Cultura organizacional y desempeño innovador en cuatro sectores productivos

Oikos ◽  
2015 ◽  
Vol 15 (31) ◽  
pp. 61
Author(s):  
Rafael G. Ricardo Bray ◽  
Ignacio Gómez Roldán
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Innovation Performance ◽  
The Other ◽  
Economic Sector ◽  
Economic Sectors ◽  
Other Hand

RESUMENPara un conjunto de ciento cuarenta y una organizaciones colombianas (95% bogotanas) clasificadas bajo la nomenclatura CIIU pertenecientes a 4 sectores económicos, se estimó el perfil de cultura organizacional de cada una a partir de la aplicación del Organizational Culture Survey (DOCS) de Daniel Denison y asociados. Las organizaciones bogotanas del estudio presentan unos perfiles culturales muy similares, no obstante pertenecer a diferentes sectores económicos. Por otro lado, las relaciones existentes entre las diferentes variables de cultura organizacional y el desempeño innovador difieren entre sectores económicos.Palabras clave: perfil de cultura organizacional, encuesta Denison de cultura organizacional, sector Económico, desempeño organizacional, innovación. Organizational culture and innovation performance in four different sectorsABSTRACTFor a sample of one hundred forty one Colombian organizations (95% located in Bogotá) classified under the CIIU ranking, the organizational culture profile of each one was estimated using the Organizational Culture Survey (DOCS) of Daniel Denison and associates. The organizations studied show very similar cultural profiles, although they belong to different economic sectors. On the other hand, the relationships existing between the different variables of organizational culture and innovation performance differ among economic sectors.Keywords: organizational culture profile, Denison organizational culture survey (DOCS), economic sector, organizational performance, innovation.

scholarly journals Organizational culture and perceived effectiveness: a case study of an insurance company

2019 ◽  
Author(s):  
Milica Slijepcevic ◽  
Jelena Krstic
Keyword(s):  
Organizational Culture ◽  
Organizational Climate ◽  
Organizational Effectiveness ◽  
Research Question ◽  
The Other ◽  
Insurance Company ◽  
Effective Utilization ◽  
Other Hand ◽  
Culture And Climate ◽  
The Relationship

Research question: This paper studies the relation between organizational culture and perceived organizational effectiveness of an insurance company in a developing country with an emerging economy.Motivation: The main objective of the research is to determine whether there is a correlation between organizational culture and climate as a narrower concept, on the one hand and perceived organizational effectiveness on the other hand. Some authors noted a correlation between these organizational aspects. For example, Yan (2016) empirically confirmed that organizational culture positively and significantly correlates with organizational effectiveness. The relationship between organizational culture and organizational effectiveness was also examined by Cox and Trotter (2016), Chen (2017) and Deem, De Lotell and Kelly (2015). Idea: Starting from the findings of other authors that organizational culture indeed affects effectiveness, the authors of this paper wanted to examine whether this relation existed in  a state-owned insurance company in an emerging economy and if so, how to use this  to improve employees’ performance and overall business results. Data: They conducted the research in June 2017 on the sample of employees of Dunav Insurance Company and obtained six hundred and sixty six valid questionnaires. Tools: The questionnaires consisted of five general questions about demographic variables and twenty-nine closed-ended questions related to the topic. The researchers assessed the correlation between variables by Spearman Rho Coefficient and Chi-Square significance. Findings: The results showed the relationship between a number of aspects of organizational culture and climate on one hand and perceived organizational effectiveness on the other hand. Research results showed that the evaluation of effective utilization of working hours and professional capabilities is largely connected with the aspects of organizational climate that reflect poor working conditions and unethical attitude of employees. However, the evaluation of effective utilization of professional capabilities also relates to the perception of predominant aspects of an organizational climate that inspire positive internal relations. Contribution: The results presented in the paper can be used as the basis for organizational and managerial decision-making to improve work processes in the observed organization.

scholarly journals DO TYPES OF ORGANIZATIONAL CULTURE CORRELATE WITH THE JOB SATISFACTION?: A STUDY ON EMPLOYEES’ PERCEPTION

2019 ◽  
Vol 7 (2) ◽  
pp. 162
Author(s):  
Diajeng Puspa Arum Maharani ◽  
Firda Nadia Roshandi
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Employee Turnover ◽  
The Other ◽  
Cross Sectional ◽  
Correlation Test ◽  
Determinant Factors ◽  
Other Hand ◽  
Cross Sectional Design ◽  
Support Work

