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1 – 10 of 66
Article
Publication date: 7 September 2018

Lauren L. Rich, James Rich and Joe Hair

The purpose of this paper is to develop and validate a model of organizational culture capable of more strongly predicting individual work behavior. For this purpose, the authors…

Abstract

Purpose

The purpose of this paper is to develop and validate a model of organizational culture capable of more strongly predicting individual work behavior. For this purpose, the authors integrate the organizational culture profile (OCP) with two independent theories – regulatory focus theory and the theory of basic values.

Design/methodology/approach

Primary data were collected from 22 US public accounting firms. Partial least squares confirmatory composite analysis was used to test the theoretical structure and measurement metrics of the proposed factors.

Findings

The results support that the influence of organizational culture can be conceptualized consistent with a regulatory focus framework. The findings of our research indicate that promotion-focused culture is distinct from prevention-focused culture.

Practical implications

The results raise questions about the common practice across existing person-organization fit research of expecting generic effects across all seven OCP dimensions when predicting individual behaviors. Moreover, empirical evidence for the separate higher-order cultural dimensions supports the conclusion that the OCP’s seven dimensions reflect different underlying motivations likely important in predicting individual work behavior.

Originality/value

This study is the first to not only provide a confirmatory composite analysis of the measure of culture based on the OCP’s original seven cultural dimensions, but also examine the motivational properties of organizational culture through a regulatory focus framework.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 5 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 1 June 2004

Heejun Park, Vincent Ribière and William D. Schulte

Many scholars and practitioners claim that a supportive organizational culture can enable the successful implementation of knowledge management (KM) technology initiatives…

11043

Abstract

Many scholars and practitioners claim that a supportive organizational culture can enable the successful implementation of knowledge management (KM) technology initiatives. However, little empirical research has been conducted to define the key organizational culture attributes that support more effective application of KM technologies. In this study, the 44 cultural attributes of the organizational culture profile (OCP) and the knowledge management technology profile (KMTP) instruments were used to identify and rank the most critical organizational culture attributes that promote knowledge sharing and KM technology implementation success. Data were collected from 26 US organizations that were implementing KM. The results of the data analysis revealed sufficient evidence to establish a correlation between specific cultural attributes and the successful implementation of knowledge management technology and knowledge sharing.

Details

Journal of Knowledge Management, vol. 8 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 23 August 2021

Maria Prodromou and George Papageorgiou

The purpose of this paper is to investigate aspects of organizational culture among the nursing staff of public mental health services organizations in Cyprus. Specifically…

Abstract

Purpose

The purpose of this paper is to investigate aspects of organizational culture among the nursing staff of public mental health services organizations in Cyprus. Specifically, highlights are provided of possible differences on the attitudes of nurses regarding actual and desired aspects of organizational culture with respect to demographic characteristics such as gender, years of service and experience.

Design/methodology/approach

A descriptive explanatory type survey study was conducted in all public mental health services organizations of Cyprus. Specifically, a questionnaire was given to a representative sample of the nursing population, and data were collected and analyzed. The survey questionnaire was based on the organizational culture profile (OCP) methodology. Statistical analysis was carried out using correlational analysis, t-tests and analysis of variance (ANOVA).

Findings

Results showed that there are significant discrepancies between the actual organizational culture and what is desired by staff members of public mental health services organizations in Cyprus. Further, significant differences are identified between actual and desired organizational culture moderated by the type of work, which is determined by the workplace.

Originality/value

Even though, organizational culture is a major research topic little has been done in the context of public mental healthcare organizations. Further, for the case of Cyprus, it is the first time that such a study is carried out. The results presented in this paper may provide the foundation for measures to be taken for improving the existing operation of public mental healthcare organizations.

