the dominant profile of the hierarchy culture, thus characterizing a highly structured and formal place, with rules and procedures governing the behavior of people.

Some limitations of this study include: although a survey has been applied, the research cannot be classified as a quantitative study; it brings the opinion of a limited number of Brazilian experts about lean programs; both the sample size could be increased and the nationality of respondents could be expanded for future research.

It is proposed that an organization (or an area of the organization) that wants to be successful in its lean journey must, first, measure its OC and then promote a cultural profile aligned with the results presented in this paper. By doing so, it is expected that this lean journey should have a higher probability of long-term success and sustainability of lean practices, concepts and philosophy.

In the last two decades much has been written about the importance of OC in the success of lean programs. However, very few studies has mapped and measured an ILC in a way that allows researchers, consultants and managers to evaluate if an OC is close to or distant from an ILC.

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).

One of the consequences of globalisation is the proliferation of interactions between professionals of organisations from different cultural backgrounds. This is certainly true for construction project managers working in the Gulf Cooperation Council (GCC) countries, and the aim here is to provide foundation evidence regarding first, the existence of a distinct organisational culture and, second, the perceived culture type.

Data collected through questionnaire-based interviews with 96 construction project managers in the GCC countries was analysed by applying the Organisational Culture Assessment Instrument (OCAI, Cameron and Quinn, 2006) and empirical statistics.

The OCAI was found to be a useful tool to determine a profession's culture, and, confirming what has so far been anecdotal evidence, the findings indicate that both the group and hierarchy cultures are dominant culture types among construction project managers in the GCC countries.

The confirmation of the dominant culture types gives increased confidence to practitioners to develop effective cultural diversity management regarding professional interactions with construction project managers in the GCC countries.

The findings contribute to the body of knowledge by proving that construction project managers in the GCC countries perceive a dominant blend of group and hierarchy cultures.

Libraries have a growing interest in project management; however, the application of formal project management practices remains small. Are libraries using formal practices and do different organizational cultures foster or hinder the use of project management?

A survey was used to investigate the prevalence of project management in the 14 Big Ten Academic Alliance (BTAA) libraries and to assess the organizational culture of these libraries to identify whether the culture fosters project management. A two-part questionnaire included the Organizational Culture Assessment Instrument (OCAI) by Cameron and Quinn (2011) and questions about project management practices. A project management maturity model was applied to determine the degree of project management maturity.

Even though libraries report perceived project management success, this is not often associated with the use of project management practices. Libraries with hierarchical organizational structures are less likely to have formal project management practices and libraries with clan cultures are more likely to use formal project management practices.

This study contributes to a small base of research on the use of project management practices in academic libraries. Specific suggestions on the value of including formal project management practices and the relationship between organizational culture and the use of project management could provide an impetus for libraries to explore the formal adoption of this practice.