The relationship between organisational culture, organisational climate and managerial values

1999 ◽  
Vol 12 (7) ◽  
pp. 548-564 ◽  
Author(s):  
Joseph Wallace ◽  
James Hunt ◽  
Christopher Richards
Keyword(s):  
Organisational Culture ◽  
Managerial Values ◽  
Organisational Climate ◽  
The Relationship

scholarly journals The relationship between organisational culture and financial performance: Some South African evidence

1998 ◽  
Vol 29 (1) ◽  
pp. 30-40 ◽  
Author(s):  
W. Z. Van Der Post ◽  
T. J. De Coning ◽  
E. V.D.M. Smit
Keyword(s):  
Financial Performance ◽  
South African ◽  
Corporate Culture ◽  
Organisational Culture ◽  
Managerial Values ◽  
Beliefs And Values ◽  
The Individual ◽  
The Relationship ◽  
And Task

Although statistical evidence seems to be lacking. it is at present widely acknowledged that organisational culture has the potential of having a significant effect on organisational performance. An analysis of sustained superior financial performance of certain American organisations has attributed their success to the culture that each of them had developed. It has been proposed that these organisations are characterised by a strong set of core managerial values that define the ways in which they conduct business. how they treat employees, customers, suppliers and others. Culture is to the organisation what personality is to the individual. It is a hidden but unifying force that provides meaning and direction and has been defined as the prevailing background fabric of prescriptions and proscriptions for behaviour, the system of beliefs and values and the technology and task of the organisation together with the accepted approaches to these. Recent studies have indicated that corporate culture has an impact on a firm's long-term financial performance: that corporate culture will probably be an even more important factor in determining the success or failure of firms in the next decade; that corporate cultures that inhibit long-term financial performance are not rare and that they develop easily. even in firms that are staffed by reasonable and intelligent people; and that corporate cultures, although difficult to change, can be made more performance enhancing. The purpose of this study, therefore, was to establish the statistical relationship between organisational culture and financial performance.

Structural Mediation Model of Information System and Sustainable Performance of UAE Manufacturing Sector

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Mohamed Ahmed Darwish Abdulla Larii ◽  
◽  
Fatma Ahmed Lari ◽  
Mohamed Ahmed Darwish Abdulla Lari ◽  
◽  
...  
Keyword(s):  
Information System ◽  
Manufacturing Sector ◽  
Organisational Culture ◽  
The Body ◽  
Mediating Effect ◽  
Operational Performance ◽  
Manufacturing Companies ◽  
Mediation Model ◽  
Sustainable Performance ◽  
The Relationship

This study intends to find out the mediating effect of organisational culture on the relationship between information system and sustainable performance of manufacturing sector in UAE. This study used AMOS-SEM software to develop mediation model that linking the mediating relationships between Information System, Organisational Culture and Sustainable operation Performance. Data was collected through questionnaire survey among the operation staff of Abu Dhabi manufacturing companies. A total 250 questionnaires were distributed however 205 were returned and only 200 are valid which indicates a response rate of 80%. The analysis found that TPS has positive but not significant effect to SP; OIS has positive but not significant effect to SP; FMW has a positive and significant effect on SP; SDS has a negative and not significant effect to SP and SP has positive but not significant effect OC. For the path relationship between the four exogenous variables (TPS, OIS, SDS, and FMW) and the mediator variable (OC), the results are TPS has positive and significant effect to OC; OIS has positive but not significant effect to OC; FMW has positive and significant effect to OC and SDS has positive and not significant effect to OC. Collectively, the five exogenous constructs (TPS, OIS, SDS, FMW and OC) explained 89% variation in operational performance and 86% of the variation in organisational culture. However, for a mediator, it was found that OC has no significant mediating effect on the relationship between TPS and SP; OC has no significant mediating effect on the relationship between OIS and SP; OC has no significant mediating effect on the relationship between SDS and SP and OC has no significant mediating effect on the relationship between FMW and SP. it can be concluded that there is a positive relationship between information system dimensions and operational performance. However organizational culture has no contributing any mediating effect to the relationship. These findings have contributed to the body of knowledge and could be shared among the UAE manufacturing practitioners.

scholarly journals Organisational Culture and Corporate Performance: Empirical Evidence from Nigeria

2010 ◽  
Vol 5 (2) ◽  
Author(s):  
Olu Ojo
Keyword(s):  
Corporate Performance ◽  
Organisational Culture ◽  
Vital Role ◽  
Study Data ◽  
Primary Data ◽  
Cultural Norms ◽  
Organisational Performance ◽  
Business Context ◽  
Research Article ◽  
The Relationship

The purpose of this research article is to examine various concepts on organisational culture and strives to ascertain the importance of the relationship between organisational culture and corporate performance in a business context. The study adopted survey research design. The population of this study is the entire employees of Nigerian commercial banks. Primary data were used for this study. Data were collected through a questionnaire that was administered to the selected respondents, The two hypotheses proffered were tested and relevant recommendations were made. The conclusion drawn from the study is that organisational culture plays a vital role in an organisation’s general performance. This study contributes to organisational culture’s literature by showing that employees would commit themselves to organisational goals and work actively in achieving those goals when they buy into cultural norms of the organisation and thus increase organisational performance.

