scholarly journals Organizational culture types and individual readiness for change: evidence from Indonesia

2019 ◽  
Vol 2 (2) ◽  
pp. 86
Author(s):  
Aktsar Hamdi Tsalits ◽  
Gugup Kismono
Keyword(s):  
Organizational Culture ◽  
Stock Market ◽  
Readiness For Change ◽  
Future Research ◽  
Test Results ◽  
Market Culture ◽  
Clan Culture ◽  
Market Test ◽  
Positive Effect ◽  
Simple Regression

This study aims to examine the effect of organizational culture types on individual readiness for change in Indonesia as a country with high collectivism. Specifically, this study examines the effect of four types of culture namely clan, adhocracy, market, and hierarchy on individual readiness for change. The sample of this study was 264 employees of XYZ Company, a family company in Indonesia that made changes by releasing part of its shares into the stock market. Test results using simple regression support the hypothesis that clan culture and adhocracy have a positive effect on individual readiness for change. However, the influence of market culture and hierarchy on individual readiness for change was also found to be positive instead of negative as hypothesized. Discussions and suggestions for future research are presented.

scholarly journals THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND FINANCIAL PERFORMANCE AMONG HIGH-MEDICAID NURSING HOMES

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S698-S698
Author(s):  
Robert Weech-Maldonado ◽  
Akbar Ghiasi ◽  
Ganisher K Davlyatov ◽  
Justin C Lord ◽  
Jane Banaszak-Holl
Keyword(s):  
Organizational Culture ◽  
Nursing Home ◽  
Nursing Homes ◽  
Financial Performance ◽  
Working Environment ◽  
Future Research ◽  
Market Culture ◽  
Operating Margin ◽  
Clan Culture ◽  
The Relationship

Abstract This study examines the relationship between organizational culture and financial performance of high Medicaid census (70% or higher) nursing homes (NHs). Based on the Competing Values Framework, there are four types of organizational culture: clan culture (friendly working environment); adhocracy culture (dynamic/creative working environment); market culture (results-based organization); and hierarchy culture (formalized/structured work environment). This study used facility survey data from approximately 324 nursing home administrators (30% response rate) from 2017- 2018, merged with secondary data from LTCFocus, Area Health Resource File, and Medicare Cost Reports. The dependent variable consisted of the operating margin, while the independent variable comprised type of organizational culture. Control variables were organizational (ownership, chain affiliation, size, occupancy rate, and payer mix), and county-level factors (Medicare Advantage penetration, income, education, unemployment rate, poverty, and competition). Multivariable regression was used to model the relationship between organizational culture type and financial performance. Regression results show that compared to a market culture, a hierarchy culture was associated with an 11.8 % lower operating margin, a clan culture with a 10.6% lower operating margin, and a non-dominant culture with 11.4% lower operating margin. Organizational culture is associated with financial performance among high Medicaid facilities, with market cultures outperforming other organizational cultures. Given increasing competition in the nursing home market and declining resources for high Medicaid nursing homes, facilities with a more external orientation and focus on results may be able to perform better financially. Future research should examine the effect of organizational culture on quality of care.

scholarly journals Organizational Culture and Its Relationship with Employee Stress, Enjoyment of Work and Productivity

2020 ◽  
Vol 12 (2) ◽  
pp. 14
Author(s):  
Janna Olynick ◽  
Han Z. Li
Keyword(s):  
Organizational Culture ◽  
Online Survey ◽  
Well Being ◽  
Organizational Leaders ◽  
Staff Members ◽  
Work Related ◽  
Market Culture ◽  
Clan Culture ◽  
Related Stress ◽  
The Impact

Despite a recent resurgence in the study of organizational culture, insufficient attention has been paid to the impact of the types of organizational culture on employee well-being and productivity in Canadian settings. This study investigated which types of organizational culture are most closely related to employee levels of work-related stress, enjoyment of work and self-perceived productivity. A secondary research interest was to identify the dominant culture type at the studied university in northern Canada. A total of 193 staff members from various departments (e.g., academic services, facilities, student life) completed an online survey containing questions on organizational culture, stress, enjoyment of work and productivity. Three intriguing findings were generated from the data: (1) All four types of organizational culture – clan, hierarchy, adhocracy, market – were identified at the institution; (2) the hierarchy culture was most prevalent, followed by the adhocracy culture, the market culture and then the clan culture; and (3) the type of organizational culture was significantly related to stress, enjoyment of work and productivity. Employees working in a clan culture reported the lowest levels of stress, and highest levels of enjoyment and productivity, followed by those in the adhocracy and hierarchy cultures, lastly the market culture. Important implications include: (1) Organizational leaders need to take into account the role organizational culture plays in employee well-being and workplace functioning, and (2) Organizational leaders should implement strategies to create a workplace culture that promotes employee well-being and productivity.

scholarly journals Features of students’ perception of a university’s organizational culture depending on their organizational identification

