An organization’s communication can show its predominant organizationalculture. Comunication and culture should be considered as an adjustment for all the organizational systems (Marchiori, 1999), meaning that organizationalculture constructs a symbolic world that needs to connect to tangible and actual factors. Communication can be an important determinant in this process, as it guides everyday relations and implicitly models the way people communicate inside an organization, and direct which behaviors are acceptable and how power and status are organized. A key role in reducing uncertainty and ambiguity in the workplace is played by communication. When uncertainty is reduced, fear and anxiety among workers are also reduced, enhancing productivity. For Tourish and Hargie (1998), communication is the success center of organizations, making the creation of an effective and efficient communication center a highly important task. The same authors, in a study with British National Health Service workers (Tourish & Hargie, 2003), highlight the importance of the frequency of communication in times of change, reporting a positive association between communication and job satisfaction.
Organizationalculture and sustainability are topics that can be used to develop strategies that create programs and processes that measure results. However, they are relatively new and unexplored issues, especially with regard to sustainability. The works by Campos (2012), Santos (2000), Ghisi (2005), Mascarenhas (2006), Aligreli (2011), Pazos (2011), Cunha (2011) and Pereira (2012) shed some light on the topic. Using the cultural typology developed by Cameron and Quinn (2006) , we were able to focus on organizational cultural proﬁles (hierarchical, rational, innovative, or clan) as a way to show how company culture can relate to sustainable performance, focused on the 3BL.
The proposed study was accomplished among a sample of 30,000 employees who worked for Iran Broadcasting channel. The study selected a sample of 378 people and using a standard questionnaire originally developed by Hofstede (1984) for organizationalculture and McCroskey et al. (1985) for CA. Cronbach alpha has been calculated as 0.9 for the questionnaire, which validates the results preliminary results and all questions are designed in Likert scale.
ABSTRACT The article aims to identify the characteristics of research studies in the healthcare field on organizationalculture published in Brazilian journals. The search was carried out in the Virtual Health Library from the search term ‘organizationalculture’, in the period between 2007 and 2016. Thirty (30) articles were found in national journals rated Qualis A1, A2, B1 in the following Capes (Coordination of Superior Level Staff Improvement) assessment areas: nursing, collective health and psychology. The results showed the prevalence of quantitative articles, and the application of a large variety of instruments to analyze organizational healthcare culture, which broadens the possibilities of investigation and analysis of different aspects of the theme.
organization is, what its role is, what its meaning is, and what it should be like. Culture shapes the interpretative schemes of the majority of the organization’s members, and even the management’s interpretative schemes. Culture thus imposes on the leader and his associates a speciic view on the organization, its meaning, its purpose, and also a suitable mode of its structuring. hus the conscious and planned shaping and formal sanctioning of relations between individuals and groups in an organization will be strongly inluenced by the meaning that the management assigns to the said relations, which has been imposed on them by organizationalculture (ranson, Hinings, greenwood, 1980). Organizationalculture thus creates the frame of reference in which organizational structure is designed. he organizational structure model formed in an organization must, therefore, be in accordance with the dominant cultural assumptions, values, and norms. If, for instance, an assumption of unequal distribution of power and the necessity to concentrate power at the top prevails in an organizationalculture, then it is very likely that a centralized organizational structure will occur. If organizationalculture imposes on employees and managers the metaphor of the organization as a machine, i.e., as a systematized, standardized, and regulated system which minimizes uncertainties in its functioning, then the organizational structure is very likely to turn out as highly formalized and specialized and having functional departmentalization.