Details

Journal of Health Organization and Management, vol. 36 no. 1
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 June 2004

Siew Kim Jean Lee and Kelvin Yu

While many culture researchers have devoted numerous articles to the nature and definitions of culture, relatively fewer articles have contributed towards culture and performance…

63355

Abstract

While many culture researchers have devoted numerous articles to the nature and definitions of culture, relatively fewer articles have contributed towards culture and performance research. The purpose of this study is to investigate the possible relationships between corporate culture and organizational performance among Singaporean companies. The objectives of this study are twofold: first, it aims to investigate the validity of the culture construct. Can culture construct be operationalized along distinct, repeatable dimensions? Second, it attempts to assess how culture affects organizational performance. The organizational culture profile was used as the primary research instrument. Culture was found to impact a variety of organizational processes and performance. While more research remains to be done in this area, this study has demonstrated the power of culture in influencing organizational performance.

Details

Journal of Managerial Psychology, vol. 19 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 17 July 2018

Alexis Louis Roy and Christelle Perrin

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations…

3591

Abstract

Purpose

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence.

Design/methodology/approach

Culture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence.

Findings

These cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies.

Research limitations/implications

This study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence.

Practical implications

A combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts.

Social implications

The non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution.

Originality/value

The work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

Details

Journal of Organizational Change Management, vol. 34 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 18 July 2008

Jean‐Marie See and Elizabeth H. Kummerow

An important aim of this paper is to ascertain the extent to which students held realistic expectations about the work cultures they were soon to enter. The paper also aims to…

1013

Abstract

Purpose

An important aim of this paper is to ascertain the extent to which students held realistic expectations about the work cultures they were soon to enter. The paper also aims to investigate the link between value congruence (in relation to both work and work‐family values) and “expected” job satisfaction and organisational commitment, in the case of the students, and “actual” job satisfaction and organisational commitment, in the case of the professionals.

Design/methodology/approach

A questionnaire was used to survey a sample of final year BCom students from the University of Adelaide (n=52) and accounting professionals from the same city (n=50).

Findings

Significant person‐culture fit discrepancies, in relation to both work and work‐family values, were observed for both groups. For accountants, these were negatively associated with job satisfaction and organisational commitment. Students also expected to enter organisational cultures that supported work values that were significantly more supportive of these values than were the actual organisational cultures described by the accountants. For work‐family values, students' expectations, surprisingly, fell significantly short of what the accountants' actual experience suggested they would be likely to encounter.

Originality/value

A life stage interpretation of the findings for work‐family values is offered and consideration is given to their implications for a broadening of traditional conceptualisations of reality shock.

Details

Pacific Accounting Review, vol. 20 no. 2
Type: Research Article
ISSN: 0114-0582

Keywords

Article
Publication date: 11 April 2023

Sulafa Badi

This study explores the role of organisational culture in promoting collective coping strategies in construction project teams in the United Arab Emirates (UAE). Three collective…

Abstract

Purpose

This study explores the role of organisational culture in promoting collective coping strategies in construction project teams in the United Arab Emirates (UAE). Three collective coping strategies were examined, including problem-focused, relationship-focused and emotion-focused coping strategies.

Design/methodology/approach

O'Reilly et al.’s (1991) organisational culture profile (OCP) assessed organisational culture values. Data were collected through an online questionnaire from practitioners in the United Arab Emirates (UAE) construction organisations.

Findings

The findings show a high correlation between competitiveness culture values and problem-focused team coping strategy. Relationship-focused team coping strategy was found to have a high correlation with emphasis on rewards and performance orientation values. Conversely, an emotion-focused team coping strategy correlates highly with competitiveness, supportiveness and emphasis on rewards cultural values.

Research limitations/implications

The cross-sectional design of the survey and the UAE context may present limits to the generalisability of findings.

Practical implications

Limited attempts have been made to study collective coping in construction project teams. The study paves the path for exploring emergent socio-psychological concepts in construction organisations, including the impact of organisational culture on team collective coping with adverse events.

Originality/value

Understanding the pivotal impact of culture on successful team coping provides managers with valuable insights into managing situational adversity in construction project teams.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 3
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 8 June 2012

Iain L. Densten and James C. Sarros

The purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership.

3285

Abstract

Purpose

The purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership.

Design/methodology/approach

Several instruments were used to capture key concepts (i.e. Organisational Culture Profile, Marlowe‐Crowne Social Desirability Scale, Transformational Leadership Inventory, and Leader Reward and Punishment Questionnaire), which were examined using confirmatory factor analysis. Data were collected from 635 Australian CEOs.

