scholarly journals Interplay of institutional and cultural theories of organization

Sociologija ◽  
2015 ◽  
Vol 57 (3) ◽  
pp. 438-458
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Culture ◽  
Institutional Theory ◽  
Research Subject ◽  
Culture Theory ◽  
Organizational Culture Theory ◽  
Theory Of Organization ◽  
Similarities And Differences ◽  
Institutional Theory Of Organizations ◽  
Institutional Pattern ◽  
Level Of Analysis

In this paper, similarities and differences between the institutional theory of organization and organizational culture theory are analysed, and how these theories complement each other is highlighted. This study posits that both the institutional and cultural theories of organizations have the same research subject and that they approach it from the same research paradigm. The level of analysis distinguishes the two, and therefore, an interaction between the institutional and cultural theories of organizations is useful. Organizational culture theory supports the institutional theory in explaining the underlying factors and the forms of the implementation of institutional pattern in organizations. The institutional theory of organizations supports the organizational culture theory to expand its findings regarding the sources of organizational culture.

Knowledge Sharing in Catholic Organizations

2021 ◽  
Vol 17 (3) ◽  
pp. 31-49
Author(s):  
Carla Curado ◽  
João Graça ◽  
Mírian Oliveira ◽  
Alexandra Fernandes
Keyword(s):  
Organizational Culture ◽  
Comparative Analysis ◽  
Knowledge Sharing ◽  
Sense Of Community ◽  
Fuzzy Set ◽  
Qualitative Comparative Analysis ◽  
Culture Theory ◽  
Norms And Values ◽  
Organizational Culture Theory ◽  
Catholic Organizations

This study examines knowledge sharing in Catholic organizations. The authors adopt Schein's organizational culture theory that facilitates, or inhibits, knowledge sharing in organizations. Thus, they address the phenomenon at the three levels: the artifacts, the norms and values, and the underlying assumptions. Considering the chosen settings, they study the contributions of individuals having taken vows, the organizational rituals, the significance, and the sense of community perceived by the organizational members. Data were gathered using a survey and were analyzed by using a fuzzy-set qualitative comparative analysis. The study provides the causal configurations of conditions that lead to tacit, explicit, and total knowledge sharing. They also offer the causal configurations of conditions that lead to the absence of each kind of knowledge sharing. Given that the qualitative results cannot be generalized, the study can still be replicated in organizations without restrictions.

scholarly journals The Effect of Accounting Information and Organizational Culture on Decision Making

2020 ◽  
Vol 3 (1) ◽  
pp. 522-530
Author(s):  
Teresa Paulina Sihombing ◽  
Nasirwan Nasirwan ◽  
Chandra Situmeang
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Catholic Education ◽  
Accounting Information ◽  
Relevant Information ◽  
Partial Least Square ◽  
Least Square ◽  
Education Foundations ◽  
Organizational Culture Theory ◽  
Decision Making Model

This study examines the educational foundation's organizational decision making model that is the influence of accounting information and organizational culture on decision making. This research is a quantitative study with descriptive and inferential analysis. The sample of this study was 72 Catholic education foundations in Indonesia, which were tested by Partial Least Square (PLS) based analysis and data processing methods with the Smart PLS 3.0 program. This study obtains some empirical evidence, namely, first, accounting information significantly influences decision making. These results are consistent with the theory that the main purpose of the foundation's financial statements is to provide relevant information to meet the foundation's internal and external interests to help decision makers make the best decisions for the organization. Second, organizational culture significantly influences decision making. This result is in line with organizational culture theory which states that organizational culture is a value that is used as a reference in all decisions and actions of members of the organization and that reflects the goals, identity, and standard of evaluation of everything in the organization. So it was concluded that the best decision was a decision made based on accounting information and organizational culture at a Catholic education foundation in Indonesia

scholarly journals Becoming an Hispanic-Serving Research Institution: Involving Graduate Students in Organizational Change

2018 ◽  
Vol 11 (3) ◽  
pp. 154 ◽  
Author(s):  
Patricia Marin ◽  
Priscilla Pereschica
Keyword(s):  
Organizational Culture ◽  
Graduate Students ◽  
Research Universities ◽  
Campus Climate ◽  
Research University ◽  
Research Institution ◽  
Organizational Culture Theory ◽  
Hispanic Serving ◽  
Changing Demographics ◽  
Institutional Actors

The changing demographics of higher education have led to an increase in the number and type of Hispanic-Serving Institutions (HSIs). As research universities continue to see a rise in the enrollment of Latino/a students, a better understanding of the implications of this change within the existing institutional context will be essential to best serve this growing community of students. We position our study within a tradition of organizational culture theory that points to the importance of organizational actors’ interpretations, perspectives, and actions in order to understand an organization’s general behavior and change. By acknowledging the importance of graduate students within research universities, we focus on their perspectives at an Emerging Hispanic-Serving Research Institution (HSRI) and ask, “What are the organizational culture implications of an HSI designation for a research university?” Our analysis revealed four important themes: communicating institutional pride as an HSRI, engaging the benefits of an HSRI, operationalizing a serving mission, and involving graduate students as institutional actors at HSRIs. Institutional recommendations that follow from our findings include providing clear communication regarding HSI status, objectives, and commitment; assessing the campus climate; and increasing graduate student involvement as key leaders within HSRIs.

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