The aims of this study were to investigate what kinds of personal work goals managers have and whether ethical organisational culture is related to these goals. The sample consisted of 811 Finnish managers from different organisations, in middle and upper management levels, aged 25–68 years. Eight work-related goal content categories were found based on the managers self-reported goals: (1) organisational goals (35.4 %), (2) competence goals (26.1 %), (3) well-being goals (12.1 %), (4) career-ending goals (7.3 %), (5) progression (...) goals (6.8 %), (6) prestige/influence goals (4.2 %), (7) job change goals (4.2 %) and (8) employment contract goals (3.9 %). Ethical organisational culture operated as a context for personal goal setting: Those managers who evaluated their organisational culture as more ethical were more likely to report organisational goals (e.g. goals toward the success or performance of the organisation). However, if managers gave lower ratings regarding ethical culture, then they named job change and career-ending goals in more cases. Therefore, investing into ethical virtues of the organisational culture can promote managers’ personal work goals, which also benefit the organisation. (shrink)

This paper assesses the potential of organisational culture as a means for improving ethics in organisations. Organisational culture is recognised as one determinant of how people behave, more or less ethically, in organisations. It is also incresingly understood as an attribute that management can and should influence to improve organisational performance. When things go wrong in organisations, managers look to the culture as both the source of problems and the basis for solutions. Two models of organisational (...) class='Hi'>culture and ethical behaviour are evaluated. They rest on different understandings of organisational culture and the processes by which ethics are enhanced. Firstly, the prevailing approach holds that creating a unitary cohesive culture around core moral values is the solution to enhancing ethical behaviour. Both the feasibility and desirability of this approach, in terms of ethical outcomes, is questioned. The second model queries the existence of organisational culture at all, arguing that organisations are nothing more than shifting coalitions of subcultures. In this second model, the very porousness of the subcultures provides a catalyst for the scrutiny and critique of norms and practices. Such diversity and debate is construed as potentially a better safeguard for ethical behaviour than the uniformity promised by the unitary, strong culture model. (shrink)

Digital technologies have become a major factor for innovation in the business environment. Organisations have taken advantage of digitised data and information to increase performance. However, there is still little research focusing on the effect of digitalisation on organisational culture, which in the end will affect performance. We develop this research by exploring a proposed model involving digital organisational culture with the final goal to enhance organisational performance. The research involved 263 managers of state-owned companies in Indonesia. We (...) analysed the theoretical model by using structural equation modelling and processed the data using the SmartPLS version 3 software. We conclude that digital organisational culture can become an essential factor in improving digital strategy and performance. However, business digitalisation does not really affect digital organisational values. (shrink)

The aim of this longitudinal study was to investigate the temporal dynamics of ethical organisational culture and how it associates with well-being at work when potential changes in ethical culture are measured over an extended period of 6 years. We used a person-centred study design, which allowed us to detect both typical and atypical patterns of ethical culture stability as well as change among a sample of leaders. Based on latent profile analysis and hierarchical linear modelling we (...) found longitudinal, concurrent relations and cumulative gain and loss cycles between different ethical culture patterns and leaders’ well-being. Leaders in the strongest ethical culture pattern experienced the highest level of work engagement and a decreasing level of ethical dilemmas and stress. Leaders who gave the lowest ratings on ethical culture which also decreased over time reported the highest level of ethical dilemmas, stress, and burnout. They also showed a continuous increase in these negative outcomes over time. Thus, ethical culture has significant cumulative effects on well-being, and these longitudinal effects can be both negative and positive, depending on the experienced strength of the culture’s ethicality. (shrink)

Organisational culture is assumed to be a key factor in large-scale and avoidable institutional failures. Whilst models such as “ethical culture” and “safety culture” have been used to explain such failures, minimal research has investigated their ability to do so, and a single and unified model of the role of culture in institutional failures is lacking. To address this, we systematically identified case study articles investigating the relationship between culture and institutional failures relating to ethics (...) and risk management. A content analysis of the cultural factors leading to failures found 23 common factors and a common sequential pattern. First, culture is described as causing practices that develop into institutional failure. Second, and usually sequentially related to causal culture, culture is also used to describe the problems of correction: how people, in most cases, had the opportunity to correct a problem and avert failure, but did not take appropriate action. It was established that most of the cultural factors identified in the case studies were consistent with survey-based models of safety culture and ethical culture. Failures of safety and ethics also largely involve the same causal and corrective factors of culture, although some aspects of culture more frequently precede certain outcome types. We propose that the distinction between causal and corrective culture can form the basis of a unified and generalisable model of organisational failure. (shrink)

