scholarly journals Analyzing Existing and Targeted Culture Typologies in the Light of the Strategy Document in Foundation Universities: The Case of A Foundation University

2021 ◽  
Vol 11 (6) ◽  
pp. 40
Author(s):  
Serdar Samur ◽  
Merve Üsküplü
Keyword(s):  
Organizational Culture ◽  
Cultural Awareness ◽  
Market Competition ◽  
Methodological Approach ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Cultural Differentiation ◽  
Administrative Employees ◽  
The University

Universities are multi-cultural, complicated, social education organizations. The presence of academic and administrative employees at these organizations might result in cultural differentiation, which is influenced by changing environmental conditions and social change dynamics. The purpose of this research is to determine the foundation university's dominant current and targeted cultural typologies using a foundation university as an example and to compare them to the university's target culture typology based on an analysis of the university strategy document. This comparison will aid in defining the perspectives of the organization's members through the concept of culture to achieve the university's strategic goals. Also, the examination of the strategy document, mission, the vision of the university and at the same time questioning the organization members’ opinions about this topic fills a hole in the literature in terms of observing two sides of the coin; “rulers” and “ruled”. In addition, we need to start to gain knowledge about foundation universities’ organizational culture because we already know that cultural awareness is crucial for an organization lifetime and this knowledge comes from the analyses of it. Among the different approaches used throughout the world to define organizational culture, Cameron and Quinn's "Organizational Culture Assessment Instrument in Competing Values Framework" was employed in the study. This research was conducted with a multi-modal methodological approach by using both quantitative and qualitative methods together with the questionnaire and document analysis. According to the findings, university organization members' current (market-competition) and targeted (clan-collaboration) organizational culture typology interpretations diverge from the university's strategy on the same subject.

scholarly journals Organizational Culture Types that Academicians Associate with Their Institutions

2018 ◽  
Vol 7 (6) ◽  
pp. 161 ◽  
Author(s):  
Semra Kiranli Güngör ◽  
Hakan Şahin
Keyword(s):  
Organizational Culture ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Central Anatolia ◽  
Competing Values ◽  
Significant Difference ◽  
Framework Model ◽  
The University ◽  
Post Hoc ◽  
Demographic Features

This study, considering the sample of a university located in central Anatolia region, Turkey, aims to identify culture types that the academicians perceive in relevant with their institutions according to the 4 types of cultures (Clan, Adhocracy, Hierarchy, and Market) given in the Competing Values Framework by Cameron and Quinn. The study includes 205 academicians from different faculties and vocational schools as participants. The data was obtained from the Organizational Culture Assessment Instrument (OCAI) that has been prepared particularly for the research group. Analyzes of the data obtained in the study were carried out with statistical package programs as IBM SPSS Statistics 23 and Interactive Lisrel SSI 8.72. The demographic features of the academicians were determined with percentage and frequency analyzes and the mean and standard deviation statistics were used in determining the perception levels of organizational culture types which academicians associate with their universities. For the analysis of the differentiation of culture-type perception levels according to the demographic characteristics of the academicians, t-test, one-way ANOVA test, and post-hoc tests were performed. According to the findings obtained in the research, the most common type of organizational culture that academicians associate with their institution is the hierarchy culture that is presented in Competing Values Framework Model. There is no significant difference between participants' demographic features and their culture perceptions. According to the result of the research, rules, stability, predictability, and sustainable politics are at the forefront of the university. Employees are supervised by managers who tend to be good coordinators.

scholarly journals Relationship between institution status and the organizational culture of community health centres in Bali

2017 ◽  
Vol 5 (2) ◽  
pp. 135
Author(s):  
Maria Magdalena Zulian Puji Astuti ◽  
Made Sri Nopiyani ◽  
Pande Putu Januraga
Keyword(s):  
Organizational Culture ◽  
Sampling Technique ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Culture Model ◽  
Clan Culture ◽  
Health Centres ◽  
Education Levels ◽  
Public Service Agencies