2019 ◽  
Vol 3 (3) ◽  
pp. 40-52
Author(s):  
Valeria O. Pomyalova ◽  
Natalia V. Volkova
Keyword(s):  
Organizational Culture ◽  
Organizational Identification ◽  
Academic Career ◽  
Assessment Instrument ◽  
Staff Members ◽  
Market Culture ◽  
Clan Culture ◽  
Postgraduate Studies ◽  
The University ◽  
Current Reality

In the current reality, the higher education as the trajectory for the academic career faces particular difficulties. There is a downward trend regarding the number of young academic specialists — a negative factor for the entire educational system. The discussed problem may arise according to various reasons: changes in the law sphere or peculiarities of the educational organization activity. Both Western and Russian researchers conclude that the relations between an organization and its staff members are the key aspect of their loyalty. Thus, this article aims to examine the connection of a university organizational culture perception by the students with different types of identification demonstrated. The authors study the peculiarities of students’ perception of the university organizational culture. Altogether, 118 students participated in questionnaires that measure organizational culture with Organizational Culture Assessment Instrument and four types of identification with the university. The findings show the gap between students’ current and preferred perception of the university organizational culture. Consequently, the dominance of market culture that contradicts the desired “clan” culture orientation with the values of friendly and close relations environment, may influence the choice of academic career and postgraduate studies.

Organizational culture as moderator in the relationship between organizational reward on knowledge sharing and employee performance

2019 ◽  
Vol 38 (7) ◽  
pp. 538-560 ◽  
Author(s):  
Abdul Rohim ◽  
I Gede Sujana Budhiasa
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Municipal Government ◽  
Employee Performance ◽  
Content Type ◽  
Local Agency ◽  
Market Culture ◽  
Clan Culture ◽  
Organizational Rewards ◽  
The Relationship

Purpose The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government. Design/methodology/approach The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division. Findings Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing. Originality/value This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).

No longer a family

2019 ◽  
Vol 39 (1) ◽  
pp. 82-96
Author(s):  
Maria S. Plakhotnik ◽  
Natalia V. Volkova
Keyword(s):  
Organizational Culture ◽  
Organizational Identification ◽  
Teaching And Learning ◽  
Online Survey ◽  
Content Type ◽  
New Employees ◽  
Market Culture ◽  
Clan Culture ◽  
English Medium Instruction ◽  
The Impact

Purpose The purpose of this paper is to examine the impact of a perceived organizational culture on organizational identification and commitment of employees of a Russian university that is transforming to become an English-medium instruction (EMI) university. Design/methodology/approach Data were collected between February and March 2018, via an online survey that was disseminated among 115 new employees; 90 were completed and used for analyses. The survey included three scales. Findings Employees of the EMI university perceived its culture as market, which is not a common characteristic of universities that usually have a clan culture. The study has also demonstrated a discrepancy between the perceived (market) and the preferred (clan) organizational culture. The study has also showed that a clan, and not a market, culture strengthens employee organizational commitment and identification. Originality/value Most research has examined EMI universities from the perspectives of teaching and learning. This study contributes to the limited conceptual and theoretical base around these universities by examining their processes from a perspective of management. This paper suggests that the adoption of English as a medium of instruction requires organizational change that leads to change in organizational culture.

Study from Spain shows how clan and adhocracy cultures help to foster the internal CSR practices which improve worker happiness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Culture ◽  
Health And Safety ◽  
Content Type ◽  
Industrial Companies ◽  
Market Culture ◽  
Company Culture ◽  
Positive Effect ◽  
Practical Implications ◽  
Employee Happiness

Purpose The authors felt there was a lack of prior evidence about the antecedents of internal CSR and its relationship with employees’ happiness. The study considered the role of organizational culture as a determinant of internal CSR actions. Design/methodology/approach The authors questioned 921 employees of companies from various sectors in Spain. The respondents mainly worked for service and industrial companies with fewer than 50 employees and an annual turnover above 250,000 euros. They were mostly men, mainly well-educated and the average age was 38.5. They were surveyed using a questionnaire with 59 questions assessing internal CSR processes (20 items), organizational culture (24 items) and employee happiness (15 items). Findings The results showed that clan and adhocracy cultures are positively and significantly associated with internal CSR practices. In the case of hierarchy culture, it is positively related to adaptability to change and occupational health and safety. But the results did not support the hypotheses related to market culture as only its relationship with adaptability to change was positive. The data also indicated the significant and positive effect of internal CSR on employee happiness. Originality/value The authors believe their study has implications for practitioners and policymakers. They argue that organizations should try to develop cultures that help to promote internal CSR, which means adhocracy and clan. Meanwhile, there are also practical implications for researchers. First, the model integrates happiness, which is rare in CSR studies. Second, the study addresses a gap in the research about how company culture acts as an antecedent to internal CSR. Third, the study generates knowledge about internal CSR from the perspective of employees.

