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The pupose of this paper was to determine the influence of organizational culture on the performance of employees.

The study was carried out on non-lecturer employees at the University of Mercu Buana with a population amounted to 148 people. Sixty respondents were chosen as samples, determined through proportional random sampling. The analytical tool used was SPSS version 22.

The results show that that there is a significant influence in partial engagement and mission on the performance of non-lecturer employees. On the contrary, two variables, consistency and adaptability, partially do not have significant influence on the performance of employees at the University of Mercu Buana. Simultaneous testing on variables, namely, involvement, consistency, adaptability and mission, has significant influence on the employee’s performance.

The results of the study indicate that consistency and adaptability do not have any influence on the employees’ work performance in the context of higher education institution.

The purpose of this paper is to examine the effects of cultural intelligence (CQ), idiocentrism-allocentrism and organizational culture on work engagement in a multinational organization from the perspective of conservation of resources theory.

The sample consisted of 219 employees of a multinational company (MNC). Partial least squares–structural equation modeling was used to test the research model.

The results suggest that CQ is positively related to work engagement and that this relationship is moderated by employees’ idiocentrism-allocentrism, as well as by the adaptability dimension of organizational culture.

Greater generalizability of the findings could be achieved with a more geographically dispersed sample. Other cultural dimensions, as well as personal and organizational characteristics, should be considered in order to more clearly ascertain the relationships between these variables.

The findings suggest that CQ is a powerful tool for developing employee engagement within MNCs. Furthermore, a highly adaptive organizational culture and consideration of employees’ cultural values are important in order to enhance the effect of CQ on engagement.

This study identifies relevant resources that can aid in managing a diverse workforce and increasing employee engagement in companies that operate across national borders.

The purpose of this paper is to examine the mediating relationship between organizational culture, informal learning and work engagement of older workers in a public organizational setting. More specifically, this study aimed to investigate if informal learning is a pivotal component connecting an organizational-level factor (culture) to work engagement, which, in turn, directly influences business performance in the workplace.

After a careful review of the selected and relevant literature, four hypotheses were developed to test the structural relationships between the selected variables.

The data analysis indicated that informal learning mediated the relationship between organizational culture and work engagement for older employees working in a public organizational setting.

The findings from this study provide a solid justification for promoting informal learning in organizations to ensure knowledge transfer between younger and older generations while minimizing knowledge and financial loss for organizations.

In previous research, little emphasis has been placed on the impact of informal learning on work engagement. This study presents a valuable finding about the role of informal learning to facilitate work engagement for older workers.

The purpose of this paper is to develop a conceptual framework that examines information technology (IT) governance effectiveness, its determinants, and its impacts on private organizations.

The research draws on extant literature in IT governance, strategic information systems planning, strategic alignment maturity, information systems security, business and IT alignment, International Organization for Standardization in information systems, and organizational performance to identify determining factors for IT governance effectiveness, IT governance effectiveness factors, and organizational performance.

The results of review suggest 14 propositions and five factors grouped into determinants including organizational demographics, information intensity, organizational culture, external environment characteristics, and IT function characteristics. Linking organizational practices with strategy, the proposed framework adopts the Balanced Scorecard four perspectives approach for monitoring organizational performance as the impact of IT governance effectiveness. IT governance dimensions in the research comprise structure, process, and relational mechanisms.

IT governance is a part of corporate governance to help organizations manage risks and protect themselves from technology‐related losses. The framework provides a starting point for researchers and practitioners to further examine IT governance practices. For researchers, the framework clarifies the determining factors of IT governance, dimensions of IT governance, and impacts through proposed relationships. For practitioners, the framework can be used to gain insight into the contributing factors of IT governance effectiveness.

The aim of this research is to gain a clearer understanding of information technology (IT) adoption in small and medium‐sized enterprises (SMEs) by analysing and contrasting the current literature. Whilst describing how and why SMEs acquire IT, the paper also seeks to highlight the enablers as well as the inhibitors that influence the adoption process.

The method was a review of literature including empirical research and case studies related to IT adoption from various databases such as Business Premier, Science Direct, JStor and Emerald Insight. Supporting material was accessed from reference books regarding similar concepts and theories.

The literature suggests that SMEs adopt IT for many reasons. In general, the majority of the changes result from pressures from both internal and external sources. In addition to these drivers, there are factors that influence the process either directly or indirectly. Based on these different perspectives the paper proposes a conceptual framework that is composed of those perspectives that are relevant to the adoption of IT in SMEs.

This conceptual framework for the IT adoption process is based on the existing literature. It is open to and requires empirical testing to determine its relevance and validity in a practical setting.

The paper demonstrates the process of IT adoption in SMEs by combining perspectives from the literature. The framework will help adopters gain a practical overview of the IT adoption process in SMEs.

Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business systems and to determine the directions of managing the organizational culture depending on the set criteria of decision making.

Methodology: A proprietary classification of the types of organizational culture of modern business systems according to the criterion of employees' involvement into decision making is offered. This classification uses two dimensions of employees' involvement into decision making for classification of the types of organizational culture of modern business systems. First dimension: interest of business manager in involvement of employees into the process of decision making. Second dimension: employees' inclination for participation in the process of making of managerial decisions. The factors that influence these dimensions are determined.

