scholarly journals Do Individual Perceptions of Organizational Culture Moderate the TFL-Helping Behavior and the TFL-Performance Linkages? Evidence from a Korean Public Employee Survey

2021 ◽  
pp. 89-107
Author(s):  
Jae Young LIM ◽  
Kuk-Kyoung MOON ◽  
Harin WOO
Keyword(s):  
Organizational Culture ◽  
Helping Behavior ◽  
Competing Values Framework ◽  
Competing Values ◽  
Government Employees ◽  
Employee Survey ◽  
Organizational Contexts ◽  
And Performance ◽  
The Many

Among the many potential organizational contexts, this study focuses on organizational culture, as it is critical for transformational leadership (TFL) behaviors to percolate into individual employees. Particularly, the study relies on the Competing Values Framework developed by Quinn and his colleagues. Relying on a Korean survey of central and local government employees, the study explores whether TFL influences employees’ perceptions of helping behavior and performance. Moreover, the study examines the moderating role of employees’ perceptions of organizational culture on the TFL-helping and TFL-performance linkages. The results demonstrate that clan culture enhances the TFL-helping and TFL-performance linkages, whereas hierarchical culture attenuates TFL’s relationship with helping behavior and performance.

Part-Time Student Employees' Commitment: The Role of Culture Types

2016 ◽  
Vol 40 (1) ◽  
pp. 36-45 ◽  
Author(s):  
Janelle E. Wells ◽  
Leeann M. Lower
Keyword(s):  
Organizational Culture ◽  
Work Experience ◽  
Affective Commitment ◽  
Competing Values Framework ◽  
Sport Organizations ◽  
Competing Values ◽  
Student Employees ◽  
Part Time ◽  
The University

Part-time student employees fulfill vital roles for the university, while also gaining valuable work experience that direct perceptions and opportunities for future employment. This study examined the direct effect of organizational culture types on affective commitment of part-time student employees of college recreation departments. Specifically, using the Competing Values Framework (CVF), four major forms of organizational culture types (i.e., hierarchy, market, clan and adhocracy) were examined. Multiple regression was used to analyze the relationships. The findings from 442 part-time student employees revealed clan and adhocracy cultures were significant positive predictor variables of affective commitment in recreational sport organizations. These findings are practically relevant given the flexible state of life students experience while working in college.

scholarly journals The Culture-Succession Model: The Factors Affecting Implementation of Succession Planning In Malaysian Public Universities

2019 ◽  
Vol 9 (1) ◽  
pp. 7096-7104
Keyword(s):  
Organizational Culture ◽  
Succession Planning ◽  
Public Universities ◽  
Empirical Work ◽  
Study Finding ◽  
Competing Values Framework ◽  
Competing Values ◽  
Factors Affecting ◽  
Strategic Role

This study aims at exploring the relationship between organizational cultures and succession planning. Succession planning in rapidly changing environment is a significant factor that affects long-term success of the higher education institutions. Previous studies were interested in determining factors that support the implementation of succession planning. Currently, emphasis is more on the role of organizational culture as a factor that can improve succession planning or impede it. However, in Malaysian context, empirical work is limited in relation to these variables. This is quantitative study, the survey questionnaire was used to collect data from academics of Malaysia's public universities. Competing Values Framework (CVF) were used to assess organizational culture; for succession planning items are taken from previous literature. The researchers utilized PLS-SEM after data collection to investigate the role of organizational culture in succession planning implementation. The study finding showed that culture can encourage or be a barrier to succession planning, depends on the values promoted by culture. Particularly, if the institution has a history of clan or hierarchy, the chances of implementation of succession planning tend to be higher. Moreover, when a topdown approach is used in organizations with dominant hierarchy culture and succession planning has a strategic role and formal responsibilities are defined in Clan cultures, succession planning can be enhanced.

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.

scholarly journals Testing the Mediating Role of Career Development in Affecting Intellectual Capital and Organizational Culture on Employee Performance: Evidence of Local Banks in Yogyakarta, Indonesia

2021 ◽  
Vol 23 (1) ◽  
pp. 16-32
Author(s):  
Titi Laras ◽  
Rutha Mathilde Santana ◽  
Bambang Jatmiko ◽  
Tiyas Puji Utami
Keyword(s):  
Organizational Culture ◽  
Career Development ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Study Results ◽  
And Performance ◽  
Branch Office

Research aims: This study aims to examine the role of career development in mediating the relationship between intellectual capital and organizational culture on employee performance.Design/Methodology/Approach: This study used a proportional stratified random sampling method with 126 permanent employees of local banks in Yogyakarta, Indonesia, as research respondents. The respondents included Head Office, Main Branch Office, and Senopati Branch Office. The data were collected by distributing a questionnaire, and the secondary data were in the form of data or documents that supported and strengthened the primary information from books, magazines, journals, and other documents. Then, the analytical tool utilized in this study was SEM (Structural Equation Modeling) to test the research hypotheses.Research findings: The results showed that intellectual capital and organizational culture had a positive and significant effect on career development and performance, but career development had no positive and significant effect on performance. Meanwhile, career development could not mediate the effect of intellectual capital and organizational culture on performance.Theoretical contribution/Originality: The study results contribute to the literature (body of knowledge), especially as additional discussion toward theory and literature related to intellectual capital, organizational culture, career development, and performance in local banks, which is still very limited.

Spirituality, Administration, and Normativity in Current Church Organization

2013 ◽  
Vol 16 (2) ◽  
pp. 221-242
Author(s):  
Maria Ershova ◽  
Jan Hermelink
Keyword(s):  
Organizational Culture ◽  
Catholic Church ◽  
Qualitative Interviews ◽  
Interdisciplinary Approach ◽  
Competing Values Framework ◽  
Roman Catholic Church ◽  
Competing Values ◽  
Church Organization ◽  
Reformed Church ◽  
Science And Theology

Abstract The paper addresses issues regarding the current balance between spirituality and administration in different church denominations using an interdisciplinary approach which combines management science and theology. It presents a comparative study of organizational culture of the Roman Catholic Church, a Lutheran church, and a Reformed church with the use of the questionnaire based on the Competing Values Framework (Cameron/Quinn) and qualitative interviews with leading persons in church. The authors discuss the findings from two different but complementary perspectives: in relation to the four types of organizational cultures in the Cameron/Quinn framework, and as a result of the specific denominational semantics represented in the questionnaire used for the study. The results show how the question of modernity is reflected in organizational culture of churches, and how deeply the respondents’ perception of church is influenced by inherent normativity. One of the central conclusions is that religiously rooted normativity serves as an instrument of balancing the administrative and the spiritual in church.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

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.

The Role of Performance Management Practices on Organizational Performance

2016 ◽  
pp. 1635-1658
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

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