‘and’ mentality. A knowledge-era organization needs to cultivate opposing traits and embrace dualities. The effectiveness of organization learning depends on how knowledge management processes are aligned with an organization’s infrastructure and processes, in a manner that supports the achievement of an organization’s goals (Biloslavo, 2004). That knowledge is of fundamental importance for organizations of any sized industry is no longer a question (Argyris and Schon, 1996; Martin, 2000). Even if knowledge is not the sole element for an organization’s survival, it is the most important one because it supports all others (Argyris and Schon, 1996; Argyris, 1999; Easterby-Smith et al., 1999; Pedler et al., 1991; Senge, 1990; Rastogi, 2000). In the practical implementation of knowledge management in organizations, many hurdles emerge. They relate to organizationalculture and its impact on knowledge transfer among co-workers as well as on a commercially advantageous application of an enterprise. The results of the study have shown that managers and professional workers employed in Slovene enterprises have an approximately equal perception regarding the organizationalculture (Mlinar, Štihec, Karpljuk and Videmšek, 2009). The potential hurdles which are most frequent and prevent knowledge transfer as well as its application include above all lack of time, lack of communication skills and motivation, knowledge hiding, an organizationalculture which does not consider knowledge sharing and dissemination of knowledge to be important, etc. In other words, this could be the result of an inappropriate, obsolete organizationalculture which gives the character to the mentality and activities of all employees.
Abstract: Problem statement: Although many studies have highlighted that certain cultures are evident in certain firms, there are only few studies done on ecotourism areas and little has been done to analyse how these cultures have affected the performance of these organizations. Approach: Conceptualizing organizationalculture as the values and practices employed in an organization and considering tourist satisfaction as intangible performance we conducted a survey of all tourist resort operators located in a lake-based tourism area in Malaysia. The data wes analysed using descriptive statistics, paired t- test and Pearson product-moment correlation. Results: The results revealed that tourists are dissatisfied with the quality of service delivered to them and tourist satisfaction is significantly influenced by environmental friendly practices. Conclusion/Recommendations: The results imply that environmental friendly practices ranging from the issue of recycling, being compatible with local environment and culture and making minimal changes to the existing landform, should be the focus of the strategic policy in the future, to improve the planning and management of the resorts and the area promoted for tourism.
In this study, the cognitive empowerment model of Thomas and Velthouse is used to construct the basic model of the research. There are four cognitions or task assessments as the basis for worker empowerment including sense of impact, competence, meaningfulness, and choice (Thomas & Velthouse, 1989). They adopted an interpretive framework and used the resulted framework to describe cognitive processes. Widespread use of the empowering has come at a time when global competition and change have forced a search for alternative forms of management (Thomas & Velthouse, 1989). A facilitative management style, which encourages commitment, risk-taking, and innovation must be used to enhance the new competitive forces in the external environment (Thomas & Velthouse, 1989). This trend has been apparent in the fields of leadership and organizationalculture where different investigation have indicated that leaders could energize workers (Thomas & Velthouse, 1989).
The absence of a relationship between the Hierarchy culture factor and job satisfaction is interesting to consider based on the prior discussion of the structural problems associated with this latent factor. Berson et al.  presented findings that indicated bureaucratic organizationalculture preferences were significantly related to job satisfaction and organizational efficiency. As previously inferred, a possible degree of ambiguity regarding the manner in which the organization reacts in accordance to the hierarchy cultural archetype  could be diminishing any inferences made. Additionally, a sample-specific anomaly may have influenced the MLM findings regarding the association of Hierarchy culture and Job Satisfaction. Considering that the study sampled public sector and private healthcare employees, there may be a lack of influence of ‘Hierarchy’ factors due to heavily standardised methods of work within the organizations. Given that these cultural aspects may be taken for granted within these organizations, and may be embedded within employee assump- tions, attributing any kind of influence of Hierarchy on job satisfaction may be difficult due to reasons of non-saliency. This may also explain in part the previously noted similarity with Lovas’  findings. Despite the incongruence of the Hierarchy culture findings with previous literature, the remaining significant findings support the hypothesised relationships between OCAI and job satisfaction.