Background: The Orthopaedic and Traumatology Hospital had an increase in employee turnover of 1.39% from January to June 2012. It occurred due to high resignation and employee unsatisfaction. Thus, an organizational culture that consists of clan, hierarchy, market, and adhocracy becomes one of the determinant factors for employee turnover.Aims: This study aims to analyze the correlation between organizational culture and the employees’ job satisfaction.Method: This study used descriptive quantitative with a cross-sectional design, and the data were analyzed with a correlation test. There were 52 employees as the data of this study. The instruments utilized were OCAI and JSS questionnaires.Results: Market-type organization correlated significantly with job satisfaction. Organizational culture type, such as clan-type organization, adhocracy-type organization, and the hierarchy-type organization did not correlate significantly with job satisfaction. The majority of employees perceived that the Orthopedic and Traumatology Hospital adopts a hierarchy-type organization orienting to regulation and leadership. On the other hand, they expected the hospital to apply clan-type organizations that concerned about teamwork and ownership.Conclusion: There is a correlation between the market-type organization and job satisfaction. Meanwhile, there is no correlation between the clan-type organization, adhocracy-type organization, hierarchy-type organization, and job satisfaction. The hospital should increase internal strength, such as teamwork, training, facilities, and policies that support work procedures and staff.Keywords: market, adhocracy, clan, hierarchy, employees’ job satisfaction.

Promoting Success in the Introduction of Health Information Systems

2012 ◽  
pp. 631-641
Author(s):  
Paulo Teixeira ◽  
Patrícia Leite Brandão ◽  
Álvaro Rocha
Keyword(s):  
Organizational Culture ◽  
Information Systems ◽  
Literature Review ◽  
Human Resources ◽  
Health Information ◽  
Health Information Systems ◽  
The Other ◽  
Other Hand ◽  
Number Of Publications

The significant number of publications describing unsuccessful cases in the introduction of health information systems makes it advisable to analyze the factors that may be contributing to such failures. However, the very notion of success is not equally assumed in all publications. Based in a literature review, the authors argue that the introduction of systems must be based in an eclectic combination of knowledge fields, adopting methodologies that strengthen the role of organizational culture and human resources in this project, as a whole. On the other hand, the authors argue that the introduction of systems should be oriented by a previously defined matrix of factors, against which the success can be measured.

EFFECT OF HUMAN CAPITAL INVESTMENT ON ORGANIZATIONAL PERFORMANCE

2008 ◽  
Vol 36 (8) ◽  
pp. 1011-1022 ◽  
Author(s):  
I-Ming Wang ◽  
Chich-Jen Shieh ◽  
Fu-Jin Wang
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Organizational Performance ◽  
Organizational Identification ◽  
Capital Investment ◽  
Human Capital Investment ◽  
Training And Development ◽  
The Other ◽  
Organizational Value ◽  
The Relationship

Based on 150 valid questionnaires, an investigation was undertaken through correlation analysis and multiple regression analysis to examine the following: the correlation between human capital investment and organizational performance, between organizational culture and human capital investment, between organizational culture and organizational performance, and finally the effect of organizational culture on the correlation between human capital investment and organizational performance. The relationship between staff training and development and internal trust relations positively correlated with organizational value. That same relationship was enhanced by organizational identification. On the other hand, the correlation between the 3 dimensions of organizational performance and the other 2 dimensions of human capital investment (staff recruitment; staff inspiration) was not influenced by the presence of either organizational identification or organizational value.

Promoting Success in the Introduction of Health Information Systems

2012 ◽  
Vol 8 (1) ◽  
pp. 17-27 ◽  
Author(s):  
Paulo Teixeira ◽  
Patrícia Leite Brandão ◽  
Álvaro Rocha
Keyword(s):  
Organizational Culture ◽  
Information Systems ◽  
Literature Review ◽  
Human Resources ◽  
Health Information ◽  
Health Information Systems ◽  
The Other ◽  
Other Hand ◽  
Number Of Publications

The significant number of publications describing unsuccessful cases in the introduction of health information systems makes it advisable to analyze the factors that may be contributing to such failures. However, the very notion of success is not equally assumed in all publications. Based in a literature review, the authors argue that the introduction of systems must be based in an eclectic combination of knowledge fields, adopting methodologies that strengthen the role of organizational culture and human resources in this project, as a whole. On the other hand, the authors argue that the introduction of systems should be oriented by a previously defined matrix of factors, against which the success can be measured.

