Organizational culture and instructional innovations in higher education

2013 ◽  
Vol 42 (1) ◽  
pp. 136-158 ◽  
Author(s):  
Chang Zhu ◽  
Nadine Engels
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Instructional Innovations

Organizational Culture and Effectiveness in Higher Education: A Test of the “Culture Type” and “Strong Culture” Hypotheses

1996 ◽  
Vol 18 (3) ◽  
pp. 219-241 ◽  
Author(s):  
John C. Smart ◽  
Edward P. St. John
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Colleges And Universities ◽  
Independent Effect ◽  
Institutional Performance ◽  
Dominant Culture ◽  
Differential Effectiveness ◽  
Culture Strength ◽  
Four Year Colleges ◽  
Strong Culture

Two of the more promising lines of inquiry in efforts to understand the hypothesized linkage between organizational culture and effectiveness have focused on the differential effectiveness of organizations depending on their dominant culture type and their culture strength. The primary purpose of this study was to determine whether these two lines of inquiry operate in an independent or conditional manner in explaining the hypothesized linkage between organizational culture and the performance of a sample of four-year colleges and universities. The findings provide support for both lines of inquiry, albeit not entirely in a manner suggested by their respective proponents. For example, while culture type has a decidedly stronger independent effect on institutional performance than culture strength, the differences are clearly more pronounced on campuses with “strong” rather than “weak” cultures. The implications of these findings for research on and efforts to improve the performance of colleges and universities are discussed.

Organizational Culture in Higher Education

2017 ◽  
pp. 945-971
Author(s):  
Ali Rıza Erdem
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Organization Culture ◽  
Basic Assumptions ◽  
Higher Education Organizations ◽  
Autonomous Construction

Universities who are higher education organizations, have an academic and autonomous construction by performing education, basic and scientific researches, community's duty functions that they take on, they improve a particular organizational culture. The organizational culture that a university has makes it different from other universities by its values,basic assumptions and norms, leaders and heroes, symbols and language,stories and legends, ceremonies and customs. In this study, the terms organization and culture were clarified first and the culture of organization and organization culture in the higher education was studied afterwards.

Impact of Organizational Culture on Knowledge Management in Higher Education

2010 ◽  
pp. 1264-1292 ◽  
Author(s):  
Roberto Biloslavo ◽  
Mojca Prevodnik
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Social Process ◽  
Competing Values Framework ◽  
Knowledge Generation ◽  
Competing Values ◽  
Iterative Processes ◽  
Different Types

Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.

scholarly journals The role of organizational culture, knowledge sharing and job satisfaction in higher education

2020 ◽  
pp. 3957-3966
Author(s):  
Fahmi Jahidah Islamy ◽  
Tjutju Yuniarsih ◽  
Eeng Ahman ◽  
Kusnendi Kusnendi
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Sharing

Organizational culture and knowledge management processes: case study in a public university

2019 ◽  
Vol 49 (1) ◽  
pp. 35-53 ◽  
Author(s):  
Iman M. Adeinat ◽  
Fatheia H. Abdulfatah
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Public University ◽  
Equation Modeling ◽  
Management Process ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The purpose of this paper is to examine knowledge management interrelationships in higher education institutions and to assess the impact of the university’s culture on knowledge management processes: creation, dissemination, exchange and application. Design/methodology/approach The proposed model establishes the relationships between organizational culture (OC) and knowledge management processes in a single framework. The study used the organizational culture assessment instrument to determine the culture type and used structural equation modeling to assess the underlying relationships between knowledge management process and OC. Findings The results of the factor analysis used in this study suggest that adhocracy organizational culture, in which an organization is characterized by emphasis on individual initiative and employee empowerment, may not necessarily affect all knowledge management processes equally. In particular, an organization’s culture principally influences the knowledge creation process, followed by knowledge exchange, in a public university setting. Originality/value The study provides a comprehensive outlook on the effect of adhocracy culture in higher education on the knowledge management process through the lens of one cultural context. In addition, this is the first study that explores the OC effect on knowledge management process in a Saudi public university.

scholarly journals Organizational Culture: A Case Study Measuring the Importance and Presence of Organization Values at a Higher Education Organization in Saudi Arabia

2018 ◽  
Vol 7 (1) ◽  
pp. 56
Author(s):  
Hussein M. Reda
Keyword(s):  
Higher Education ◽  
Saudi Arabia ◽  
Organizational Culture ◽  
Organization Culture ◽  
Primary Data ◽  
Common Values ◽  
Area Of Interest ◽  
Education Organization ◽  
Values And Beliefs ◽  
Higher Education Organizations

This paper presents the findings of a study that was conducted to investigate the levels of organizational culture values that are present in students and instructors in a higher education organization in Saudi Arabia. A Survey was prepared and conducted to obtain primary data from students and instructors perception of thirty two basic and common values that are relevant to the study of organizational culture. The study findings gives valuable insights into how students and instructors see the importance and presence of organizational values and beliefs in the organization. Moreover, the enthusiasm of instructors and students gave a clear indication of how significantly important the surveys were to them. Higher education organizations may look at this paper’s findings and may choose to apply its methodology to their organization and utilize its outcomes to better understand and then improve their organizational culture. Finally, this study provide a thorough investigation of a higher education organization culture by ranking the thirty two common values and measures their presence in the students and instructors community. The study will hopefully open an area of interest that could provide considerable insight for researchers interested in this topic.

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