This paper examines the effects of organizational culture and national cultural distance between the headquarters and the subsidiary on the adaptation of management innovations in multinational ...enterprises (MNEs). Data on Total Quality Management (TQM) implementations were collected from a sample of 126 MNEs operating in Saudi Arabia and analyzed using fuzzy-set qualitative comparative analysis (fs-QCA). The findings highlight the critical roles that national and organizational cultures jointly play in the adaptation of a management innovation. The results suggest that different configurations of organizational culture and national cultural distance result in different levels of fidelity and extensiveness of the implementation when management innovations are transferred from MNE headquarters to subsidiaries. More specifically, our findings show that a greater level of national cultural distance is not necessarily a barrier to the transfer of a management innovation within an MNE and that the organizational culture can offset the effect of national cultural distance.
Purpose: The current analysis aimed to review the state-of-the-art about innovation and organizational culture in enterprises placed or working in South America.
Theoretical Framework: Innovation ...and organizational culture are critical concepts in management studies nowadays. In South America, in recent years, companies have had the trend to disrupt static and hierarchized organizations by allowing employees to participate actively in the organization's objectives. Moreover, flexible companies do not mean that hierarchies do not exist. Instead, it means that companies are eager to listen and accept the different points of view of the employees. Moreover, innovative companies seem to adapt rapidly to both beneficial and adverse environments. However, some firms resist changes and get revenues, but the evidence suggests that they put their sustainability in the long term.
Design/Methodology/Approach: In consequence, the methodological approach was the employment of the PRISM method to depurate the initial bibliographic resources from EBSCO and RENATI. EBSCO was used to analyze papers, and RENATI to review theses. Initially, there were 78 articles and 271 theses to be examined. After the PRISM depuration, it was analyzed 35 papers and theses from the period lasting from 2012 to 2021.
Findings: The results showed that flexible companies were more adaptative than rigid ones. Moreover, the literature suggested that flexible companies have more chances to be sustainable in the long term than other firms. Therefore, it is possible to state that innovation policies had a higher impact in flexible organizations than in rigid ones.
Originality/Value: The value of the study relies on the systematic review of the current literature of innovation and organizational culture in South America which is the nearest international environment for Peruvian companies.
Drawing on cue consensus theory and status characteristics theory, we argue that the consensus between newcomer voice (challenging vs. supportive) and organizational culture (individualistic vs. ...collectivistic) leads to observers' social cognition of warmth or competence. Based on two survey studies and two experiment studies, we found that individualistic organizational culture strengthens the positive relationship between challenging voice and perceived competence and that voice constructiveness mediates this moderating effect. We also found that collectivistic organizational culture strengthens the positive relationship between supportive voice and perceived warmth, and prosocial motivation mediates this moderating effect. Focusing on consistent cues between voice and organizational culture, our research contributes to the voice literature, answering when and how both newcomer challenging voice and supportive voice can lead to perceived warmth and competence. Our results offer both theoretical implications and practical insights for employees and organizations.
The purpose of this research is to determine whether the Covid-19 pandemic has had an impact on the change of organisational culture in public high schools. Additionally, if there has been a change ...in organisational culture, to what extent does this change differ from the preferred type? Cameron and Quinn's OCAI questionnaire was used to determine the types of organisational culture. 453 valid responses were obtained from teachers of randomly selected public secondary schools in all regions of the Czech Republic. Pre-Covid-19, the present and preferred status were assessed. It was found that initially hierarchy culture was predominant, while currently preferences for adhocracy and market culture have increased significantly, although the hierarchy type still prevails. In the type of future, respondents will see the clan of organisational culture. The shift in each type, but also in each of its dimensions in the three periods studied, provides the researcher with a theme for deeper research into the context, and for school institutions and principals to develop strategies to support the creation of a healthy organisational culture.
•A sudden change can trigger a change in organisational culture in a short time.•State organizations dependent on subsidies must also be competitive.•A healthy organisational culture determines the success of an organisation.•Monitoring the elements of organisational culture is a prerequisite for managing any organisation.•There is no a good or bad organisational culture, but a suitable or unsuitable one for a given type of organisation and a given period of time.
Organisational culture (OC) has increasingly become a crucial factor in defining healthcare practice and management. However, there has been little research validating and adapting OCAI ...(organisational culture assessment instrument) to assess OC in healthcare settings in developing countries, including Vietnam. The purpose of this study is to validate the OCAI in a hospital setting using key psychometric tests and confirmatory factor analysis (CFA).
