scholarly journals Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

Management ◽  
2016 ◽  
Vol 20 (1) ◽  
pp. 126-141 ◽  
Author(s):  
Martyna Wronka-Pośpiech ◽  
Aldona Frączkiewicz-Wronka
Keyword(s):  
Social Services ◽  
Empirical Studies ◽  
Organisational Culture ◽  
Competing Values Framework ◽  
Competing Values ◽  
For Profit ◽  
Open Ground ◽  
Public Organisations ◽  
Miles And Snow ◽  
Generic Strategies

Summary Polish public organisations are often perceived as having strong bureaucratic orientation, avoiding both change and risk. However, in the last decade a distinct change in the management model of public organisations can be noticed. Public sector becomes an open ground for mergers and partnerships, entrepreneurial leadership, diversified services and commercialization (Golensky and DeRuiter 1999; Zimmerman and Dart, 1998; Pollitt and Bouckaert, 2004; Walker, 2013]. Public organisations embrace these strategies from the for-profit sector in order to manage change and to be effective. Most importantly, public organisations are adopting these frameworks in order to survive the changing operating environment, including changes in the level of government funding. Our paper draws on the Miles and Snow (1978) typology of generic strategies - prospectors, defenders, analysers, and reactors - to identify different organisational strategies within public organisations providing social services in Poland. In order to assess organisational culture we used the most widespread and used in many empirical studies Cameron and Quinn’s model (2003), the Competing Values Framework (CVF), from which four cultures - adhocracy, clan, market and hierarchy - emerge. The choice of these two providers of social services was dictated by our conviction, that these organisations are critical both for the national economy and for mitigating, counteracting and preventing social exclusion.

Organisational culture: the hidden operand in clinical laboratories

2019 ◽  
Vol 32 (1) ◽  
pp. 273-280
Author(s):  
Wee Leong Chang ◽  
Jill Meyer ◽  
Fabrice Merien
Keyword(s):  
Clinical Laboratory ◽  
Transformational Change ◽  
Organisational Culture ◽  
Cultural Transformation ◽  
Competing Values Framework ◽  
Competing Values ◽  
Total Quality ◽  
Content Type ◽  
Cultural Aspects ◽  
Clinical Laboratories

Purpose The purpose of this paper is to present organisational cultural determinants that can influence total quality management (TQM) in clinical laboratories. Design/methodology/approach This is a viewpoint paper using evidence provided by a literature research about cultural patterns using Competing Values Framework to explain the relationship between organisational culture and TQM. Findings Cultural aspects likely to enhance creativity and innovation are considered as incentives in promoting cultural transformation. TQM in the average modern clinical laboratory requires a long overdue transformational change in values, culture and attitude. Social implications Valuing people, making up an organisation, is expected to enhance TQM. Originality/value This paper provokes a shift in thinking among traditional clinical laboratory managers and results in a win-win for both staff and total quality outcomes.

An organisational culture and trustworthiness multidimensional model to engender employee creativity

2018 ◽  
Vol 33 (4) ◽  
pp. 179-202 ◽  
Author(s):  
Samuel Ogbeibu ◽  
Abdelhak Senadjki ◽  
Tan Luen Peng
Keyword(s):  
Positive Impact ◽  
Organisational Culture ◽  
Competing Values Framework ◽  
Integrative Model ◽  
Competing Values ◽  
Multidimensional Model ◽  
Employee Creativity ◽  
Content Type ◽  
Culture Dimensions ◽  
Negative Impacts

PurposeThe purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity.Design/methodology/approachThis study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity.FindingsTrustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees.Originality/valueBy integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

scholarly journals Organisational Culture in Public University: A Case Study in Kosovo

2021 ◽  
Author(s):  
Iliriana Tahiraj ◽  
Janez Krek
Keyword(s):  
Higher Education ◽  
Quantitative Research ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Public University ◽  
Organisational Culture ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Research Approach ◽  
Competing Values