scholarly journals The Influence of Demographic Characteristics of Greek Bank Employees on Their Perceptions of Organizational Culture

2014 ◽  
Vol 4 (1) ◽  
pp. 81 ◽  
Author(s):  
Dimitrios Belias ◽  
Athanasios Koustelios
Keyword(s):  
Organizational Culture ◽  
Demographic Characteristics ◽  
Assessment Instrument ◽  
The Other ◽  
Future Studies ◽  
Other Hand ◽  
Significant Difference ◽  
Banking Institutions ◽  
Bank Employees ◽  
The One

The purpose of the present study was to reveal how demographic characteristics influence the perceptions of bank employees of organizational culture. The sample of the study consisted of 240 employees from Greek banking institutions, from different occupational positions. 60% of the employees were 31-40 years old followed by the categories 41-50 years old (20%), up to 30 years old (10%) and 51-60 years old (10%). Most of the employees (63.8%) had been working as bank employees for 6-15 years and the majority of them (63.8%) had been working in the same bank for 6-15 years. The majority of the employees (59.6%) were simple clerks, 29.2% were supervisors and 11.3% were Managers or Assistant Managers. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). Results indicate that there is a significant difference in the perceptions of the subjects between the dominant current and the dominant preferred type of organizational culture. In addition, a statistically significant difference (p<0.01) was found between Managers and clerks on the one hand and Supervisors on the other hand in terms of both the dominant current and the dominant preferred type of organizational culture. Finally, employees’ perceptions of the dominant current and the dominant preferred type of organizational culture were found to be affected by other demographical characteristics, like age, total years of working in the same bank and total years of working in any bank. Future studies can extend the present work by examining additional parameters that affect employees’ perceptions of organizational culture.

scholarly journals SYNERGY OF THE BANKING AND SOCIO-ECONOMIC SECTORS UNDER THE INFLUENCE OF THE STATE REGULATOR

2019 ◽  
pp. 147-151
Author(s):  
Г.О. Кришталь ◽  
Т.В. Капелюшна
Keyword(s):  
Economic Growth ◽  
Banking Sector ◽  
The State ◽  
The Other ◽  
Economic Sector ◽  
Social Sector ◽  
Economic Sectors ◽  
Close Relationship ◽  
State Regulator ◽  
The Relationship

The article examines the factors that influence the relationship between the banking and socio-economic sectors, which testifies to their close relationship: the capabilities and potential of one sector increase as the other sector develops. The issues of sector synergy in the system of interaction between the bank and the state regulator, the banking and economic sector and the banking and social sector, both in theoretical, methodological and practical aspects, remain insufficiently developed. Banking entities should give the opportunity to use all opportunities to maximize profits without restriction in a period of economic growth, which will provide enough painless support to businesses in order to retain and develop full-fledged, strong partners in the future. The implementation of the principle should be temporary, and the costs of the banking sector can be offset by economic growth.

scholarly journals Analisis Transformasi Struktur Ekonomi 7 Provinsi di Wilayah Jawa dan Bali (Pendekatan LQ dan Shift Share)

2021 ◽  
Vol 4 (2) ◽  
pp. 178-200
Keyword(s):  
Labor Productivity ◽  
Service Sector ◽  
Manufacturing Sector ◽  
Job Creation ◽  
Economic Structure ◽  
The Other ◽  
Economic Sectors ◽  
Services Sector ◽  
Other Hand ◽  
Service Sectors

This study is aimed to: (a) analyze changes in the economic structure of Java and Bali from 2010 to 2019, (b), understand to what extent the level of specialization of economic sectors in the Java and Bali Region that utilizes the base or the leading sector, and (c) understand on economic sectors that are growing progressively and have high competitiveness in the Java and Bali Regions. This study uses the LQ method and shift share analysis. Results show that the economy of Java-Bali from 2010 to 2019 did not experience much shift in the economic structure. In general, sectors that became the source of growth in 2010 in each province in Java-Bali remained the base sector/sources of growth in 2019. The shift share analysis shows that the Manufacturing sector in most provinces in Java-Bali is in quadrant III, which means that it grows slowly and its commodities lack of competitiveness. Meanwhile, the Communication and Information sector is mostly in quadrant II, which means this sector is growing progressively but lacks of competitiveness. Likewise with the Transportation and Warehousing sector, in most provinces this sector is able to grow progressively, but this sector lacks good competitiveness (quadrant II). On the other hand, the Service sectors in most provinces have grown progressively and have good competitiveness (quadrant I). The implication of this finding is the presence of symptoms of premature deindustrialization in Java-Bali, since the Services sector is growing faster, more progressive with a contribution to GDRP exceeds the Manufacturing sector, whereas the Manufacturing sector is not mature yet. Premature deindustrialization in Java-Bali has the potential to reduce job creation in the manufacturing sector and increase the risk of unemployment. Although the Service sector is growing progressively and competitively; However, if we look at the labor productivity, it appears that the labor productivity of the Service sector is much smaller than the labor productivity of the Manufacturing sector