While the coexistence of trust and distrust has been acknowledged in previous literature, the understanding of their connection with organisational culture is limited. This study examines how trust and distrust construct the unity and fragmentation of organisational culture. Productive working relationships can be characterised by high trust, but strong ties and high trust may also account for false organisational unity. This study shows that trust and distrust can co-exist and distrust may even increase trust in particular situations. Moreover, (...) we describe how the cognitive and affective components of trust and distrust relate to the unity and fragmentation of organisational culture. We present an empirical case study of a company where tension and distrust between top management, middle management and shop stewards affected the organisational culture. The study contributes to earlier research by discussing trust as a multidimensional and dynamic phenomenon. The study shows how the affective and cognitive components of trust and distrust constitute the unity and fragmentation of organisational culture. We propose that if an organisation is willing to improve its ethics, it should rely on fragmentation rather than unity. (shrink)

Despite the fact that management programmes provided by African universities are based on Western ontology, there exists a philosophy of management that is uniquely African. It is necessary to discover, understand and nurture this philosophy in order to explain why African managers behave in the ways they do. The African philosophy of management is premised on African traditional cultures, which have a strong influence on the organisational culture of African organisations. For example, despite many Africans undertaking university degrees based (...) on Western ontology at home and overseas, they inadvertently revert to African management philosophy in their (African) organisations. Consequently, the African philosophy of management significantly affects how African managers manage African organisations. The location of the author’s research for this paper is the neighbouring East African nations of Kenya and Tanzania. Although the limitation of the research to these two countries means that the research findings cannot be generalised to other African economies, it may nevertheless point to possible patterns of African management philosophy to be found in other economies of sub-Saharan Africa. Arguably, African management philosophy plays a key role at different levels in African organisations, with both positive and negative consequences. This paper explores such a role and its consequences. It also examines its implications for socio-economic development and social advancement for African peoples. It is widely accepted, for example, that African institutions and organisations are very corrupt. Africans do not have a monopoly on corruption, but a question of interest for this paper is whether the African philosophy of management contributes to corruption in the two countries on which this paper focuses, and what inferences may be drawn for other economies in sub-Saharan Africa. This paper includes both conceptual and field research in its exploration of the African philosophy of management. It is premised on the view that, while the Western world may not recognise or even think about an African philosophy of management, such a philosophy does exist. The effective management of African private and public organisations is not possible, if the African philosophy of management is not understood and accommodated in the management of African organisations. An understanding is critical for socio-economic development and social advancement, especially for Africans in Kenya and Tanzania, and also for the rest of sub-Saharan Africa. (shrink)

Muslim scholars have defined ethics as enduring traits and characteristics in the individual that cause actions appropriate to those traits to be issued spontaneously without the need for human thought and reflection. Islamic ethics state the rightness or wrongness of these attributes within the framework of Islamic concepts, while the concepts of Islamic work ethics deal with the functioning of the framework of Islamic concepts in the form of human work activities in various organisations. Furthermore, work ethics can be effective (...) in the organisation when it can shape the culture of the organisation. Research shows that Islamic work ethics have a significant relationship with various individual, professional and organisational factors. The purpose of this study is to investigate the relationship between Islamic work ethics and organisational culture. The statistical population of this research consists of 1500 Muslim staff of 30 service organisations (financial, educational, medical and hotel organisations) in Moscow, Russia, in 2021, of which 306 people have been selected as statistical samples using Krejcie and Morgan's sample size table. Data analyses were performed by statistical software, Statistical Package for the Social Sciences (SPSS). The results of this study confirm the significant and positive relationship between Islamic work ethics and organisational culture among the Muslim Russian staff (β = 0.53; T = −8.65). CONTRIBUTION: This study examines the relationship between Islamic work ethics and organisational culture in Russia and has expanded the results of previous studies conducted in other contexts. (shrink)

