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1 – 10 of over 93000
Article
Publication date: 1 October 2003

Zabid Abdul Rashid, Murali Sambasivan and Juliana Johari

This paper examines the influence of corporate culture and organisational commitment on financial performance in Malaysian companies. Based on the work of Deshpande and Farley on…

57031

Abstract

This paper examines the influence of corporate culture and organisational commitment on financial performance in Malaysian companies. Based on the work of Deshpande and Farley on corporate cultural types and Allen and Meyer on organisational commitment, a structured questionnaire was developed and self‐administered to managers in Malaysian companies. A total of 202 managers in public listed companies participated in the study. The results show that there is a significant correlation between corporate culture and organisational commitment. Both corporate culture type and organisational commitment have an influence on the financial performance of these companies. The implications of the study are also discussed.

Details

Journal of Management Development, vol. 22 no. 8
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 5 July 2021

Jaekyo Seo and Suhyung Lee

This paper explores how organizational culture type and cultural satisfaction are associated with employee referral intention.

1337

Abstract

Purpose

This paper explores how organizational culture type and cultural satisfaction are associated with employee referral intention.

Design/methodology/approach

A total of 1,789 online reviews on glassdoor.com of nine companies from the three industries were collected. Applying directed content analysis based on the competing values framework (CVF) to identify the organizational culture type that employees perceived, the authors conducted a hierarchical logistic regression analysis to test the proposed hypotheses.

Findings

Cultural satisfaction significantly increased the probability of employee referral intention. However, the moderating effect of organizational culture type on the relationship between cultural satisfaction and employee referral intention was not statistically significant.

Research limitations/implications

Direct content analysis is beneficial for capturing the dominant organizational culture type that employees perceive through online reviews created by employees. However, this method prevents this study from fully enjoying the benefits of big data even though this study collected data from a big data source.

Practical implications

The authors’ findings imply that cultural satisfaction plays a more important role in organizational outcomes than culture type itself. Thus, when managers and practitioners plan to change culture, they need to establish organizational culture aligned with organizational strategies and consider how to increase cultural satisfaction.

Originality/value

Many organizational culture studies have usually focused on exploring organizational culture type to impact organizational outcomes considering culture perception as cultural satisfaction. This study created empirical evidence of the role of cultural satisfaction in organizational outcomes such as employee referral intention by exploring the interaction effect of organizational culture type and cultural satisfaction.

Details

Journal of Organizational Change Management, vol. 34 no. 5
Type: Research Article
ISSN: 0953-4814

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 the…

7498

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.

Article
Publication date: 31 May 2011

Visvalingam Suppiah and Manjit Singh Sandhu

This research aimed at investigating the influence of organisational culture types on tacit knowledge sharing behaviour in Malaysian organisations.

22151

Abstract

Purpose

This research aimed at investigating the influence of organisational culture types on tacit knowledge sharing behaviour in Malaysian organisations.

Design/methodology/approach

Survey data was collected from 362 participants from seven organisations. Multiple regression was used to assess the research model.

Findings

The research findings indicate that organisational culture types influence tacit knowledge sharing behaviour and that such influences may be positive or negative depending on the culture type.

Research limitations/implications

The study only investigated seven organisations. A larger sample size may be necessary for a study of this nature. Aside from this the ipsative rating scale was not clearly understood by the respondents resulting in scoring errors by some.

Practical implications

Knowledge is considered the one and only distinct resource and is crucial for an organisation to sustain its competitive advantage. Determining the organisation's culture type will allow managers to implement, among the myriad knowledge sharing activities, the ones that would be more appropriate and relevant to the organisational culture.

Originality/value

Most of the knowledge in organisations is in tacit form. There is a dearth of literature on the influence of organisational culture types on tacit knowledge sharing behaviour. Aside from theoretical contributions, the findings of this study have the potential to assist organisations to unlock economic value from knowledge embedded in the minds of its employees.

Details

Journal of Knowledge Management, vol. 15 no. 3
Type: Research Article
ISSN: 1367-3270

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: 10 July 2018

Fauzia Jabeen and Adrienne A. Isakovic

The purpose of this paper is to examine the impact of organizational culture on trust in top management and career satisfaction. The concept of culture was split into four types

2102

Abstract

Purpose

The purpose of this paper is to examine the impact of organizational culture on trust in top management and career satisfaction. The concept of culture was split into four types: “clan,” “adhocracy,” “hierarchy” and “market.”