scholarly journals Perubahan Ekonomi dan Perkembangan Peradaban Islam di Palembang Abad XVII – XIX M: Telaah atas Naskahnaskah Kontrak Sultan Palembang

2015 ◽  
Vol 13 (2) ◽  
pp. 367
Author(s):  
Endang Rochmiatun
Keyword(s):  
Primary Source ◽  
Black Market ◽  
The Other ◽  
Economic Sectors ◽  
Other Hand ◽  
Economic Advancement ◽  
Islamic Civilization ◽  
The Relationship ◽  
Islamic Institutions

This paper concerns on the relationship between the changing and development of economy during the Palembang’s Sultanate, especially in the era of Sultan Mahmud Badaruddin I (1724-1757) and the development of Islamic civilization. The objectives of this essay are to answer these questions; what economic sectors are that give benefits to the Sultan, so that he was able to expand the civilization? How are the Sultan of Palembang’s strategies to make economic advancement which affected to the development of Islamic civilization in Palembang. Finding of this research shows that the “pepper” from the headwaters area was an important commodity that played as the main source of income for sultanate. Another primary source of revenue came from “tin” which was from its colony named Bangka. Sultan of Palembang operated two contradict businesses at the same time; the first, he did a legal business with his protector namely VOC. On the other hand, he also traded tin in the black market in order to gain the redemption benefits.Furthermore, he also sold other goods which were actually prohibited by VOC, this aimed to finance the tin mining. The profits of trading on tin brought prosperity to Palembang Sultanate and advancement in civilization, for instance Sultan build vehicle and several Islamic institutions.

scholarly journals PENGARUH BUDAYA ORGANISASI, KEPEMIMPINAN DAN KOMPENSASI MELALUI MOTIVASI KERJA TERHADAP KINERJA PEGAWAI.

2017 ◽  
Vol 13 (2) ◽  
pp. 896
Author(s):  
Djoko Setyo Widodo
Keyword(s):  
Organizational Culture ◽  
Quantitative Method ◽  
Work Motivation ◽  
Employee Performance ◽  
The Other ◽  
Other Hand ◽  
Culture Work

ABSTRAKPenelitian ini bertujuan untuk menguji pengaruh kompensasi, kepemimpinan dan budaya organisasi melalui motivasi kerja terhadap kinerja pegawai. Penelitian ini menggunakan metode kuantitatif dengan menyebarkan kuesioner terhadap pegawai di lingkungan pemerintahan Depok. Penelitian ini menunjukkan hasil yang positif dan siginifikan secara parsial dari pengaruh variabel kompensasi, kepemimpinan, budaya organisasi dan motivasi pada kinerja pegawai. Disisi lain, penelitian ini juga menemukan bahwa budaya organisasi tidak berpengaruh pada motivasi kerja. Berdasarkan hasil penelitian dapat disimpulkan, bahwa semua hipotesis terdukung kecuali satu hipotesis yang menguji pengaruh budaya organisasi tidak berpengaruh pada motivasi kerja.Kata Kunci: kompensasi, kepemimpinan, budaya organisasi, motivasi kerja, kinerja pegawai ABSTRACTThis study aimed to examine the effect of compensation, leadership and organizational culture through work motivation on employee performance. This study uses a quantitative method by distributing questionnaires to employees in the Depok Government. This study shows a positive and significant results partially from the effect of variable compensation, leadership, organizational culture and motivation on employee performance. On the other hand, the study also found that organizational culture had no effect on work motivation. Based on the results of this study concluded that all hypothesis are supported but one hypotheses that examine the influence of organizational culture had no effect on work motivation.Keywords: compensation, leadership, organizational culture, work motivation, employee performance

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