Purpose: The main aim of this study was to examine the influence of organizational culture on strategy implementation in Kenya Government Tourism Agencies. Materials and Methods: The study used a positivist approach research philosophy. The research designs employed in this study were explanatory and descriptive research designs. The study population comprised of the tourism industry. The study included the ministry of tourism itself since it is the parent ministry that regulates and oversees the operations of the tourism agencies (...) to give a total of 10 areas of study. A sample of 327 was achieved based on the following formula. This study used primary data. The study used questionnaires and interview guides to collect both qualitative and quantitative data. Quantitative data was analyzed through scientific methods using the statistical package for social sciences (SPSS version 22) while qualitative data was analyzed thematically. The descriptive statistics was first used to analyze the demographic factors of the respondents using frequencies and charts. Inferential statistics such as correlation and multiple linear regression analysis were used to test the relationship among the variables as per the study hypothesis. Findings: The culture of an organization was found to play a critical role in implementation of strategies and consequently realizations of set objectives and profits in organizations. Organizational norms, ethics, employee training and organizational climate are very key in achieving success while implementing strategies. Implications to Theory, Practice and Policy: It is recommended that organizations (tourism industry) create strategy implementation promoting culture, culture of timeliness, innovative culture, ethics and one which promotes team spirit. These aspects of culture need to be reinforced and strengthened to ensure implementation of strategies is smooth and quick enough. This study thus bridges the gap between theory and practice, offering a nuanced understanding of the interplay between organizational culture and strategy implementation in a critical sector for Kenya's economy. (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain (...) versus personal values concerning caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)

Food safety, ultimately, is a human-centred work. No matter how regulations are coercively released and implemented, the free will and behaviors of human actors (e.g., employees) leads to a real result in food safety. A real motivator of such free will and behaviors is organizational culture that stimulates meaningful organizational actions. Based on such rationale, this conceptual paper with Walmart as an example case sets to discuss the relationships between green organizational culture, corporate social responsibility, (...) and food safety. As organizational culture has been largely discussed in Management and Business literature, green organizational culture and its impacts on socially and environmentally friendly organizational behaviors, as well as public health outcomes like food safety, is wanted. With the clarification of the relationships between these three important constructs, theoretical implications for future research and practical implications for governance and policy-making are well generated. (shrink)

Purpose This paper aims to develop a system view of the organizational culture, given entropy of theoretical and methodological outlooks on the phenomenon alongside simultaneous growth of number of research reports. -/- Design/methodology/approach Sequential structural and ontological analysis of the Schein’s (2004) point of view on organization culture enabled to form a way of system comprehension of the respective object field on conscious and unconscious levels. -/- Findings Structural ontology of organizational culture represented by the (...) mythopoetic concept of organization, which is a composition of unconscious motives reflecting standard and management peculiarities of functioning characteristic of a certain group. -/- Research limitations/implications The proposed methodological discourse actualizes a hypothesis on organizational unconscious as a specific factor of organizational culture and begets a respective direction of the further researches. -/- Originality/value This is the first methodological concept, that provides a system comprehension of the object field of organizational culture. The concept has important implications for methodological designs of further researches and systematization of already obtained data within the domain. (shrink)

The purpose of this paper is to analyze the possibility of diagnosing and managing the innovation potential of the tourist enterprises through the study and modification of the characteristics of its organizational culture. The article examines the theoretical possibility of diagnosing and managing the innovation potential of the tourist business. The content of definitions "innovative potential" and "organizational culture" were analyzed. The necessity of using social-psychological model for the analysis of innovation reality of the innovative potential (...) of tourism enterprises was proved. The characteristics of an ideal model of innovative organizational culture of a tourist enterprise were formulated. The necessity to attract managers of tourism enterprises in the formation of the innovative capacity of enterprises of the tourism industry was grounded. It was proposed to consider the innovative potential of the tourism enterprise as an opportunity to transform and streamline the experience and the stereotypes interaction among business process, that is, as an opportunity to transform and streamline the experience of interaction between the subjects of the enterprise. (shrink)

The relevance of the study is the need to reform the educational environment based on the values of inclusion to ensure the accessibility of quality education for all people. The purpose of the study is to justify the need an inclusive culture formation as a culture of acceptance of diversity and mutual understanding. The research problem is the lack of development of an inclusive organizational culture is a barrier to ensuring the availability of quality education in (...) a variety of health limitations and the educational needs of students. The study is based on the analysis of regulatory documents, comparison and generalization of the available approaches in international and Russian theory and practice on the inclusion values issue in the strategy of educational organizations and the formation of an inclusive organizational culture. Results: it was established that the inclusive agenda in education aggravates the problem of the formation of an inclusive organizational culture as a culture of accepting diversity as a value, advantage, significant educational, upbringing, developing resource; staged, the need for a proactive strategy of the formation of intercultural competencies are justified. -/- . (shrink)