scholarly journals TAX AMNESTY

2016 ◽  
Vol 4 (2) ◽  
Author(s):  
Suyanto Suyanto ◽  
Pasca Putri Lopian Ayu Intansari ◽  
Supeni Endahjati
Keyword(s):  
Tax Compliance ◽  
Descriptive Study ◽  
Quantitative Approach ◽  
Test Results ◽  
Tax Amnesty ◽  
The Individual ◽  
Positive Effect ◽  
Simple Regression

This study aims to determine the taxpayer's perception about the Tax Amnesty to compliance of the individual taxpayer. The nature of this research is a descriptive study with a quantitative approach. The method of analysis in this research is to use simple regression. Questionnaires are processed a total of 41 questionnaires. Results from this study is the perception Taxpayer positive effect on tax compliance. Based on test results, the obtained value of t arithmetic amounted to 3.244 higher than the t value is 1.6829 with a significance value of 0.002, thus Ha supported. Keyword: Tax Amnesty Program, Taxpayer’s Complience.

scholarly journals The Effect of the Harmony between Organizational Culture and Values on Job Satisfaction

2017 ◽  
Vol 10 (5) ◽  
pp. 133 ◽  
Author(s):  
Erkan Taskiran ◽  
Canan Cetin ◽  
Ata Ozdemirci ◽  
Baki Aksu ◽  
Meri Istoriti
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Regression Analysis ◽  
Private Hospital ◽  
Hierarchical Regression ◽  
Hierarchical Regression Analysis ◽  
Market Culture ◽  
Clan Culture ◽  
Negative Impacts ◽  
Conservative Values

In this study, the effect of the harmony between organizational culture and values on job satisfaction is examined.  Hierarchical regression analysis was applied to the data, which was obtained from the study conducted on 181 employees working in a private hospital in Istanbul. The result of the analysis shows that value-culture variation in which employees will have the highest job satisfaction is the traditionalist/conservative values-clan culture. The second most successful value-culture variation on job satisfaction is the impulsive/hedonistic values-adhocracy culture. In other words, it is predicted that job satisfaction will be high when an employee with traditionalist/conservative values works in an organization where clan culture is important, and an employee with impulsive/hedonistic values works in an organization where adhocracy culture is important. The most negative impacts on job satisfaction are impulsive/hedonistic values-clan culture and precautionary values-market culture. In other words, it can be said that an employee with impulsive/hedonistic values will be unhappy in clan culture, and an employee with precautionary values will be unhappy in market culture.

scholarly journals Gaining a Better Understanding of the Types of Organizational Culture to Manage Suffering at Work

2021 ◽  
Vol 12 ◽  
Author(s):  
Jordi Assens-Serra ◽  
Maria Boada-Cuerva ◽  
María-José Serrano-Fernández ◽  
Esteban Agulló-Tomás
Keyword(s):  
Organizational Culture ◽  
Environmental Variables ◽  
Business Strategies ◽  
Central Concept ◽  
Predictive Capacity ◽  
Organizational Functioning ◽  
Market Culture ◽  
Environment Variables ◽  
Organizational Competencies ◽  
Clan Culture

Organizational culture is a central concept in research due to its importance in organizational functioning and suffering of employees. To better manage suffering, it is necessary to better understand the intrinsic characteristics of each type of culture and also its relationships with the environment. In this study, we used the multiple regression analysis to analyze the capacity of eight environment variables, five business strategies, and eight organizational competencies to predict the presence of Clan, Market, and Hierarchy cultures (Cameron and Quinn, 1999) in a subsample of Spanish managers (n1 = 362) and a subsample of Peruvian managers (n2 = 1,317). Contrary to what most of the literature suggests, we found almost no relationship between the environmental variables and the culture types. Strategy and competencies, in contrast, do have a significant predictive capacity, showing 9 links with the Clan culture, 7 with the Hierarchy culture, and 10 with the Market culture. In conclusion, this study has found the important characteristics of the types of organizational culture that could be useful to better manage the suffering of employees.

The Impact of Organizational Culture on Organizational Effectiveness in Construction Projects

2016 ◽  
Vol 858 ◽  
pp. 325-331 ◽  
Author(s):  
Yu Ming Song ◽  
Yun Le ◽  
Ya Qin Wang
Keyword(s):  
Organizational Culture ◽  
Organizational Effectiveness ◽  
Construction Projects ◽  
Empirical Studies ◽  
Future Research ◽  
Project Size ◽  
Context Specific ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

A majority of research show that organizational culture is context-specific and it can impact organizational effectiveness positively. But few empirical studies have probed into the relationship in the context of project-based organizations. A survey was conducted of construction projects in China with the aim of better understanding the relationship. Based on 512 samples, the findings indicate that there exist differences in the relationship between four culture types and organizational effectiveness. The results show that clan and hierarchy cultures have greater positive effect on organizational effectiveness than market and adhocracy cultures. Moreover, this research examines the possible moderating effects of project size in the relationship between organizational culture and organizational effectiveness. The findings validate that project size has not moderated the impact of organizational culture on organizational effectiveness. Future research is necessary to identify other moderators in the relationship between organizational culture and organizational effectiveness.

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