Design/methodology/approach

A self-administered questionnaire was used to collect data from 128 mid-level managers in ten public sector organizations in the United Arab Emirates (UAE). The questionnaire included demographic questions and three established scales to measure culture type, trust in top management and career satisfaction. Correlation and regression analysis were used to examine relationships between variables.

Findings

Respondents from “clan” and “adhocracy”-type organizations tended to have more trust in top managers than those from other culture types. Respondents from “clan”-type organizations also had greater career satisfaction. Only a clan-type organizational culture significantly predicted career satisfaction.

Research limitations/implications

The study is based on a small number of mid-level managers working in ten public sector organizations. This limits the generalizability of the results. Future studies should examine both public and private sector organizations operating in various industries across the UAE, to increase the generalizability of the findings. The study results will assist organizational policy makers who wish to transform their organizational culture to one that will increase the career satisfaction of managerial staff and their trust in senior managers.

Originality/value

The study contributes to the literature on organizational culture, particularly on the relationship between trust and career satisfaction in the public sector in the UAE.

Details

Employee Relations, vol. 40 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 20 December 2018

Rassel Kassem, Mian Ajmal, Angappa Gunasekaran and Petri Helo

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency…

2993

Abstract

Purpose

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Design/methodology/approach

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Findings

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

Research limitations/implications

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

Originality/value

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

Details

Benchmarking: An International Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 11 January 2016

Ramona Palos and Vesna Veres Stancovici

This study aims at identifying the presence of the dimensions of learning capabilities and the characteristics of a learning organization within two companies in the field of…

8328

Abstract

Purpose

This study aims at identifying the presence of the dimensions of learning capabilities and the characteristics of a learning organization within two companies in the field of services, as well as identifying the relationships between their learning capability and the organizational culture.

Design/methodology/approach

This has been a transversal study on a convenience sample of 64 employees from two companies. The questionnaires’ purpose was to identify and assess organizational learning capability, dimensions of the learning organization and the role of organizational culture.

Findings

The results showed a better represented capability of organizational learning and a more evident presence of the dimensions that characterize a learning organization within a private company. Also, the type of organization is a moderator for the relationship between the hierarchical culture and adhocracy on one hand and the dimension of experimenting organizational learning on the other hand, but also between the market culture and dialogue dimension.

Research limitations/implications

The reduced dimension and the structure of the sample or using certain self-report-type questionnaires represent some of the limits of this study.

Practical implications

The results highlight the way the type of organization and the organizational cultures influence the factors that facilitate learning. Knowing this allows the specific intervention upon those factors that can contribute to the increase of the organizational learning capabilities.

Originality/value

The study depicts the factors that make a difference on the learning and action level of the organizational culture in two different organizational realities: a public one with local top management and a private one with foreign top management.

Details

The Learning Organization, vol. 23 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 21 March 2016

Debby Willar, Bambang Trigunarsyah and Vaughan Coffey

The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of…

3698

Abstract

Purpose

The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of this paper is to assess the organisational culture profiles of Indonesian construction companies, and to examine the influence of the companies’ organisational culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables.

Design/methodology/approach

The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying culture.

Findings

Within the examination among the QMS variables, it was found that problematic issues associated with the implementation of QMS-ISO 9001:2008 in Indonesian construction companies can affect the implementation of the QMS and contribute to the lower level of companies’ business performance. It was also found that there is no significant relationship between the QMS implementation and the companies’ business performance. By using the Competing Values Framework diagram, it was found that most of the construction companies’ organisational culture is characterised by a Clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s success is defined; the leadership style is Hierarchy-focused, while the organisation’s strategy is Market type. It was also found that different culture profiles have different influences on the QMS implementation.

Originality/value

A strong mixed Hierarchy and Market culture needs to be developed within the construction companies in Indonesia, as the driver to support proper and successful implementation of their QMS in order to enhance business performance in a quality performance-oriented Indonesian construction industry.

Details

Engineering, Construction and Architectural Management, vol. 23 no. 2
Type: Research Article
ISSN: 0969-9988

Keywords

Open Access
Article
Publication date: 30 March 2021

Katarzyna Piwowar-Sulej

Organizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions…

15894

Abstract

Purpose

Organizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?

Design/methodology/approach

The author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.

Findings

Project managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.

Research limitations/implications

Future research should investigate other industries and other typologies of organizational culture.

Practical implications

The paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.

Originality/value

This study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.

Details

International Journal of Managing Projects in Business, vol. 14 no. 6
Type: Research Article
ISSN: 1753-8378

Keywords

1 – 10 of over 93000