Urbanization, clan culture, and local clan communities

2021 ◽  
pp. 202-230
Author(s):  
Zongli Tang
Keyword(s):  
Clan Culture

Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1070-1096
Author(s):  
Friday Ogbu Edeh ◽  
Joy Nonyelum Ugwu ◽  
Isaac Monday Ikpor ◽  
Anthony Chukwuma Nwali ◽  
Chimeziem C. Gabriela Udeze
Keyword(s):  
Fast Food ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Organisational Culture ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Market Culture ◽  
Culture Dimensions ◽  
Clan Culture ◽  
Fast Food Restaurants

This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.  

The relationship between food heritage and clan culture: is “familiness” the missing link in SMEs?

2020 ◽  
Vol 123 (1) ◽  
pp. 337-354
Author(s):  
Fahimeh Khatami ◽  
Alberto Ferraris ◽  
Paola De Bernardi ◽  
Valter Cantino
Keyword(s):  
Structural Equation ◽  
Small Sample Size ◽  
Methodological Approach ◽  
Strong Relationship ◽  
Small Sample ◽  
Equation Modeling ◽  
Content Type ◽  
Clan Culture ◽  
The Relationship

PurposeThis paper empirically tests the relationship between food heritage, familiness, and clan culture, thus, highlighting the pivotal role of familiness in building robustly competitive food firms based on clan culture and food heritage.Design/methodology/approachThe methodological approach adopted is based on a quantitative analysis with data from one eco-tourist city in Iran (Torqabeh). In this regard, we developed a structured questionnaire surveying 98 small- and medium-sized enterprises (SMEs) operating in the food industry. We then used partial least squares structural equation modeling (PLS-SEM) to carry out the analysis.FindingsThe results indicate the significant positive relationship between food heritage and clan culture, and highlight the role of familiness as a strong mediator, which is also associated with a strong relationship between food heritage and clan culture.Research limitations/implicationsIn the present study, the main limitation was linked to the small sample size and data collection, which took place in only a single city; however, further research could overcome this limitation by investigating SMEs from a heterogeneous geographical context.Originality/valueThe value of this research relates to studies that have examined food heritage as a possible antecedent of familiness. Moreover, the novelty of this research is to study the concept of familiness in improving resource-based views and organizational theories.

Cultural Transition in a Kibbutz Industry from Clan to Hierarchical Control Attributes

2018 ◽  
Vol 17 (6) ◽  
pp. 829-862 ◽  
Author(s):  
Yaffa Moskovich
Keyword(s):  
Social Change ◽  
Financial Crisis ◽  
Cultural Change ◽  
Hierarchical Control ◽  
Cultural Transformation ◽  
Cultural Transition ◽  
Hierarchic Structure ◽  
Clan Culture ◽  
The Impact ◽  
Private Individual

Abstract This article describes changes in a kibbutz factory as an outcome of social change in the kibbutz community and in Israeli society. The study estimates the cultural transformation in the specific kibbutz industry and analyzes the transition from its original clan culture to a Weberian hierarchic structure. The findings serve as a basis for comparing the impact of cultural change in various kibbutz industries and other types of enterprises as well. When founded, the plant operated according to socialist values: Equity, democracy, rotation among managers and familial features. From the 1980s, when the kibbutz underwent privatization, its factory also shifted away from strict socialist principles. After a financial crisis in the 1990s, the factory experienced a period of decline and finally closed. Later, a private individual from outside the kibbutz bought and reopened the factory, drastically changing its organizational culture as the business became a stratified hierarchic organization.

How transformational leadership and clan culture influence nursing staff's willingness to stay

2020 ◽  
Vol 28 (7) ◽  
pp. 1515-1524
Author(s):  
Yuguang Xie ◽  
Dongxiao Gu ◽  
Changyong Liang ◽  
Shuping Zhao ◽  
Yiming Ma
Keyword(s):  
Transformational Leadership ◽  
Culture Influence ◽  
Clan Culture

scholarly journals Organizational Culture and Its Relationship with Employee Stress, Enjoyment of Work and Productivity

2020 ◽  
Vol 12 (2) ◽  
pp. 14
Author(s):  
Janna Olynick ◽  
Han Z. Li
Keyword(s):  
Organizational Culture ◽  
Online Survey ◽  
Well Being ◽  
Organizational Leaders ◽  
Staff Members ◽  
Work Related ◽  
Market Culture ◽  
Clan Culture ◽  
Related Stress ◽  
The Impact

Despite a recent resurgence in the study of organizational culture, insufficient attention has been paid to the impact of the types of organizational culture on employee well-being and productivity in Canadian settings. This study investigated which types of organizational culture are most closely related to employee levels of work-related stress, enjoyment of work and self-perceived productivity. A secondary research interest was to identify the dominant culture type at the studied university in northern Canada. A total of 193 staff members from various departments (e.g., academic services, facilities, student life) completed an online survey containing questions on organizational culture, stress, enjoyment of work and productivity. Three intriguing findings were generated from the data: (1) All four types of organizational culture – clan, hierarchy, adhocracy, market – were identified at the institution; (2) the hierarchy culture was most prevalent, followed by the adhocracy culture, the market culture and then the clan culture; and (3) the type of organizational culture was significantly related to stress, enjoyment of work and productivity. Employees working in a clan culture reported the lowest levels of stress, and highest levels of enjoyment and productivity, followed by those in the adhocracy and hierarchy cultures, lastly the market culture. Important implications include: (1) Organizational leaders need to take into account the role organizational culture plays in employee well-being and workplace functioning, and (2) Organizational leaders should implement strategies to create a workplace culture that promotes employee well-being and productivity.