Background and purpose: The adoption of an appropriate organizational culture model can be instrumental in ensuring the success of an institution. Currently, public health centres (PHCs) in Indonesia are being remodeled to function as independent units managed as regional public service agencies (BLUD). This study aims to determine whether there are differences in the organizational culture of BLUD PHCs with non BLUD PHCs.Methods: Survey was conducted with 142 staff from BLUD PHCs and with 109 staff from non BLUD PHCs, selected using stratified random sampling technique. Data were collected by completing the organizational culture assessment instrument (OCAI) according to the concept of Competing Values Framework (CVF) and analyzed descriptively to determine aspects of the organizational culture.Results: Staff at the BLUD PHCs presented with lower education levels, were older and with an average longer working period compared to staff at the non BLUD PHCs. A hierarchical organizational culture was found in three BLUD PHCs and in one BLUD PHCs, while the other two non BLUD PHCs indicated a tendency towards a clan culture. It is hoped that in the next two years all PHC will adhere to a clan organizational culture model.Conclusions: Significant differences in age, education and number of working years between BLUD PHCs and non BLUD PHCs determine the organizational culture model adopted. The current adopted organizational culture is hierarchical whereas a transition to clan culture is desired.

scholarly journals Validation of the Organizational Culture Assessment Instrument: An Application of the Korean Version

2010 ◽  
Vol 24 (2) ◽  
pp. 169-189 ◽  
Author(s):  
Yun Seok Choi ◽  
Minhee Seo ◽  
David Scott ◽  
Jeffrey Martin
Keyword(s):  
Organizational Culture ◽  
Psychometric Properties ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Professional Baseball ◽  
Sport Organizations ◽  
Competing Values ◽  
Korean Version ◽  
Scale Reliability ◽  
Organizational Culture Assessment Instrument

The purpose of this study was to examine the psychometric properties of the Korean version of the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). More specially, cultural equivalence between the Korean version and the original English version of the OCAI was evaluated using 39 bilingual Koreans. Next, a field test was conducted to examine scale reliability and construct validity of the Korean version of the OCAI using 133 organizational members from the Korean Professional Baseball League (KPBL). The findings indicate that the Korean version was successfully translated, items maintained the same meaning of the original OCAI items, and yielded acceptable psychometric properties making it applicable to Korean sport organizations.

Just How Competitive Are We? Managing Organizational Culture in a Canadian University Athletics Department

2019 ◽  
Vol 8 (S1) ◽  
pp. S21-S27
Author(s):  
Jules Woolf ◽  
Jess C. Dixon ◽  
B. Christine Green ◽  
Patrick J. Hill
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Sport Management ◽  
Collegiate Athletics ◽  
Competing Values Framework ◽  
Competing Values ◽  
South Central ◽  
Critical Issues ◽  
Management Students ◽  
The University

Christiaan Jacobs is the new Dean of Student Affairs at the University of South Central Ontario, which puts him in charge of the Department of Athletics and Recreation. Jacobs has learned that the hypercompetitive environment established by the athletic director, Nathan Scott, has been causing friction in many areas of the department, potentially resulting in the resignation of several long-term employees. As part of an organizational audit, he interviewed many employees and had them complete the Competing Values Framework questionnaire, the results of which were troubling. How should Jacobs lead this department forward and can he count on Scott to be supportive of the direction that he wants it to go? The purpose of this case is to introduce students to the importance of organizational culture and challenges to organizational change. Students will learn about the Competing Values Framework, change management, and have the opportunity to analyze qualitative and quantitative data in formulating responses to the case-guiding questions. This decision-focused case is suitable for use with upper division undergraduate and graduate sport management students in courses such as Organizational Behavior, Strategic Management, Collegiate Athletics Administration, and Critical Issues in Sport.

Analyzing the relationship between organizational culture and knowledge management dimensions in higher education libraries

2016 ◽  
Vol 49 (1) ◽  
pp. 57-68 ◽  
Author(s):  
Kumaresan Chidambaranathan ◽  
BS Swarooprani
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Research Design ◽  
Quantitative Research ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Organizational Culture Assessment Instrument ◽  
The Relationship

The purpose of this study is to examine the relationships between knowledge management dimensions and organizational culture types in higher education libraries in Qatar using the competing values framework. A descriptive, quantitative research design was employed to determine the correlation between the variables. Two research instruments are used in this study: (1) Organizational Culture Assessment Instrument and (2) Knowledge Management Assessment Instrument. The results of the study revealed that, while the culture types clan and market predicted the knowledge management dimensions of creation, capture, organization, storage and application, the culture types adhocracy and hierarchy predicted the knowledge management dimensions of storage and dissemination.

