scholarly journals Dampak Reformasi Birokrasi pada Perubahan Budaya Organisasi di Perwakilan BPKP Provinsi DKI Jakarta

2016 ◽  
Vol 6 (2) ◽  
pp. 104
Author(s):  
Nina Aridhona ◽  
Lukman M. Baga ◽  
M Joko Affandi
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Internal Control ◽  
Research Result ◽  
Competing Values Framework ◽  
Competing Values ◽  
The Public ◽  
Market Culture ◽  
Employee Resistance ◽  
Bureaucratic Reform

<p><em>Various changes in the strategic environment have forced the public sector to make bureaucratic reform that should have consequences on changing the bureaucratic culture in the public sectorsto be more externally oriented culture. Financial and Development Supervisory Agency (BPKP) is </em><em>an internal control government agency </em><em>that should change the organizational culture. The needsforexternally oriented culture was now even stronger in line with the shift in the role from watchdog to become in-house consultant. Therefore, this study aims to analyze organizational culture changes and identify the factors that cause or inhibit changes. This study used competing values framework, </em><em>a method that is able to capture the changes of organizational cultures, both large and direction</em><em>. The research result showed that organizational culture has been transformed from hierarchy culture to market culture. These changes indicatedthe organizational culture has been changed in accordance with the concept of bureaucratic reform. However, the changes in organizational culture were not significant. Employee resistance and the policy of change that is not the same in all aspects of organizational were known as the factors inhibiting organizational culture changes.</em></p><em>Key word: bureaucratic reform, competing values framework, organizational change, organizational culture, public sector</em>

Organizational Culture in the Changing Environment

1998 ◽  
Vol 23 (1) ◽  
pp. 83-92 ◽  
Author(s):  
Deepti Bhatnagar ◽  
Leena Bhandaris
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Change Process ◽  
Business Environment ◽  
Competing Values Framework ◽  
Competing Values ◽  
The Public ◽  
Market Culture ◽  
Rapid Changes ◽  
Organizational Variable

In the context of rapid changes taking place in the economic and business environment in the country⁄ organizations need to transform themselves radically in order to seize new opportunities. Arguing that organizational culture is a crucial organizational variable that can facilitate or impede the change process⁄ this paper by Deepti Bhatnagar and Leena Bhandari presents results of an empirical study. The use of competing values framework showed hierarchy to be dominant and market culture to be weak in our organizations⁄ although there appeared to be interesting differences between the private sector⁄ the public sector⁄ and a government department. Implications of these findings are presented.

scholarly journals ANALISIS PENGARUH BUDAYA ORGANISASI DAN PENGENDALIAN INTERN TERHADAP KINERJA SEKTOR PUBLIK DENGAN AKUNTABILITAS SEBAGAI VARIABEL MODERASI (Studi Kasus Pada Dinas Perindustrian dan Tenaga Kerja Kabupaten Bojonegoro)

2018 ◽  
Vol 1 (1) ◽  
pp. 15
Author(s):  
Heppy Kurnia Ardilla
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Internal Control ◽  
Linear Regression Analysis ◽  
Sampling Technique ◽  
Multiple Linear Regression Analysis ◽  
Primary Data ◽  
The Public ◽  
Public Sector Performance ◽  
Sector Performance

<p>The importance of performance report is needed to evaluate how far the institution or organization are able to implement their vision and mission. One of its consistency is the need of performance support activities by improving the organizational culture, internal control, and accountability. This research objective is to obtain the empirical evidences about the influence of organizational culture and internal control toward public sector performance with the accountability as moderation variable.<br />This research is categorized as quantitative research using primary data taken from questioners. The research population is the employees in the Office of Industry and Manpower of Bojonegoro Regency. The sampling technique used in this research is purposive sampling. The samplesobtained consist of 36 respondents. The date is analyzed using multiple linear regression analysis and processed using the help of SPSS software version 16.0.<br />The result of this research shows that (1)Partially, organizational culture influences positively and significantly toward the public sector performance, (2) Partially, internal control influences positively and significantly toward the public sector performance, (3) Partially, accountability influences positively and significantly toward the public sector performance, (4) simultaneously, organizational culture, internal control and accountability influences positively and significantly toward the public sector performance, (5) Accountability moderates positively and significantly the influence of organizational culture toward the public sector performance, and (6) Accountability moderates positively and significantly the influence of internal control toward the public sector performance.</p>

The competing values framework

2016 ◽  
Vol 12 (2) ◽  
pp. 167-186 ◽  
Author(s):  
Evert Lindquist ◽  
Richard Marcy
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Competing Values Framework ◽  
Social Implications ◽  
Future Research ◽  
Research Approach ◽  
Competing Values ◽  
Content Type ◽  
Leadership Challenges ◽  
The Public

Purpose The purpose of this paper is to explore how the competing values framework (CVF) could be used by public service leaders to analyze and better understand public sector leadership challenges, thereby improving their ability in leading across borders and generations. Design/methodology/approach This paper applies the CVF, originally developed for understanding leadership in the private sector and shows how it can be adapted for analyzing and developing skill in addressing different leadership challenges in public sector contexts, including setting out specific learning exercises. Findings The paper has four parts. The first provides an overview of the origins, logic, and evolution of the CVF. The second part shows how the CVF is relevant and useful for assessing management and leadership values in the public sector. The third part identifies specific leadership challenges and learning exercises for public sector leaders at different stages of development. The final part concludes by reflecting on the CVF and similar frameworks, and where future research might go. Research limitations/implications Because of the chosen research approach, propositions within the paper should be tentatively applied. Practical implications This paper provides guidance for the better understanding of complex leadership challenges within the public sector through the use of the CVF. Social implications The social implications of the paper could include the more widespread use of the CVF within the public sector as a tool to lead more effectively. Originality/value This paper adapts and extends an analytical tool that has been of high value in the private sector so that it can be used in the public sector.

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 Perfil dos artigos sobre controle interno no setor público em periódicos nacionais e internacionais

2014 ◽  
Vol 48 (5) ◽  
pp. 1135-1163 ◽  
Author(s):  
Ilse Maria Beuren ◽  
Vinícius Costa da Silva Zonatto
Keyword(s):  
Social Sciences ◽  
Public Sector ◽  
Internal Control ◽  
The Public

Este estudo objetiva identificar o perfil de artigos sobre controle interno no setor público, publicados em periódicos nacionais e internacionais indexados na base de dados Scopus. Nos artigos publicados em periódicos nacionais e internacionais indexados na base de dados Scopus, disponíveis no Portal Capes-BR, na área de Social Sciences & Humanities, realizaram-se buscas pelo termo internal control in the public sector. Identificou-se um total de 133 artigos publicados entre os anos de 1983 a 2011 e observou-se que está havendo um aumento na produção científica sobre a temática analisada. Em contrapartida, não há uma literatura específica predominante utilizada nesta área. Os temas mais explorados são: a) auditoria, controle interno, gestão de riscos e governança; b) finanças públicas; c) políticas públicas; e d) desenvolvimento econômico.

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.

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.

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