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Article
Publication date: 10 November 2020

Diyang Wang and Hong Liu

Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a job-related…

1236

Abstract

Purpose

Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a job-related antecedent, job autonomy. Drawing on role identity theory and situational strength theory, the purpose of this paper is to propose that job autonomy relates to workplace loneliness via perceived insider status, a process moderated by perceived clan culture.

Design/methodology/approach

A two-wave survey served to collect data from 430 knowledge workers in 17 enterprises from several major cities in Eastern China.

Findings

Job autonomy relates to workplace loneliness via the mediation of perceived insider status. Specifically, job autonomy impacts positively on perceived insider status, which further reduces workplace loneliness. Besides, the relationship between perceived insider status and workplace loneliness is conditional on perceived clan cultureperceived insider status decreases workplace loneliness more effectively in the case of higher perceived clan culture. Furthermore, perceived clan culture moderates the mediating effect of perceived insider status.

Originality/value

This paper is among the few attempts to offer a comprehensive framework in which job and organizational characteristics combine to explain workplace loneliness. Moreover, the findings illustrate that perceived insider status and perceived clan culture complement each other in alleviating workplace loneliness.

Details

Chinese Management Studies, vol. 15 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 31 March 2022

Suwon Yim, Minyoung Kim and Yoonhee Park

The purpose of this study is to investigate the structural relationships between clan culture, perceived supervisor support, leadership competencies and subjective career success…

Abstract

Purpose

The purpose of this study is to investigate the structural relationships between clan culture, perceived supervisor support, leadership competencies and subjective career success among South Korean female managers.

Design/methodology/approach

A structural equation modeling was used to analyze the sixth wave of data from the Korean Women Manager Panel (KWMP) survey by the Korean Women’s Development Institute in South Korea. The panel respondents were 1,384 female managers in tenured positions at South Korean companies.

Findings

The results showed that clan culture and perceived supervisor support directly influenced female managers’ subjective career success and indirectly affected their subjective career success through leadership competencies at the same time.

Research limitations/implications

The respondents’ self-report can be a limitation as it can result in inflated outcomes in research findings. Even though no common method bias was found using Harmans’ single-factor test, the bias might not be removed completely. The study’s limitation includes the panel data and measures from KWMP, which constrained attempts to create constructs for measuring variables more precisely.

Originality/value

There is little research on the relationships between leadership competencies and other variables of female managers. The current study expanded the research on female managers’ leadership competencies by verifying that the leadership competencies play an important role in the relationships between clan culture, perceived supervisor support and subjective career success. The findings highlight that it is essential for female managers in South Korea to have supportive environments to receive fair treatment, demonstrate leadership competence in organizations and perform challenging tasks.

Details

Industrial and Commercial Training, vol. 54 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Abstract

Details

Accelerating Organisation Culture Change
Type: Book
ISBN: 978-1-78973-968-8

Open Access
Article
Publication date: 21 December 2021

Martin Karlsson, Fredrik Karlsson, Joachim Åström and Thomas Denk

This paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.

4842

Abstract

Purpose

This paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.

Design/methodology/approach

The survey using the Organizational Culture Assessment Instrument was sent to white-collar workers in Sweden (n = 674), asking about compliance with information security policies. The survey instrument is an operationalization of the Competing Values Framework that distinguishes between four different types of organizational culture: clan, adhocracy, market and bureaucracy.

Findings

The results indicate that organizational cultures with an internal focus are positively related to employees’ information security policy compliance. Differences in organizational culture with regards to control and flexibility seem to have less effect. The analysis shows that a bureaucratic form of organizational culture is most fruitful for fostering employees’ information security policy compliance.

Research limitations/implications

The results suggest that differences in organizational culture are important for employees’ information security policy compliance. This justifies further investigating the mechanisms linking organizational culture to information security compliance.

Practical implications

Practitioners should be aware that the different organizational cultures do matter for employees’ information security compliance. In businesses and the public sector, the authors see a development toward customer orientation and marketization, i.e. the opposite an internal focus, that may have negative ramifications for the information security of organizations.

Originality/value

Few information security policy compliance studies exist on the consequences of different organizational/information cultures.

Article
Publication date: 1 March 2012

Jeanine L. Parolini and Mark D. Parolini

Christian Churches in the United States are facing decline and, just like other organizations, must renew themselves. This study explores the culture of a successful Midwestern…

Abstract

Christian Churches in the United States are facing decline and, just like other organizations, must renew themselves. This study explores the culture of a successful Midwestern church and its climate for innovation in an effort to move this church toward renewal. Through multiple regressionanalysis, support was found for the literature’s claims that a strong adhocracy culture has a significantly positive relationship with climate for innovation. However, the findings offered startling support that a strong clan culture has an even greater significant correlation with climate for innovation. Interestingly, it was found that market and hierarchy cultures have a small inverse relationship with support for innovation, and also that market culture has a small inverse relationship with resource supply. These results have significant implications for churches, ministries, and other nonprofit leaders and their organizations.

