Organizational culture, environmental sustainability, and digitalization have an impact on the business development of Small and Medium-Sized Enterprises (SME). Dimensions associated with ...organizational culture (e.g., attitudes, norms, assumptions) give a sense of identity and determine behavior. The latter include general approaches concerning the organizational impact on the natural environment (environmental sustainability) or the adoption of digital technologies (digitalization), which can cause profound transformations of the business model. These three concepts have been investigated separately and scarce attention has been paid to their relationship. To enable SMEs to successfully manage this complex relationship, our study cumulates existing knowledge, offering the first integrative view on organizational culture, level of environmental sustainability, and level of digitalization and their interactions. Through a systematic literature review protocol supplemented where possible by meta-analysis we selected 80 significant papers out of 811 peer-reviewed papers analyzed. We developed a network map to display the relations between the three concepts. Quantitative path analysis was used on three bidirectional main paths. For qualitative analysis we developed a novel extension to the Belief-Action-Outcome (BAO) framework, presented for the first time in the paper. Our findings reveal thirteen key dimensions and identify ten links between the key constructs. Strategic orientation, internal capabilities, management, and attitudes are the most investigated cultural dimensions. Furthermore, we integrated interchangeably used terms (e.g. Green IT and Green IS) introducing the novel concept of green digitalization tools. The meta-analysis revealed trends in applied research methods, geographical locations of research, top journals, and a growing interest in the relationship. Finally, we identify gaps in existing research and challenges for future research.
•Ten links between organizational culture, env. sustainability, digitalization.•Systematic review protocol, network map, meta-analysis tools, novel analysis framework.•Cultural dimensions: strategic orientation, management, internal capabilities, etc.•Novel concept: Green digitalization tools.•Six propositions for SMEs and challenges for future research.
Un questionnement servira de fil rouge aux pages de cet article : y a-t-il une quelconque relation entre des épistémologies voire des cosmologies, des théories, des méthodologies pratiquées par ...chaque chercheur, et par voie de conséquence des formes d'organisation où ces pratiques se manifestent, et des styles de production des rapports proposés aux publics ? Nous examinerons à la fois les modalités liées aux approches positivistes, notamment le modèle IMRAD, et celles dites qualitatives. Seront prises en compte les conséquences de la devise publish or perish qui maintenant est devenu publish and perish sous l'effet de la culture organisationnelle de ce qu'on appelle new public management. Tout sera lu à la lumière de la perspective écosophiques.
Understanding and remedying women's underrepresentation in majority-male fields and occupations require the recognition of a lesser-known form of cultural bias called masculine defaults. Masculine ...defaults exist when aspects of a culture value, reward, or regard as standard, normal, neutral, or necessary characteristics or behaviors associated with the male gender role. Although feminist theorists have previously described and analyzed masculine defaults (e.g., Bem, 1984; de Beauvoir, 1953; Gilligan, 1982; Warren, 1977), here we define masculine defaults in more detail, distinguish them from more well-researched forms of bias, and describe how they contribute to women's underrepresentation. We additionally discuss how to counteract masculine defaults and possible challenges to addressing them. Efforts to increase women's participation in majority-male departments and companies would benefit from identifying and counteracting masculine defaults on multiple levels of organizational culture (i.e., ideas, institutional policies, interactions, individuals).
The topic of organizational risk culture has gained increased attention after the financial crisis from 2007 to 2009, emphasizing the need to establish risk awareness beyond the boundaries of a ...dedicated risk management department. Despite its importance, the concept of organizational risk culture is not uniquely defined to date. In this paper, we conduct a structured literature review that includes 83 peer-reviewed academic articles, based on which we derive a comprehensive presentation of the concept of organizational risk culture for four major aspects: (i) dimensions of risk culture, (ii) instruments to assess and diagnose risk culture, (iii) insight on the value effect of risk culture (dimensions) on firm performance and applied methodologies, and (iv) improvement levers along the identified dimensions with further influencing factors. We conclude with a discussion of avenues of future research. Our analysis emphasizes the considerable value of a strong organizational risk culture, which should be regularly assessed in firms and improved along the dimensions identified in the paper.
Background and Objective: Organizational commitment of employees is one of the important variables in the effectiveness of organizations. One of the effective factors of nurses' organizational ...commitment is the organizational culture of health centers. The present study aimed to investigate the correlation between the organizational culture and organizational commitment of nurses at Hamadan University of Medical Sciences.
Materials and Methods: This descriptive correlational study was conducted based on an analytical design. The statistical population included all nursing staff working in the educational and medical centers of Hamadan. The sample size was calculated at 257 nurses. Data were collected using the Denison Organizational Culture Standard Questionnaire and the Meyer and Allen Standard Organizational Commitment Questionnaire. In this study, SPSS software (version 16) was used for data analysis, and a p-value less than 0.05 was considered statistically significant.
Results: Based on the results, the organizational culture showed a significant correlation with organizational commitment (P <0.001,r = 0.56) and its dimensions, including emotional commitment (P<0.001, r =0.5), continuous commitment (P <0.001, r =0.4), and normative commitment (P <0.001, r =0.38). Moreover, the organizational commitment had a significant relationship with the dimensions of organizational culture, including involvement in work (P <0.001, r =0.48), adaptability (P <0.001, r =0.52), compatibility (P <0.001, r =0.5), and mission (P = 0.001, r =0.5).