This paper examines the relationship between organizational ethical culture in two large international CPA firms, auditors'' personal values and the ethical orientation that those values dictate, and judgments in ethical dilemmas typical of those that accountants face. Using an experimental task consisting of multiple judgments designed to vary in "moral intensity" (Jones, 1991), and unique as well as tried-and-true approaches to variable measurements, this study examined the judgments of more than three hundred participants in our study. ANCOVA and (...) path analysis results indicate that: (1) Ethical judgments in situations of high moral intensity are affected by personal values and by environmental variables, such as the professional code of conduct (direct and indirect effects) and previous ethics instruction (direct effect only). (2) Corporate ethical culture, and a relatively strong firm rules-orientation, affect auditors'' idealism but not relativism, and therefore indirectly affect ethical judgments. Jones'' (1991) moral intensity argument is supported: differences in the characteristics of specific judgment tasks apparently result in different decision processes. (shrink)

This article analyses the conceptual foundations of the notion of economic security in the context of the organizational culture of the tourism companies of Ukraine. The influence of the organizational culture on the economic security of the companies is justified. The areas of the security services of tourism companies are described. The conditions and criteria for establishing the systems of economic security at tourism.

While recent studies have increasingly suggested leadership as a major precursor to corporate social responsibility, empirical studies that examine the impact of various leader aspects such as style and ethics on CSR and unravel the mechanism through which leadership exerts its influence on CSR are scant. Ironically, paucity of research on this theme is more prevalent in the sphere of social enterprises where it is of utmost importance. With the aim of addressing these gaps, this research empirically examines the interaction (...) between ethical leadership and CSR and, in addition, investigates organic organizational cultures as mediators in the above interaction. To this end, a model was developed and tested on the sample of 350 middle- and top-level managers associated with 28 Indian healthcare social enterprises, using Structural Equation Modeling Analysis, Bootstrapping and PROCESS. Results reveal that ethical leadership both directly and indirectly influences CSR practices. The indirect influence of ethical leadership involves nurturing clan and adhocracy cultures, which in turn influence CSR. These findings are significant for social enterprise leaders seeking to encourage their organizations’ socially responsible behavior. (shrink)

Background: Palliative carers constantly face ethical problems. There is lack of organised support for the carers to handle these ethical problems in a consistent way. Within organisational ethics, we find models for moral deliberation and for developing organisational culture; however, they are not combined in a structured way to support carers’ everyday work. Research objective: The aim of this study was to describe ethical problems faced by palliative carers and develop an adapted organisational set of values to support the (...) handling of these problems. Research design: Ethical problems were mapped out using focus groups and content analysis. The organisational culture were developed using normative analysis and focus group methodology within a participatory action research approach. Main participants and research context: A total of 15 registered nurses and 10 assistant nurses at a palliative unit (with 19 patient beds) at a major University Hospital in Sweden. Ethical considerations: The study followed standard ethics guidelines concerning informed consent and confidentiality. Findings: We found six categories of ethical problems (with the main focus on problems relating to the patient’s loved ones) and five categories of organisational obstacles. Based on these findings, we developed a set of values in three levels: a general level, an explanatory level and a level of action strategies. Discussion: The ethical problems found corresponded to problems in other studies with a notable exception, the large focus on patient loved ones. The three-level set of values is a way to handle risks of formulating abstract values not providing guidance in concrete care voiced in other studies. Conclusion: Developing a three-level set of values adapted to the specific ethical problems in a concrete care setting is a first step towards a better handling of ethical problems. (shrink)

The purpose of the article was to determine the relationship between the organizational culture and the institutional management of the "Enrique López Albújar" Educational Institution, Piura. Work is worked under a quantitative approach, descriptive and correlational scope, 40 teachers participated as a sample. Among the results, it was found that there is no significant relationship between organizational culture and institutional management, which did not allow validating the research hypothesis; However, a significant relationship between norms and customs (...) with institutional management was found; which concludes in compliance with the norms and good customs based on values. (shrink)