scholarly journals Relationship between institution status and the organizational culture of community health centres in Bali

2017 ◽  
Vol 5 (2) ◽  
pp. 135
Author(s):  
Maria Magdalena Zulian Puji Astuti ◽  
Made Sri Nopiyani ◽  
Pande Putu Januraga
Keyword(s):  
Organizational Culture ◽  
Sampling Technique ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Culture Model ◽  
Clan Culture ◽  
Health Centres ◽  
Education Levels ◽  
Public Service Agencies

Background and purpose: The adoption of an appropriate organizational culture model can be instrumental in ensuring the success of an institution. Currently, public health centres (PHCs) in Indonesia are being remodeled to function as independent units managed as regional public service agencies (BLUD). This study aims to determine whether there are differences in the organizational culture of BLUD PHCs with non BLUD PHCs.Methods: Survey was conducted with 142 staff from BLUD PHCs and with 109 staff from non BLUD PHCs, selected using stratified random sampling technique. Data were collected by completing the organizational culture assessment instrument (OCAI) according to the concept of Competing Values Framework (CVF) and analyzed descriptively to determine aspects of the organizational culture.Results: Staff at the BLUD PHCs presented with lower education levels, were older and with an average longer working period compared to staff at the non BLUD PHCs. A hierarchical organizational culture was found in three BLUD PHCs and in one BLUD PHCs, while the other two non BLUD PHCs indicated a tendency towards a clan culture. It is hoped that in the next two years all PHC will adhere to a clan organizational culture model.Conclusions: Significant differences in age, education and number of working years between BLUD PHCs and non BLUD PHCs determine the organizational culture model adopted. The current adopted organizational culture is hierarchical whereas a transition to clan culture is desired.

scholarly journals IDENTIFIKASI PROFIL BUDAYA ORGANISASI YANG MENDUKUNG IMPLEMENTASI SISTEM PENJAMINAN MUTU PERGURUAN TINGGI

2015 ◽  
Vol 2 (2) ◽  
Author(s):  
Debby Willar ◽  
Jerry Linton ◽  
Revleen Kaparang
Keyword(s):  
Higher Education ◽  
Quality Assurance ◽  
Organizational Culture ◽  
Iso 9001 ◽  
Internal Quality ◽  
Quality Assurance System ◽  
Assurance System ◽  
Quality Principles ◽  
Keywords Quality Assurance ◽  
Clan Culture

Abstrak: Penelitian ini bertujuan untuk mengevaluasi implementasi Sistem Penjaminan Mutu Internal Perguruan Tinggi (SPMI-PT) Politeknik Negeri Manado yang mengacu pada Sistem Manajemen Mutu (SMM) ISO 9001, mengidentifikasi profil budaya organisasi Politeknik Negeri Mando, dan menganalisis hubungan antara implementasi SMM ISO 9001 dan budaya organisasi institusi. Penelitian menggunakan pendekatan kuantitatif dengan instrumen kuesioner. Penelitian menemukan bahwa implementasi delapan prinsip mutu ISO 9001 belum mencapai tingkat efektivitas yang maksimal dan tipe budaya clan mendominasi profil budaya organisasi institusi. Selain itu, juga ditemukan bahwa budaya clan berkorelasi signifikan dengan prinsip mutu kepemimpinan, keterlibatan orang-orang dalam aktivitas institusi, pendekatan proses dalam aktivitas institusi, pendekatan fakta untuk pengambilan keputusan, dan prinisp mutu bubungan yang saling menguntungkan; budaya market berkorelasi signifikan dengan prinsip mutu fokus pada pelanggan; budaya hierarchy berkorelasi signifikan dengan prinsip mutu pendekatan sistem untuk manajemen institusi, dan perbaikan terus-menerus. Hasil penelitian menjadi dasar bagi institusi untuk dapat mengembangkan budaya organisasi yang kuat sebagai pendukung dalam menerapkan SPMI-PTsecara efektif dan meningkat berkelanjutan. Keywords: sistem penjaminan mutu internal, budaya organisasi, perguruan tinggi IDENTIFICATION OF THE ORGANIZATIONAL CULTURE PROFILE SUPPORTING THE IMPLEMENTATION OF THE HIGHER EDUCATION QUALITY ASSURANCE SYSTEM Abstract: This research was aimed to evaluate the implementation of the Internal Quality Assurance System of the Higher Education (SPMI-PT) of Manado State Polytechnic based on the ISO 9001 Quality Management System (QMS), to identify the organizational culture profile of Manado State Polytechnic, and to examine the relationship between the implementation of ISO 9001 and the culture profile of the institution. Questionnaireswere used in order to achieve the research aims.The study found that the implementation of the eight ISO 9001 principles had not achieved the maximum level of effectiveness, and Clan culture dominated the profile of the organizational culture of Manado State Polytechnic.The research also found that: Clan culture was significantly correlated with the quality principles of Leadership, People Involvement, Process Approach, Factual Approach to Decision Making, and Mutually Beneficial Supplier Relationships;Market culture was significantly correlated with the quality principle of Customer Focus while Hierarchy culture wassignificantly correlated with the quality principles of Systems Approach to Management,and Continual Improvement. The findings are the basis for the institution to be able to develop a strong organizational culture as a driver in implementing the SPMI-PT effectively and sustainably. Keywords: quality assurance system, organizational culture, higher education

Sign in / Sign up

Export Citation Format

Share Document