Conclusion: As evidenced by the obtained results, there was a correlation between organizational culture and dimensions of organizational commitment of nurses. Therefore, it is suggested that managers make wise decisions to promote organizational culture and organizational commitment in medical centers.
Rooted in the Nigerian manufacturing industry experience, this study, investigates the effect of top management leaders' benevolence on the impact of organisational culture (OC) on employee ...creativity. Structural equation modelling (SEM) results indicated that top management leaders' benevolence, and adhocracy OC have positive and significant effects on employee creativity. Market and clan OC have significant negative effects on employee creativity, and hierarchy OC has no significant effect on employee creativity. Likewise, benevolence has no significant moderating effect on the impact of clan OC on employee creativity, and has a significant negative moderating effect on the impact of adhocracy OC on employee creativity. SEM results demonstrate that benevolence has a significant positive moderating effect on the impact of market OC on employee creativity, and a significant negative moderating effect on the impact of hierarchy OC on employee creativity. Policy implications and future directions are also discussed.
•Stepwise approach to deal with higher order formative constructs in PLS SEM•Benevolence, and adhocracy OC have positive effects on employee creativity.•Market and clan OC have negative effects on employee creativity.•Hierarchy OC has no effect on employee creativity.•Benevolence reflects negative, positive, and no significant moderating effects.
Delay is one of the most common problems in the construction industry. This study aims to explore the relationship between a construction company's organizational culture and delay. A questionnaire ...survey was administered to construction companies located in the U.S. and India in order to collect data on their organizational culture and the amount of delay that they experienced in their projects. The results of this study show that construction organizations in the U.S. are dominated by “clan” culture whereas those in India are dominated by “market” culture. The study also shows that the percentage of delay relative to project duration is lower in the U.S. compared to India. Despite the fact that delays are caused by a multitude of reasons often mentioned in the literature, statistical analysis indicates that there is also a significant relationship between organizational culture and the magnitude of delays. This relationship could be useful for a construction company in cultivating an organizational culture that is expected to reduce project delay. It could also be of benefit to international contractors relative to their expectations vis-à-vis time performance in projects undertaken in different countries.
•A questionnaire survey was administered to American and Indian construction companies.•Data were collected on their organizational culture and the amount of delay that they experienced in their projects.•There is a significant relationship between organizational culture and the magnitude of delays.•Cultivating an appropriate organizational culture may reduce delay.
Innovation is the key to organizational survival and therefore the study of processes that support innovation should be of interest to researchers and practitioners alike. Schein's multi-layered ...model of organizational culture offers a useful framework for thinking about processes that foster innovation. A defining characteristic of the model is the subtle but important distinctions between the varied “layers” of organizational culture (i.e., values and norms, artifacts and behaviors). The basic assumption of this study is that Schein's model offers a tractable explanation of cultural processes that support organizational innovation, especially in service firms. Despite the intuitive appeal and practical value of Schein's conceptual framework, empirical research in relation to the model is limited. This paper develops a rationale for an empirical model based on Schein's conceptual model; the study reports a test of an empirical model. Data collected from approximately 100 principals of law firms provides a suitable empirical context for a test of the model. The findings generally support the hypothesized relationships. A key result is how layers of organizational culture, particularly norms, artifacts, and innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The findings have implications for theory and practice, especially in relation to building an organizational culture within professional service firms that fosters innovative behavior.
In the world of digital economy, traditional success factors of organizations, such as a strong organizational culture, have been redefined and questioned. Modern organizations are faced with the ...challenge of rethinking not only the established work patterns and employee relations, but also examining ways to transform the existing organizational cultures that are no longer sufficient to create sustainable value in the digital world. This paper presents the key elements of the digital organizational culture, the characteristics of the digital workplace and environment, as well as the specifics of the working population that belongs to the digital culture, the so-called "digital" or "Z" generation. New forms of work in modern business such as hybrid work, telecommuting and remote work are also analyzed. Considering that the traditional organizational culture was conceived in the analogue age and was not developed so that it can be easily adapted to the digital and hybrid form of work and organizations, its evolution and transformation in the direction of the needs of modern man are necessary. It can be concluded that a digital organizational culture should encourage the development of a collaborative work environment, creativity and innovation, and lead to permanent business improvement through a unique digital strategy.
Design thinking comprises an approach to problem solving that uses tools traditionally utilized by designers of commercial products, processes, and environments (e.g., designing a new car or the ...layout of a new airport). While design thinking was originally introduced as an approach that would work best when infused into the culture of an organization, most early studies of design thinking focused on identifying the specific tools and methods that might be used to solve management problems. Only recently have researchers examined how the implementation of design thinking might relate to organizational-level constructs, such as organizational culture. In this review, we examine empirical research (mostly from the past decade) that relates the practice of design thinking to the development of culture in organizations. Through this review, we identify how the use of specific design thinking tools supports the development of specific organizational cultures and vice versa. In addition, we identify how using design thinking tools produces emotional experiences and physical artifacts that help users to understand why and how specific cultures support the effective use of specific tools. Together, our review findings suggest that the experiential nature of design thinking tools and cultures (i.e., that they require people to actively engage in hands-on work) allows them to support one another. On the basis of this insight, we develop a general framework for organizing design thinking research and identify a number of avenues for future research that might advance our understanding of design thinking in organizational contexts.
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