As figure 1 illustrates, the equilateral triangle is the initial form in order to reflect an individual that values equally ethics, knowledge management (knowledge sharing) and organizationalculture (trust). If, an individual values differently the three variables the triangle will become scalene; and, a right triangle for an individual that values most one variable (90 degrees angle), and equally the other two. Therefore, higher value for two equivalent variables and less weight on the remaining one indicates an acute triangle. As a final remark, the authors point out two important arguments: figure 1 acknowledges an individual that defines his organizational role as neutral. To represent individuals that are influencers or followers, the triangle becomes greater or slighter with the purpose to demonstrate their possible influence; despite Tales corollary, the aim is not to measure the angles value but to interpret individual’s behavioural complexity.
The findings of this study reinforce the research already carried out that uses satisfaction as an antecedent and a predictor of commitment, as well as reinforcing other studies that relate organizationalculture and satisfaction. However, this paper seeks to contribute further by using culture mediated by satisfaction to explain levels of commitment, since there is still space for new research to discuss these relationships. The most relevant results involve the influence of satisfaction as a mediator between culture and commitment. It should be noted that of the cultural types proposed by Cameron and Quinn (2006), only the clan and adhocratic cultures proved to be adequate for the analyses carried out here. In these, clan and adhocratic cultures are able to predict commitment to a greater extent when mediated by satisfaction. This indicates that satisfaction plays a relevant role in the relationship between culture and commitment, since alone these two cultures affect few aspects of commitment. When mediated by satisfaction, they are more effective in this process.
This article investigated the relationship between organizationalculture, based on Cameron and Quinn (2006), moral harassment in the view of Leymann (1990,1996) and satisfaction, from the approach by Spector (2006), as well as the influence moral harassment has in mediating the relationship between organizationalculture and job satisfaction, which is the gap that this work seeks to fill. Data were collected among workers from different segments in companies from the cities of Salvador and Feira de Santana, Bahia, between August and December 2016. Nine hundred and twelve questionnaires were collected, which were analyzed through structural equation modeling. The main results indicate: (a) clan and adhocratic cultures are negative predictors of moral harassment, and market culture shows to influence it positively; (b) moral harassment as a mediator between culture and satisfaction has significant effects on all cultural types. The main contribution is the identification of the effect of moral harassment on the relationship between organizationalculture and satisfaction. From the managerial point of view, it is suggested that actions aimed at satisfaction should consider cultures that minimize moral harassment, in addition to the special attention given to this phenomenon, since it is able to minimize the positive effects culture has upon satisfaction.
Table 4 shows the relationship among measures of organizationalculture including mission, consistency, adaptability, involvement of work on independent variables and knowledge management as dependent variable. As we can observe from the results of Table 4, there are positive and meaningful relationship between independent variables and knowledge management when the level of significance is one percent. In our survey, all coefficients are positive, which means they influence knowledge management, positively. The highest impact belongs to involvement of work and the minimum impact is associated with mission. Table 5 presents the relationship between organizationalculture and creation of knowledge.
This paper aims to understand how the interaction between knowledge management, organizationalculture and ethics occur, focusing on the potential tensions between personal and collective knowledge in learning organizations. These tensions are reflected upon ethical and social dilemmas which are often neglected by managers and produce unexpected impacts into the organizational strategy. Therefore, this contribution is divided into two main sections: knowledge management (levels, dimensions, and ethical issues/social dilemmas); empirical procedures (methodological design, data collection methods, and empirical outcomes). However, in order to promote a reliable argument, this manuscript will shed some light about the underlying topics.
One study proved the relationship between the type of organizationalculture and management style adopted by the administrator in three hospitals. The hypotheses of the study related four types of organizationalculture to four leadership and management styles; it was proven that managers adopted a management style called "team leadership" in which they were facilitators and coordinators of collective actions in hospitals whose culture was the "culture of coordination", i.e. aimed at the harmonization of the teams and at the participation in the planning of organizational goals and objectives. 7
Introduction: Emphasizes the role of innovation in the Information and Knowledge Society as a favorable element of developing regional, national and global levels. Objective: The aim is reflect about the coming of innovation in the context of production systems and their respective role for the development of society. Methodology: The research sets up a qualitative approach to literature and exploratory nature. Results: As from selected literature review, presents conceptual aspects of innovation in the context of production systems and analyzes its contribution to the national innovation system and the role of organizationalculture focused on innovation. Conclusions: Think about innovation from the systemic approach, based on the interaction of the different relevant agents to influence and contribute to the generation of innovation is fundamental in the current conjuncture, characterized by the agility of the transformations in social, economic, political and technological contexts.