We assess the organizational culture in the finance industry in relation to the global financial crisis and consider the potential of cultural change to improve the financial sector. To avoid biases, we build on the person–organization fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyze personal values concerning the pursuit of private gain (...) versus personal values concerning caring for others and consider whether employees that value self-enhancement more and self-transcendence less enjoy more career success relative to their peers when working in finance than when working in other industries. Results do not reveal any sort of cross-industry differences that would implicate the finance industry’s culture in the financial crisis. Instead, we find the opposite, namely that strong self-enhancement values and weak self-transcendence values go together with less career success in the finance industry compared to other industries. Hence, if anything, the culture in the finance industry does not seem to resonate well with professionals that seek to pursue personal gain at the expense of clients’ welfare. Implication is that cultural change has little potential to improve the financial system. Meanwhile, the method for assessing organizational culture indirectly by analyzing relationships between employees’ traits and their career outcomes has wider applicability, particularly when relying on scores or measures obtained directly from the people concerned is likely to render biased evidence. (shrink)

Cultural Consultation is a clinical process that emerged from anthropological critiques of mental healthcare. It includes attention to therapeutic communication, research observations and research methods that capture cultural practices and narratives in mental healthcare. This essay describes the work of a Cultural Consultation Service (ToCCS) that improves service user outcomes by offering cultural consultation to mental health practitioners. The setting is a psychiatric service with complex and challenging work located in an ethnically diverse inner city urban area. Following a period (...) of 18 months of cultural consultation, we gather the dominant narratives that emerged during our evaluation of our service. Results: These narratives highlight how culture is conceptualized and acted upon in the day-to-day practices of individual health and social care professionals, specialist psychiatric teams and in care systems. The findings reveal common narratives and themes about culture, ethnicity, race and their perceived place and meaningfulness in clinical care. These narratives express underlying assumptions and covert rules for managing, and sometimes negating, dilemmas and difficulties when considering “culture” in the presentation and expression of mental distress. The narratives reveal an overall “culture of understanding cultural issues” and specific “cultures of care”. These emerged as necessary foci of intervention to improve service user outcomes. Conclusion: Understanding the cultures of care showed that clinical and managerial over-structuring of care prioritises organisational proficiency, but it leads to inflexibility. Consequently, the care provided is less personalised and less accommodating of cultural issues, therefore, professionals are unable to see or consider cultural influences in recovery. (shrink)

The organizational culture of an educational institution is key in influencing students' adoption of new teaching practices. It is felt that creating a positive and supportive culture goes a long way in encouraging people to embrace and practice the new education methods. This information can be useful for identifying how certain cultural elements affect students' engagement and, thus, facilitating the establishment of more appropriate and suitable environments in institutions that contribute to better educational outcomes. This study’s focus (...) is on exploring the nexus between organizational culture and the impact that it possesses on the students' interactions with innovations in learning methods, with several considerations. Informed consent was obtained from 1411 students in 5 colleges, including questions that sought demographic information including gender, age, and study year. Statistical Package for Social Sciences (SPSS) was analyzed to test reliability, mean scores, and correlations. The findings show that the research used methods like reliability analysis, descriptive analysis, Pearson correlations, analysis of variance (ANOVA), post hoc assessment, and Chi-Square tests. These suggest positive correlations between main organizational culture variables and differences between institutions. The findings suggest that a positive organizational culture enhances student engagement with innovative learning techniques. The study concludes that fostering a supportive and innovation-driven organizational culture is essential for improving student participation and effectiveness in educational practices. (shrink)

Organizational culture paves the way for employees, shows how one should function in a given organization – it aims to keep it together by adhering to similar values. Thanks to conditions prevailing there, specific rules employees know how they can perform their duties, properly cooperate with others and also how looks like the possibility of professional development, which is very important in the development of human capital. Human capital is people, their skills, creativity and qualifications. Development of capital (...) through competence development has a positive impact on further functioning of the organization, but also on the satisfaction of employees themselves. In the case of retired officers of the Polish Army, who acquired specialized knowledge and valuable skills during their service, it is important to use their capital after the end of service. They can be supplemented with additional courses, training that will enrich their existing potential, and also enable them to find work in the civilian market. A survey was conducted among retired Army officers and employers/supervisors hiring retired officers from 2019 to 2021. The snowball method was used. A qualitative method was used – a survey questionnaire. (shrink)