In recent decades, there has been a significant increase in research that focuses on organisational culture as an important construct that can support or hinder the implementation of changes in higher education. In developing countries of Europe, limited studies are assessing organisational culture and its alignment with planned changes in higher education institutions. Hence, the objective of this research was to identify the dominant organisational culture types in higher education and understand how the planned changes are aligned with the dominant cultures. The research was conducted in a large public university in Kosovo. The Competing Values Framework was used to assess the organisational culture. The study adopted a quantitative research approach. The sample consisted of 102 academic staff from a population of approximately 960. The data were collected using a standardised instrument (The Organisational Culture Assessment Instrument (OCAI)) to identify the dominant organisational culture based on four organisational culture types: clan, hierarchy, adhocracy, and market. The data related to the planned changes of the university were collected through document analysis. The research identified hierarchy and market cultures as the dominant cultures. The results also show that the dominant organisational cultures militate against the main planned changes. The findings confirm the relevance of the Competing Values Framework in assessing the organisational culture in higher education institutions and provide direction to academic leaders about how they can align their planned changes with the organisational culture to achieve better outcomes.

Applying competing values framework to Jordanian hotels

Anatolia ◽  
2021 ◽  
pp. 1-15
Author(s):  
Sultan Nayef Abu Tayeh ◽  
Mairna Hussein Mustafa
Keyword(s):  
Competing Values Framework ◽  
Competing Values

What demographics matter for organisational culture, commitment and identification?

2020 ◽  
Vol 28 (1) ◽  
pp. 274-290
Author(s):  
Natalia Volkova ◽  
Vera Chiker
Keyword(s):  
Design Methodology ◽  
Organisational Culture ◽  
Employee Perceptions ◽  
International Studies ◽  
Content Type ◽  
Specific Finding ◽  
Public Organisations ◽  
A Company ◽  
Practical Implications ◽  
Demographic Effects

Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express. Practical implications Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges. Originality/value Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.

Can complexity in welfare professionals’ work be handled with standardised professional knowledge?

2017 ◽  
Author(s):  
Lars Evertsson ◽  
Björn Blom ◽  
Marek Perlinski ◽  
Devin Rexvid
Keyword(s):  
Social Workers ◽  
Social Services ◽  
Expert Knowledge ◽  
Empirical Studies ◽  
Professional Knowledge ◽  
Welfare States ◽  
Evidence Based ◽  
Professional Body ◽  
Problematic Situations ◽  
Use Of Knowledge

Complexity in professional work is often discussed in relation to the professional body of knowledge. There is a tendency to relate professional success, problems and shortcomings to flaws and limitations in the professions’ expert knowledge or use of knowledge. To reduce complexity, overcome problematic situations and achieve best practice, welfare states invest considerable resources in raising professional groups’ level of knowledge and use of evidence-based knowledge. Non-medical professions such as social workers are expected to adopt and implement the principles that underpin evidence-based medicine. However, based on two empirical studies of social workers within Swedish social services, this chapter argues that problematic situations and complexity in social work can have sources other than lack of knowledge or insufficient use of knowledge. The chapter argues that these complex and problematic situations cannot be solved by standardised professional knowledge about interventions and results.

scholarly journals Designing a Knowledge Management System for Social Services Not-For-Profit Organisations

2018 ◽  
Vol 14 (3) ◽  
pp. 69-81 ◽  
Author(s):  
Peter Massingham ◽  
Rada Massingham ◽  
Alan Pomering
Keyword(s):  
Knowledge Management ◽  
Social Services ◽  
Management System ◽  
Best Practice ◽  
Research Team ◽  
Economic Value ◽  
Aged Care ◽  
Theory And Practice ◽  
Knowledge Management System ◽  
For Profit

This article discusses knowledge management system design for SSNFPOs. The transfer of best practice knowledge management to SSNFPOs is not easy. SSNFPOs have different strategies and ways of doing business compared to ‘for-profit' organisations. Sector reforms in disability services, aged care, and child services in Australia threaten to disrupt social value as new for-profit rivals enter and pursue economic value. In response, the case study organisation (CSO) has been working with the research team to consider how knowledge management might help it become a stronger organisation and ensure its survival and growth in the reformed sector. The research was informed by discussions involving the CSO's management and the research team over an 18 month period. A general framework for designing knowledge management for SSNFPOs was developed. It involves six theoretical platforms, along with problems associated with theory and practice, how knowledge management may address these problems, and measures of impact.

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.

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