Conclusions: Connection between organizational culture and specifics of decision making in modern business systems according to the criterion of employees' involvement in decision making is determined. The minimal level of involvement envisages independent decision making by business manager without participation of employees. In this case, a lot of problems of the business system remain unsolved and possibilities remain unused. Resource intensity of decision making is the highest, and their practical implementation is complicated by employees' dissatisfaction, but this process is conducted very quickly. The medium level of involvement envisages either collective discussion, but decision making by business manager, or collection of feedback by business manager with low interest in it from employees. In this case, resource intensity of decision making is lower, and decisions could be made and implemented faster. The highest level of involvement is connected to collective decision making by employees and business manager. This allows determining problems and using possibilities of the business system with minimal resources. Though the duration of the process of decision making is the highest, solutions are implemented quickly due to employees' support.

Originality/value: The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.

In light of the important roles of organizational culture and leadership style in IT-adoption intention and knowledge-sharing intention, the purpose of this paper is to investigate the relationships among IT involvement, IT-adoption intention, and knowledge-sharing intention, as well as the moderating effects of organizational culture and leadership style on IT-adoption intention and knowledge-sharing intention.

This study begins with a literature review followed by the use of a questionnaire method and statistical analytical techniques (hierarchical regression analysis) to investigate the relationships among IT involvement, IT-adoption intention, knowledge-sharing intention, organizational culture, and leadership style.

The result showed that IT involvement has a significant and positive influence on IT-adoption intention, which further affects the knowledge-sharing intention. Moreover, organizational culture and leadership style have moderating effects on the IT adoption and knowledge-sharing intention.

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply random sampling method to collect more responses and increase the generalizability of the findings.

This research suggests that organizations which adopt servant leadership or charismatic leadership, as well as organizations with clan or hierarchy cultures should work on enhancing staff’s knowledge-sharing intention by first raising their IT-adoption intention.

If an enterprise would like to encourage its staff to be more proactive at adopting IT and more willing to share knowledge, then it should first examine its current leadership style and organizational culture in order to propose concrete and effective methods to achieve this, and at the same time, this can help stimulate organizational learning and generate new ideas and knowledge.

This study aims to investigate whether and how organizational culture moderates the influence of other organizational capacities on the uptake of new mental health care roles by non‐medical primary health and social care services.

Using a cross‐sectional survey design, data were collected in 2004 from providers in 41 services in Victoria, Australia, recruited using purposeful sampling. Respondents within each service worked as a group to complete a structured interview that collected quantitative and qualitative data simultaneously. Five domains of organizational capacity were analyzed: leadership, moral support and participation; organizational culture; shared concepts, policies, processes and structures; access to resource support; and social model of health. A principal components analysis explored the structure of data about roles and capacities, and multiple regression analysis examined relationships between them. The unit of analysis was the service (n=41).

Organizational culture was directly associated with involvement in two types of mental health care roles and moderated the influence of factors in the inter‐organizational environment on role involvement.

Congruence between the values embodied in organizational culture, communicated in messages from the environment, and underlying particular mental health care activities may play a critical role in shaping the emergence of intersectoral working and the uptake of new roles.

This study is the first to demonstrate the importance of organizational culture to intersectoral collaboration in health care, and one of very few to examine organizational culture as a predictor of performance, compared with other organizational‐level factors, in a multivariate analysis. Theory is developed to explain the findings.

This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of the casual linkages between these three areas.

The research methodology includes a multi-item scale questionnaire survey which included 448 samples from United Arab Emirates (UAE) with an average response rate of 61.1%. The hypotheses were tested by applying structural equation modeling (SEM) and path analyses. Analyses used the Mplus software package.

The key finding in this study suggests that creating the involvement culture provides the all-inclusive participation and holistic engagement from employees, which consequently leads to organizational excellence.

The study is more focused on particular type of leadership and can extend to other types of leadership as well the other regions. The study extends the findings of previous studies that suggested authoritative was essential initially but that this would change with the emerging culture.

Managers should foster an involvement culture and adopt transformational leadership style in order to reap the benefits of the quality management approaches.

From existing research on leadership in QM context, we adopt transformational leadership in connection with organizational culture and organizational excellence. The originality of the study lies in its quantitative approach to test an already demonstrated phenomenon about the relationship between transformational leadership, organizational culture and business excellence. This study significantly contributes to the literature on QM by discovering that organizations with transformational leadership styles and involvement or adaptability cultures can perform well and achieve organizational excellence.

This paper aims to analyze the relationship between organizational culture (measured by mission, involvement, consistency, adaptability and well-being), employee organizational commitment and employee innovation in the Vietnamese IT industry.

This is a quantitative research using perceptual scale questionnaire survey developed based on the literature review and in-depth expert interviews. A total of 319 IT professionals working in Vietnam participated in the survey. The data were analyzed using multiple regression analysis.

The results suggest that overall organizational culture and organizational commitment are positively and significantly related to employee innovation. A closer look reveals that out of the organizational culture’s five dimensions, mission, adaptability and well-being are found specifically and significantly related to employee innovation.

The study used a cross-sectional survey where case studies of longitudinal study may add more insight. Further, the Denison organizational culture survey instrument might be subjective. Finally, there may be also some moderating or mediating effects that are not taken into account in this study.

The enhancement of adaptability, well-being, mission and commitment can increase employee innovation in the IT industry.

This paper contributes to the literature and practice by demonstrating the relationship between corporate culture and organizational commitment on employee innovation in a developing country (i.e. Vietnam).