Exposure to bullying at work is a serious social stressor, having important consequences for the victim, the co-workers, and the whole organization. Bullying can be understood as a multi-causal phenomenon: the result of individual differences between workers, deficiencies in the work environment or an interaction between individual and situational factors. The results of the previous studies confirmed that some characteristics within an individual may predispose to bullying others and/or being bullied. In the present study, we intend to clarify the relationships (...) between workplace bullying considered from the victim’s and the perpetrator’s points of view, the employee Machiavellianism as a personality factor and the perceptions of organizational culture as depicted by Cameron and Quinn. The sample consisted of 117 workers, employed in different organizations in Poland. The empirical data regarding both being exposed to bullying as well as being a perpetrator of bullying were obtained by the use of self-reports from participants. According to the expectations, Machiavellianism predicted involvement in bullying others. The groups of bullies and bully-victims had a higher Machiavellianism level compared to the groups of victims and persons non-involved in bullying. The results showed that being bullied was negatively related to the perceptions of clan and adhocracy cultures and positively related to the perceptions of hierarchy culture. The results of a moderated regression analysis demonstrated that Machiavellianism was a significant moderator of the relationships between the perceptions of adhocracy and hierarchy cultures and being bullied. Theoretical and practical implications of the results were discussed. (shrink)

The article discusses the relationship between organizational culture and psychological capital through a systematic literature review. The exploratory research methodology is adopted to identify and study the existing gap in the available literature on the relationship between organizational culture and psychological capital from year 2000 to 2021. The articles from the ‘Scopus’ and ‘Web of Science’ databases were selected for the review. The literature review mentions a positive interplaying role between organizational culture and PsyCap (...) that influences several factors including work happiness, job performance, Organizational Citizenship Behaviour, burnout, innovation, etc. The article explores several antecedents and consequences of the two-way relationship between organizational culture and PsyCap. (shrink)

In the upstream oil and gas industry, mergers and acquisitions (M&A) are often used to enhance access to limited resources and improve competitiveness in the global market. However, a major challenge arises in post-acquisition organizational cultural integration, which can impede the success of this process. At PT "X," the acquisition of PT "Y" and PT "Z" highlighted a cultural gap between a company oriented towards familial values and companies with more professional and structured cultures. Although numerous studies have addressed (...) the importance of cultural integration in M&A, few have delved deeply into cases in Indonesia's oil and gas sector. This research employs a qualitative descriptive methodology with a Soft System Methodology (SSM) approach. The findings reveal that cultural differences, particularly in communication styles and work systems, led to tensions and decreased performance. The study further indicates that the lack of cultural assessment in the early stages of the acquisition exacerbated these issues. The research implications underscore the need for a more systematic and planned cultural integration strategy to ensure post-acquisition success. (shrink)

The purpose of this study is to analyze the current characteristics of organizational culture and climate in Kazakhstani higher educational institutions during the COVID-19 crisis. Materials for the study were collected from interviews and online discussions published on the website of Al-Farabi Kazakh National University. In addition, results from the social monitoring systems of the university’s educational activities as well as an official survey have been used. The study offers details of how Kazakhstani universities dealt with the crisis (...) by presenting KazNU case study. The paper presents the responsible actions developed at the university as well as the problems faced by students and teachers. One important lesson to be learnt is that educational organization needs to be more comprehensive, caring for appropriate technical equipment, helping develop skills for staff and students, and include vulnerable groups of the population. (shrink)

Research into innovative behavior is not new, but its importance for organizational effectiveness has become even more evident in recent years. However, the psychological processes and underlying mechanism concerning how and why innovative behavior occurs within an organization still invite more investigation. The present study considers ambidextrous organizational culture as a pro-innovation culture and proposes that it can be perceived by employees, which leads to their innovative behavior. This study adds clarity by exploring the impact of (...) perceived ambidextrous organizational culture on employees’ reactions related to innovation via the intermediate mechanism of psychological empowerment and the moderating condition of transformational leadership. Hypotheses are derived from a motivational perspective based on self-determination theory. Results are based on data collected from 647 Chinese employee-supervisor dyads. This study finds that employees’ perceptions of ambidextrous organizational culture have an indirect effect on innovative behavior through psychological empowerment. Specifically, the positive indirect relationship is amplified when transformational leadership is at a higher level. Our findings show how the mediating mechanism of psychological empowerment and the moderating condition of transformational leadership work together to improve innovation by individuals. The findings reveal several ways in which organizations can strategically focus on their cultural and supervisory training, such as applying this model to improve employees’ outcome related to innovation. (shrink)