The findings of the paper underline the importance of organizationalculture within a company. They show how beliefs, values, behaviours and ideology create the “personality” of an organization. This is why the paper starts with the process of analyzing organizationalculture and its importance. Since the environment in which we live is a fast changing one, companies need to be also prepared to keep up with these changes. The paper shows why the process of cultural change is is so important for an organization and how can this process be implemented. Examples are given to emphasize the importance of the process, and also to underline what can happen when cultural change is not undertaken. Nevertheless, this paper presents a short description of the concept, analyzing and expressing the most important facts of organizationalculture and the reasons why change should occur in a company.
Karimi Goghari et al. (2012) have studied the relationship between organizationalculture and the job performance of agricultural extension experts in the province of Kerman. The sample size of their study included 180 of the experts working at the center of agricultural promotion in Kerman. The sample was chosen by using stratified sampling with proportionate probability and Krejci-Morgan Table, resulting in 123 as the sample size. The findings of the study showed that there is a significant positive correlation between all factors of organizationalculture (participation/involvement, adaptability and duty) and the job performance of the experts of agricultural promotion on a level of one percent (Karimi Goghari et al., 2012, pp. 441-550). Dianati Deilami and Tayebi (2011) in an article titled “The role of organizationalculture on the quality of profits in the firms of Tehran’s stock exchange market” have examined the role of organizationalculture on the quality of profits in the firms of Tehran’s stock exchange market. The statistical results of the data of 85 firms showed that the different aspects of managers’ organizationalculture (adhocracy, market, hierarchy) have a positive effect on the quality of the reported profit (Dianati Deilami & Tayebi, 2011). Similarly, in non-Persian studies, Cao et al. (2015) have examined the effect of organizationalculture on the integration of supply chains. The sample size of their study included 317 manufacturers in ten different countries. They used rational and hierarchy cultures to measure organizationalculture and the indicators of internal integration and custom homogenization to measure the integration of supply chains. Their findings showed that rational culture has a positive relationship only with internal integration and hierarchy culture has a negative relationship with internal integration and custom homogenizations (Cao et al., 2015, p. 26).
Organizationalculture plays an important role on increasing organization excellence and there are many evidences through different studies on this relationship. MacIntosh and Doherty (2010) investigated the effect of organizationalculture on job satisfaction and decision to leave the organization by studying fitness staff. Organizationalculture is commonly recognized as the values, beliefs and basic assumptions, which could help guide and coordinate member behavior. MacIntosh and Doherty (2010) developed the Cultural Index for Fitness Organizations (CIFO) to measure organizationalculture in the fitness industry. Exploratory factor analysis disclosed eight factors, which represent cultural dimensions common to this context including staff competency, atmosphere, formalization, connectedness, sales, etc. They also used path analysis to examine the relationship among the organizationalculture factors, job satisfaction and intention to leave.
First of all it is assumed that organizationalculture is directly related to performance but the study conducted by Ogbinna and Harris (2000, 2002) shows the opposite: the only variable that had a purely direct effect on performance was innovative culture while the competitive culture had both a direct and indirect effect. Moreover measures of bureaucratic and community culture had a purely indirect effect on performance. Also, except for a few studies (Marcoulides and Heck, 1993; Ogbinna and Harris 2000, 2002), all the other studies that examined the culture-performance link failed to discuss the influence of other variables such as organizational structure or leadership. For this reason the future investigations of this relationship have to take into consideration and remove the effect of other factors (Scott et al., 2003).