Part-Time Student Employees' Commitment: The Role of Culture Types

2016 ◽  
Vol 40 (1) ◽  
pp. 36-45 ◽  
Author(s):  
Janelle E. Wells ◽  
Leeann M. Lower
Keyword(s):  
Organizational Culture ◽  
Work Experience ◽  
Affective Commitment ◽  
Competing Values Framework ◽  
Sport Organizations ◽  
Competing Values ◽  
Student Employees ◽  
Part Time ◽  
The University

Part-time student employees fulfill vital roles for the university, while also gaining valuable work experience that direct perceptions and opportunities for future employment. This study examined the direct effect of organizational culture types on affective commitment of part-time student employees of college recreation departments. Specifically, using the Competing Values Framework (CVF), four major forms of organizational culture types (i.e., hierarchy, market, clan and adhocracy) were examined. Multiple regression was used to analyze the relationships. The findings from 442 part-time student employees revealed clan and adhocracy cultures were significant positive predictor variables of affective commitment in recreational sport organizations. These findings are practically relevant given the flexible state of life students experience while working in college.

scholarly journals Corporate real estate strategies and organizational culture

2018 ◽  
Vol 20 (3) ◽  
pp. 154-176 ◽  
Author(s):  
Ilir Nase ◽  
Monique Arkesteijn
Keyword(s):  
Organizational Culture ◽  
Real Estate ◽  
Principal Component ◽  
Competing Values Framework ◽  
Average Score ◽  
Competing Values ◽  
Content Type ◽  
Strategic Fit ◽  
Corporate Real Estate ◽  
Market Cultures

PurposeThe purpose of this paper is to investigate how strategic corporate real estate (CRE) management varies across different types of organizational culture. Additionally, the authors examine how a set of well-established strategies is categorized by CRE executives and investigate whether there have been any changes in priorities of managers’ rating in importance of these strategies compared to a post-GFC study. Design/methodology/approachA wide-scale survey of CRE managers was undertaken in summer 2016. Two key components of the survey are namely importance scoring of CRE strategies after the framework of Gibler and Lindholm (2012) and organizational culture assessment based on the competing values framework of Cameron and Quinn (2006). Analysis of CRE strategy importance is undertaken based on the average score comparison per each cultural family, and additional features are reported based on the industry sector, firm size and CRE department size. Principal component analysis is used to provide statistical evidence on the grouping of CRE strategies by practitioners. FindingsEmpirical evidence points toward a clear division on the organizational culture dimension that differentiates effectiveness criteria of flexibility and discretion from stability and control. More specifically, clan and adhocracy cultural types prioritize employee-centric CRE strategies, whereas hierarchy and market cultures consider “Reducing real estate cost” as their single most influential strategy. Research limitations/implicationsThe competing values framework has been adapted from the original ipsative scoring process to reflect the fact that only one respondent per firm assesses their organization’s culture. Practical implicationsThe findings of this study are useful to CRE managers striving for maximum strategic fit within their firms as they unveil clear patterns of CRE strategy prioritization among different organizational culture types. Originality/valueTo the authors’ best knowledge, this is the first study that analyzes the inter-relationships among CRE strategies and organizational culture variations. Additionally, the paper provides a categorization of CRE strategies through statistical methods that follow a clear pattern based on the scope of each strategy.

Spirituality, Administration, and Normativity in Current Church Organization

2013 ◽  
Vol 16 (2) ◽  
pp. 221-242
Author(s):  
Maria Ershova ◽  
Jan Hermelink
Keyword(s):  
Organizational Culture ◽  
Catholic Church ◽  
Qualitative Interviews ◽  
Interdisciplinary Approach ◽  
Competing Values Framework ◽  
Roman Catholic Church ◽  
Competing Values ◽  
Church Organization ◽  
Reformed Church ◽  
Science And Theology

Abstract The paper addresses issues regarding the current balance between spirituality and administration in different church denominations using an interdisciplinary approach which combines management science and theology. It presents a comparative study of organizational culture of the Roman Catholic Church, a Lutheran church, and a Reformed church with the use of the questionnaire based on the Competing Values Framework (Cameron/Quinn) and qualitative interviews with leading persons in church. The authors discuss the findings from two different but complementary perspectives: in relation to the four types of organizational cultures in the Cameron/Quinn framework, and as a result of the specific denominational semantics represented in the questionnaire used for the study. The results show how the question of modernity is reflected in organizational culture of churches, and how deeply the respondents’ perception of church is influenced by inherent normativity. One of the central conclusions is that religiously rooted normativity serves as an instrument of balancing the administrative and the spiritual in church.

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