The article reveals some approaches to the notion of the balance between “life and work”. There are given constituents of the notion “work and life”, also we offered basic orientations of policy in achievement the correspondent balance, analyzed possible consequences of establishment/violation for a person or business, in particular for enterprises in the tourism and hospitality sphere. There are given and analyses survey results of the specialists in tourist enterprises concerning the balance between working and free time. Several kinds of (...) organizational culture are outlined and given monitoring results on these kinds in tourist agencies of Dnipropetrovs’k and Dnipropetrovs’k region. We determined that adherence of the employees of recreational enterprises to their working places depends on their awareness of the possibility in achievement in the working place the balance between working and free time. Secondly, we found out that employer’s help was more important than family support as to reducing stress and leveling industrial conflicts. Thirdly, there exist significant dependence between employee turnover in tourist and some other enterprises and unbalancing between «public» and «individual». There is emphasized the role of organizational culture in finding the compromise between public and private, and given recommendations as to its reinforcement. (shrink)

Integrity is often conceived as a moral virtue that pertains to the coherence between one’s moral convictions and actions, as well as consistency in convictions over time. By contrast, I argue that integrity is primarily an epistemic virtue. To act with integrity, an individual or organisation must engage in responsible inquiry; that is, the collection, processing, sharing, and storage of information in ways that promote truth. Organisational structures such as division of labour and hierarchy present challenges to responsible inquiry, thereby (...) making epistemic integrity in organisations inherently vulnerable and increasing the risk of unintentional unethical behaviour. This epistemic perspective on organisational integrity emphasises the importance of developing virtuous epistemic infrastructure and an ethical epistemic culture. By aligning their beliefs with facts, organisations can also improve moral behaviour and reduce the risk of culpable ignorance. (shrink)

Employee behavior, decision-making, and cooperation across the supply chain network are all greatly influenced by organizational culture (OC). In supply chain outcomes (SCO), an understanding of the effect promotes efficiency overall, improves coordination, and maximizes performance. The structural equation modeling (SEM) technique was initially applied to experimentally analyze data from a survey of 85 enterprises using a quantitative approach. The relationships between cultures such as OC, market culture (MC), clan culture (CC), Hierarchy culture (HC), Professional (...) culture (PC), Adhocracy culture (AC), and supply chain outcomes are analyzed in this research. The findings are evaluated using the combination of a reliability and validity test, multiple regression analysis. The SEM approach is employed to investigate the intricate correlation that exists between these cultural aspects and SCO. A more detailed comprehension of these linkages is provided by the simulation technique, which enables a thorough investigation of the ways in which each cultural feature affects SCO. Positive correlations between the independent variables (OC, AC, MC, HC, PC, and CC) and the dependent variable (SCO) are predicted. The majority of these relationships exhibit statistically significant positive impacts(p < 0.05), signifying noteworthy and substantial benefits for SCO. Furthermore, although OC, AC, MC, PC, and CC have substantial positive impacts, HC has a relevant but invisible effect. OC has a major influence on SCO, according to the study, with some cultural characteristics having a considerable impact on performance measures. Improved efficacy and efficiency in supply chain operations are fostered by a well-aligned culture. (shrink)

Bullying in organizations is receiving more attention by managers, public policy makers, and scholars. This paper adds to the literature by examining how the culture of an organization may influence the frequency and types of bullying behavior that are predicted to occur. We develop propositions and examine measurement instruments in preparation for an empirical study.