This is a cross-sectional study. Self-administered structured questionnaire was completed by 566 health professionals from a Vietnamese national general hospital, the General Hospital of Quang Nam province. The psychometric tests and CFA were utilized to detect internal reliability and construct validity of the instrument.
The Cronbach's alpha coefficients (α-reliability statistic) ranged from 0.6 to 0.8. In current culture, the coefficient was 0.80 for clan and 0.60 for adhocracy, hierarchy and market dimension, while in expected culture, the coefficient for clan, adhocracy, hierarchy, and market dimension was 0.70, 0.70, 0.70 and 0.60, respectively. The CFA indicated that most factor loading coefficients were of moderate values ranging from 0.30 to 0.60 in both current and expected culture model. These models are of marginal good fit.
The study findings suggest that the OCAI be of fairly good reliability and construct validity in measuring four types of organisational culture in healthcare setting in resource-constrained countries such as Vietnam. This result is a first step towards developing a valid Vietnamese version of the OCAI which can also provide a strong case for future research in the field of measuring and managing organisational culture.
Informed by social information processing (SIP) theory, in this study, we assessed the associations among family supportive supervisor behaviors (FSSBs) as perceived by subordinates, subordinate work ...engagement, and supervisor-rated work performance. Moreover, we explored the role of family supportive organizational culture as a contextual variable influencing our proposed associations. Our findings using matched supervisor-subordinate data collected from a financial credit company in Mexico (654 subordinates; 134 supervisors) showed that FSSBs influenced work performance through subordinate work engagement. Moreover, the positive association between subordinates' perceptions of FSSBs and work engagement was moderated by family supportive organizational culture. Our results contribute to emerging theories on flexible work arrangements, particularly on family supportive work policies. Moreover, our findings carry practical implications for improving employee work engagement and work performance.
The concept of corporate sustainability has gained importance in recent years in both organizational theory and practice. While there still exists a lack of clarity on what constitutes corporate ...sustainability and how to best achieve it, many scholars suggest that the pathway for the adoption of corporate sustainability principles leads via the adoption of a sustainability-oriented organizational culture. In this paper, we provide a closer examination of this suggested link between the cultural orientation of an organization and the pursuit of corporate sustainability principles. Specifically, we seek to assess (1) what constitutes a sustainability-oriented organizational culture, (2) whether it is possible for organizations to display a unified sustainability-oriented organizational culture, and (3) whether organizations can become more sustainable through culture change. Directions and challenges for practical management and future research are identified and outlined.
Digitalization is unstoppable and takes place in all domains of human life. One of the areas in which this digitalization has profound implications is organizations, understood as coordinated ...collective units open to the external environment and that are based on and justified by the fulfillment of purposes that would not otherwise be fulfilled, and that have an organizational culture as, generically, forms of thinking, feeling and acting that are characteristics of each specific organization. Through a focused look on contributions to the definition of the concept of digitalization and future challenges, this paper analyzes and discusses the shaping of the digital component in organizational culture, which materializes in a digital organizational culture. To fulfill this aim, a document search of papers was carried out in two comprehensive databases that focus on this topic that served as the basis for our argument. Digital organizational culture, as a product and a process, is shaped by indeterminacy and uncertainty, in an environment permeated by digital technology. However, it is already a reality that new technologies permeate all spheres of organizations and, therefore, organizations need to put in place a well-planned and well-defined strategy for this whole process of digital transition to accomplish this transformation successfully.
Received: 21 February 2022 / Accepted: 29 April 2022 / Published: 5 July 2022
A major factor in the success of an organization is its culture. Organizational culture can significantly influence the performance and effectiveness of a company; the morale and productivity of its ...employees; and its ability to attract, motivate, and retain talented people. Unfortunately, many leaders are either unaware of the significant impact culture can have, are aware but overwhelmed by the extensive and sometimes conflicting information available on culture, or are not well informed about how to build and sustain cultures effectively. This article integrates the most consistent findings that leaders need to know about culture and what they can do to build strong, successful cultures that bring out the best in people. Developing organizational culture requires far more than talk about culture and emphasis on its importance. In order to achieve the best results, culture development requires leaders who see it as one of their key tasks and who understand the importance of aligning organization strategies and decision making with cultural ideals.
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