scholarly journals Diagnóstico de la cultura organizacional del programa educativo de Ingeniería Industrial de la Universidad Tecnológica de Tecamachalco

2020 ◽  
pp. 11-20
Author(s):  
Yolanda González-Díaz ◽  
Yolanda González-Díaz ◽  
Roberto Avelino-Rosas
Keyword(s):  
Organizational Culture ◽  
Educational Institution ◽  
Research Work ◽  
Codes Of Conduct ◽  
Competing Values Framework ◽  
Competing Values ◽  
Validity And Reliability ◽  
Framework Model ◽  
Technological University

This research work presents a diagnosis of the organizational culture of the Educational Program of Industrial Engineering of the Technological University of Tecamachalco, according to the findings found and where it can intervene to establish improvement strategies. To carry out the research and based on the literature review, the quantitative method was used through the Competing Values Framework Model as the most appropriate to diagnose the organizational culture in an educational institution, taking into consideration studies carried out in Mexico (García, Hernández, Vargas and Cuevas, December 2012; Sánchez, 2017; Chuc, 2017) and that for its application in a case study it was necessary to determine the validity and reliability of the instrument. In order to understand how an organization will act under different circumstances, it is necessary to know what basic assumptions it has, that is, to inquire into its organizational culture to know "shared values, habits, uses and customs, codes of conduct, work policies, traditions and objectives that are transmitted from one generation to another. " (Chiavenato, 2009, p. 120).

scholarly journals Organizational Culture Types that Academicians Associate with Their Institutions

2018 ◽  
Vol 7 (6) ◽  
pp. 161 ◽  
Author(s):  
Semra Kiranli Güngör ◽  
Hakan Şahin
Keyword(s):  
Organizational Culture ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Central Anatolia ◽  
Competing Values ◽  
Significant Difference ◽  
Framework Model ◽  
The University ◽  
Post Hoc ◽  
Demographic Features

This study, considering the sample of a university located in central Anatolia region, Turkey, aims to identify culture types that the academicians perceive in relevant with their institutions according to the 4 types of cultures (Clan, Adhocracy, Hierarchy, and Market) given in the Competing Values Framework by Cameron and Quinn. The study includes 205 academicians from different faculties and vocational schools as participants. The data was obtained from the Organizational Culture Assessment Instrument (OCAI) that has been prepared particularly for the research group. Analyzes of the data obtained in the study were carried out with statistical package programs as IBM SPSS Statistics 23 and Interactive Lisrel SSI 8.72. The demographic features of the academicians were determined with percentage and frequency analyzes and the mean and standard deviation statistics were used in determining the perception levels of organizational culture types which academicians associate with their universities. For the analysis of the differentiation of culture-type perception levels according to the demographic characteristics of the academicians, t-test, one-way ANOVA test, and post-hoc tests were performed. According to the findings obtained in the research, the most common type of organizational culture that academicians associate with their institution is the hierarchy culture that is presented in Competing Values Framework Model. There is no significant difference between participants' demographic features and their culture perceptions. According to the result of the research, rules, stability, predictability, and sustainable politics are at the forefront of the university. Employees are supervised by managers who tend to be good coordinators.

A Case Study of Knowledge Management and Organizational Culture in an Undergraduate Software Development Team Project

2022 ◽  
pp. 241-266
Author(s):  
Kamalendu Pal
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Software Development ◽  
Cognitive Processing ◽  
System Development ◽  
Competing Values Framework ◽  
Competing Values ◽  
Team Members ◽  
Team Project

People work in software development projects to bundle the human resources and use the systematic approach to share system development knowledge. One can view knowledge as personalized related to facts, procedures, concepts, interpretations, ideas, and judgments. This way, knowledge is the outcome of the cognitive processing of information. Knowledge can be transferred from a source to a receiver. The collaborative knowledge-sharing mechanism is known as knowledge management (KM) in the software industry. The software developers can communicate with, learn from, and solve problems with other participating team members. The organizational culture is an essential factor in knowledge management success since it influences how team members learn and share knowledge. This chapter presents a case study that aimed to compare, in practice, the relationship between the KM cycle (SECI – socialization, externalization, combination, and internalization model) and the organizational culture through the competing values framework (CVF).

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.

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.

scholarly journals An Exploration Of The Impact Of Organizational Culture On Innovation Performance In The Canadian Biotechnology Industry

2021 ◽  
Author(s):  
Maxwell Johnson
Keyword(s):  
Organizational Culture ◽  
Conceptual Model ◽  
Performance Model ◽  
Innovation Performance ◽  
Competing Values Framework ◽  
Competing Values ◽  
Dominant Culture ◽  
Financial Metrics ◽  
Patent Output ◽  
The Impact

Research addressing innovation performance in the Canadian biotech industry has primarily addressed financial metrics and not the influence of organizational culture. The lack of research on biotech organizations in terms of culture presented a "gap" in the research. An innovation performance model was developed based on the existing literature and the theorized linkages between constructs. The key addition to the conceptual model was the construct of organizational culture. The key addition to the conceptual model was the construct of organizational culture. The Competing Values Framework of Cameron and Quinn (1999) was the theoretical framework selected as the lens through which to explore the impact of culture on innovation performance, defined in terms of aggregate organizational patent output. Overall, based on the results of this research, the dominant culture generated greater innovation performance. Although, several constructs in the research model reached significance, organizational culture had a weak association with innovation performance.

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