Factors Affecting Organisational Learning: The Case of a Medical Centre

2021 ◽  
pp. 097206342110352
Author(s):  
Orit Shamir-Bladerman
Keyword(s):  
Organisational Culture ◽  
Organisational Learning ◽  
Self Report ◽  
Common Method ◽  
Learning Mechanisms ◽  
Medical Department ◽  
Large Hospital ◽  
Common Method Bias ◽  
Method Bias ◽  
The Relationship

Despite many studies that examined the relationship between organisational learning and organisational culture, none examined whether the levels of learning differ within a given organisation and if so, what factors lead to this difference. This article is based upon a study on organisational learning and investigates the relationship among organisational learning, culture and structure. Quantitative research was conduct on organisational learning practices in 17 medical departments of a large hospital in Israel. Three main categories of variables were examined: mapping the learning mechanisms, characterising the organisational culture and examining the organisational structure of various departments. Organisational learning was measured by means of a set of organisational learning mechanisms used in each medical department. Because data were collected from individuals, it was necessary to control and overcome self-report and common method bias. Reverse scoring of items, the use of variation in wording of items and guaranteeing anonymity to respondents helped control common method bias. As expected, it was found that those departments do differ one from the others by the extent to which organisational learning mechanisms are systematically used. The article further presents and discusses the effects of some structural and cultural factors upon levels of organisational learning on those departments. Both the method and the results of this research differ from previous studies of organisational learning; thus, the article sheds a new light on the concept of organisational learning. The study points to the importance and need of organisations to adopt a culture that encourages use of these organisational learning mechanisms to create effective and ongoing organisational learning. Increasing awareness among hospital departments of organisational learning as an essential process for coping with environmental change is also an important practical contribution.

The relationship between the level of a corporation’s public disclosure of its managerial values and its level of organizational authenticity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alain Neher ◽  
Alfred Wong ◽  
Morgan P. Miles
Keyword(s):  
Public Information ◽  
Annual Reports ◽  
Maturity Model ◽  
Policy And Practice ◽  
Corporate Values ◽  
Content Type ◽  
Managerial Values ◽  
Public Corporations ◽  
Espoused Values ◽  
The Relationship

Purpose This study aims to explore if corporations that publicly disclose more information about their managerial values are also more organizationally authentic in enacting these values. Design/methodology/approach A maturity model of managerial values is used that ordinally ranks a corporation’s level of managerial values enactment using corporate annual reports. The samples of corporations’ corporate reports are qualitatively content analyzed, and the outcomes are statistically tested. Findings The findings indicate that as an organization voluntarily discloses more information about its corporate values, it tends to be more likely to enact their espoused values, and their corporation’s level of organizational authenticity increases. Originality/value This study suggests an approach to benchmark a corporation’s level of organizational authenticity using public information, and by doing so, contributes to both policy and practice by offering a framework to compare organizational authenticity between public corporations by their sector, size or the age of the corporation.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

2019 ◽  
Vol 50 (1) ◽  
pp. 75-93 ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Organisational Culture ◽  
Moderating Effect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated. Design/methodology/approach Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses. Findings This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting. Originality/value Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

scholarly journals The relationship between organisational climate and employee satisfaction in a South African information and technology organisation

2010 ◽  
Vol 36 (1) ◽  
Author(s):  
Monia L. Castro ◽  
Nico Martins
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
South African ◽  
Factor Model ◽  
Strong Positive Correlation ◽  
Line Managers ◽  
Convenience Sample ◽  
Organisational Climate ◽  
Exploratory Factor Analyses ◽  
The Relationship

Orientation: Organisational climate and job satisfaction are distinct but related constructs, and both appear to influence employees’ understanding of the work environment and their level of job satisfaction.Research purpose: The objective of this study was to explore the relationship between organisational climate and job satisfaction to determine whether employees’ perceptions of the work environment influence their level of job satisfaction.Motivation for the study: Organisations are facing more challenges than ever before. These challenges are not unique to any specific organisation or industry, but affect all organisations.Organisational climate in particular is constantly challenged by changes impacting organisations today.Research design, approach and method: An organisational climate questionnaire was administered to a convenience sample of 696 employees from a population of 1453 employees working in three regions in which the organisation was operational. Confirmatory and exploratory factor analyses were used to investigate the structure of the climate model.Main findings: The revised 12-factor model (after the confirmatory factor analysis) fitted the data best and the researchers therefore decided to proceed with the revised 12-factor model (11 dimensions) for further analysis. A stepwise regression was conducted and nine dimensions of organisational climate were found to predict job satisfaction. The results indicated a strong positive correlation (r = 0.813, p< 0.01) between organisational climate and the dependent variable of job satisfaction.Practical implications: This study provided support for the view that line managers and human resource practitioners should be aware that different biographical groups have different needs that can influence their job satisfaction levels and different perceptions of the climate within the organisation and that this impacts on their behaviour.Contribution: The findings of this study indicated a positive relationship between organisational climate scores and job satisfaction scores and thus, regardless of how the dimensions are perceived, organisational climate has an influence on job satisfaction.

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