Findings

The results of hierarchical multi‐regression analysis clarified the importance of self‐deception and impression management as influential context factors, and how both operate at the pinnacle of organisations. The study also identifies that transformational and transactional leadership behaviours were uniquely influenced by specific cultural dimensions, and suggests that CEOs use combinations of these behaviours to respond to four cultural dimensions (i.e. emphasis on rewards, performance orientation, innovation, and stability) in order to produce competitive advantages.

Research limitations/implications

The study highlights how CEOs are still vulnerable to conforming to the social norms of their organisation and also how CEOs use a repertoire of leadership behaviours, in response to the importance of different cultural dimensions.

Originality/value

The paper contributes to the leadership literature by directly addressing how context impacts on CEO leadership in three specific areas: social acceptance needs, demographics and culture. Further, the study investigates CEO transformational and transactional leadership behaviours rather than global constructs, and directly addresses the common method variance issue.

Details

Leadership & Organization Development Journal, vol. 33 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 20 April 2020

Faruk Bhuiyan, Kevin Baird and Rahat Munir

This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for…

2052

Abstract

Purpose

This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy.

Design/methodology/approach

The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of CSR practices and used structural equation modelling to analyse the developed hypotheses.

Findings

The findings provide evidence of the influence of the six different dimensions of organisational culture on the different dimensions of CSR practices. The findings highlight the diverse impacts (i.e. positive and negative) of CSR practices on organisational performance. The study also highlights the direct influence of organisational culture on both financial and non-financial performance. In particular, the outcome and team orientation culture are positively associated with non-financial and financial performance, respectively, while an innovative culture is negatively associated with both non-financial and financial performance.

Practical implications

The findings of the study provide practitioners, internal (i.e. the managers and business owners of both the local and multinational organisations) and external policy-makers, and foreign investors in an emerging economy with new insights into the role of an intra-organisational factor (i.e. organisational culture) in influencing the adoption of CSR practices and the subsequent impact of CSR practices on organisational performance.

Originality/value

Using the 52 guidelines of CSR practices provided by the Organisation for Economic Co-operation and Development, this study provides a unique empirical insight into the influence of organisational culture on CSR practices and the impact of CSR practices on organisational performance. The findings contribute to the limited CSR literature examining the influence of organisational culture on the adoption of CSR practices and its subsequent impact on organisational performance in an emerging economy.

Article
Publication date: 21 June 2011

Kevin Baird, Kristal Jia Hu and Robert Reeve

This study seeks to conduct an empirical analysis of the association between the dimensions of O'Reilly et al.'s organizational culture profile (OCP) measure with the extent of…

22072

Abstract

Purpose

This study seeks to conduct an empirical analysis of the association between the dimensions of O'Reilly et al.'s organizational culture profile (OCP) measure with the extent of use of total quality management (TQM) practices, measured using Kaynak's four core TQM practices (quality data and reporting, supplier quality management, product/service design, process management). In addition, the study examines both the direct and indirect association of Kaynak's four core TQM practices with operational (quality and inventory management) performance.

Design/methodology/approach

The study uses data obtained from a survey of 364 business units encompassing both the manufacturing and service industries in Australia.

Findings

The findings suggest that the cultural dimension teamwork/respect for people is the most important factor in enhancing the use of TQM practices, while more outcome oriented and innovative business units were also found to use TQM practices to a greater extent. While all four TQM practices were found to be interrelated, only three of the factors (supplier quality management, process management, and quality data and reporting) were found to help to achieve the operational performance goals.

Practical implications

A major implication of this study is that managers need to recognize the interdependencies between the core TQM practices and their relationships with operational (inventory management and quality) performance. Furthermore, the findings assist organizations by providing guidance as to the organizational culture that is conducive to TQM, thereby contributing to the achievement of desired operational outcomes.

Originality/value

The paper uses O'Reilly et al.'s OCP to empirically examine the association between organizational culture and TQM. In addition, the paper provides an insight into the multidimensionality of TQM practices and their effect on operational performance in Australia.

Details

International Journal of Operations & Production Management, vol. 31 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

1 – 10 of 66