Details

International Journal of Organization Theory & Behavior, vol. 15 no. 2
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 8 August 2016

Germano Reis, Jordi Trullen and Joana Story

The idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this paper is to test whether four types of perceived organizational…

5636

Abstract

Purpose

The idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this paper is to test whether four types of perceived organizational culture (hierarchical, clan, market, and adhocracy) influence employees’ authenticity and whether behaving more authentically at work influences the extent to which employees are engaged with their jobs.

Design/methodology/approach

The sample includes 208 professionals working in a variety of industries in Brazil. Hypotheses are tested using structural equation modeling.

Findings

Results indicate that environments that are perceived to be more inclusive and participative, and that incentivize autonomy (i.e. clan and adhocracy cultures) neither nurture nor inhibit authenticity. On the other hand, cultures perceived to emphasize stability, order, and control (i.e. hierarchy and market cultures) are negatively related to authenticity. In addition, employees who behave more authentically at work are more engaged with their jobs. Authenticity at work also mediates the relationship between hierarchical and market cultures and work engagement.

Originality/value

The authors address the call of Roberts et al. (2009) for more research associated with the role that the organizational context plays in the development of authenticity. With the focus on authenticity the authors broaden the range of work engagement antecedents already discussed in the literature (Christian et al., 2011).

Details

Journal of Managerial Psychology, vol. 31 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 4 December 2018

Taesung Kim and Jihyun Chang

The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship…

4739

Abstract

Purpose

The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time.

Design/methodology/approach

Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination.

Findings

Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2).

Research limitations/implications

The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations.

Practical implications

Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments.

Originality/value

The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.

Details

Leadership & Organization Development Journal, vol. 40 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 2 June 2021

Christine Elena Bianchi, Gerson Tontini and Giancarlo Gomes

This paper analyses the relationship between subjective well-being (SWB) and perceived organisational culture (POC) with the individual propensity to innovation (IPI).

Abstract

Purpose

This paper analyses the relationship between subjective well-being (SWB) and perceived organisational culture (POC) with the individual propensity to innovation (IPI).

Design/methodology/approach

To empirically test the hypotheses, the sample and data were collected through a cross-sectional survey with 614 professionals who work in Technological Knowledge-Intensive Business Service (T-Kibs) in Brazil. For data analysis, the authors applied the partial least squares path modelling (PLS-PM) algorithm.

Findings

The results identify that employees' perception of the organisational culture has a direct and indirect impact on the IPI. The perception of employees about the dimensions of clan and adhocracy of organisational culture influences the SWB of employees, which has a significant relationship with the individual propensity to innovation. Also, the perception of a market culture has a direct impact on the individual propensity to innovate. The results showed that the adhocracy culture has a more significant influence on the SWB of the female gender.

Originality/value

This work contributes to the expansion of scientific studies in the area of innovation, in addition to managerial contributions due to the identification of the factors that influence the IPI.

Details

European Journal of Innovation Management, vol. 25 no. 5
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 September 2016

Evelyn Suk Yi Looi, Richard Greatbanks and André M. Everett

The purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior…

1427

Abstract

Purpose

The purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health’s national measure “shorter stays in Emergency Departments.”

Design/methodology/approach

Primary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the “shorter stays” measure.

Findings

Many health organizations cite Ovseiko and Buchan’s (2012) preferred culture as an ideal model. However, this study’s findings indicate that most DHBs scored higher than the preferred score for “Hierarchical” and “Rational” cultures, and lower for “Clan” and “Developmental” cultures, and therefore calls into question the validity of this organizational profile as the “preferred” cultural state.

Research limitations/implications

This research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture.

Practical implications

The findings indicate that healthcare organizations should de-emphasize the dominant “Hierarchical” and “Rational” cultures, and promote “Clan” and “Developmental” cultures within their organizations as a means of potentially improving healthcare performance.

Originality/value

Organizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.

Details

Journal of Health Organization and Management, vol. 30 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 6 September 2023

Hooman Shahidi, Khairul Anuar Mohd Ali and Fazli Idris

The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of…

Abstract

Purpose

The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.

Design/methodology/approach

The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.

Findings

Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).

Research limitations/implications

The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.

Practical implications

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).

Social implications

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.

Originality/value

This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 12 no. 2
Type: Research Article
ISSN: 2049-3983

Keywords

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