The lack of concrete guidance provided by managerial moral standards and the ambiguity of the expectations they create are discussed in terms of the moral stress experienced by many managers. It is argued that requisite clarity and feelings of obligation with respect to moral standards derive ultimately from public discussion of moral issues within organizations and from shared public agreement about appropriate behavior. Suggestions are made about ways in which the moral dimension of an organization's culture can be more (...) effectively managed. This is the third in a research series of three papers. (shrink)

Introduction. The article is focused on possibilities of measuring the efficiency of organizational culture, which is relevant when planning and justifying the expenditures for personnel management. The aim of the study is to formulate an algorithm of actions which makes it possible to move from assessing the existing organizational culture to assessing the expected economic effects from measures to maintain or develop it. Methods. In the course of the research, the methods of comparative analysis, system analysis, (...) functional analysis, desk research were used. Scientific novelty. In works devoted to measuring organizational culture, the emphasis is made on diagnosing its state, its features in any specific organizations, recorded, as a rule, on the basis of a number of well-known author’s methods. Researches on HR analytics and practical recommendations are focused on building a system of HR metrics and identifying their correlation with an organization economic performance in order to see solutions - “insights” in human resource management. At the same time, there are no works reflecting the relationship between the characteristics of organizational culture and the expected economic effects of its functioning, which would justify the necessity of expenditures for managing organizational culture for each specific organization. The article describes the possibility of transition from measuring the culture characteristics to the indicator of return on investment in human capital. Conclusions. The practice of assessing the economic efficiency of decisions related to the expenditures for organizational culture is accompanied by a number of difficulties in justifying the expected results. In our opinion, the variant of measuring the effectiveness of organizational culture described in the article has the right to exist. It should be noted that the correlations between culture indicators, HR metrics and economic effects can vary for different organizations, which is established empirically by observing changes in all indicators and their relationships over time. (shrink)

A key issue in the business ethics field is the design of effective measures for assessing the ethical culture of organizations. The Corporate Ethical Virtues Model (CEV), developed by Kaptein in 2008, is an instrument for measuring ethical culture, and has been applied, adapted and validated in different contexts. In 2013, DeBode, Armenakis, Field and Walker developed the CEV–S, a shortened version of the original scale. Both the CEV and CEV–S assess eight dimensions based on corporate ethical virtues: (...) clarity, congruency of supervisors, congruency of senior management, feasibility, supportability, transparency, discussability and sanctionability. The objective of this study is to present a Spanish version of the CEV–S and its validation process. The scale was applied to two samples of 114 and 193 Colombian employees from two companies operating in the services sector. The confirmatory factor analyses revealed a good fit for the eight-factor structure of the Spanish CEV–S and the statistical tests applied showed good levels of reliability and validity for this scale. The adequate psychometric properties shown by the Spanish CEV–S may support its use in future research to measure organizational ethical culture in Spanish-speaking settings. (shrink)

Objective Moral distress is a complex phenomenon experienced by healthcare professionals. This study examined the relationships between key dimensions of Organizational Culture in Healthcare (OCHC)—perceived psychological safety, ethical climate, patient safety—and healthcare professionals’ perception of moral distress.Design Cross-sectional surveySetting Pediatric and adult critical care medicine, and adult hospital medicine healthcare professionals in the United States.Participants Physicians (n = 260), nurses (n = 256), and advanced practice providers (n = 110) participated in the study.Main outcome measures Three dimensions of (...) OCHC were measured using validated questionnaires: Olson’s Hospital Ethical Climate Survey, Agency for Healthcare Research and Quality’s Patient Safety Culture Survey, and Edmondson’s Team Psychological Safety Survey. The perception of moral distress was measured using the Moral Distress Amidst a Pandemic Survey. The hypothesized relationships between various dimensions were tested with structural equation modeling (SEM).Results Adequate model fit was achieved in the SEM: a root-mean-square error of approximation =0.072 (90% CI 0.069 to 0.075), standardized root mean square residual = 0.056, and comparative fit index =0.926. Perceived psychological safety (β= −0.357, p <.001) and patient safety culture (β = −0.428, p<.001) were negatively related to moral distress experience. There was no significant association between ethical climate and moral distress (β = 0.106, p = 0.319). Ethical Climate, however, was highly correlated with Patient Safety Culture (factor correlation= 0.82).Conclusions We used structural equation model to test a theoretical model of multi-dimensional organizational culture and healthcare climate (OCHC) and moral distress.Significant associations were found, supporting mitigating strategies to optimize psychological safety and patient safety culture to address moral distress among healthcare professionals. Future initiatives and studies should account for key dimensions of OCHC with multi-pronged targets to preserve the moral well-being of individuals, teams, and organizations. (shrink)

Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated (...) by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research. (shrink)

Although theory refers to organizational culture as an important variable in corrupt organizations, only little empirical research has addressed the characteristics of a corrupt organizational culture. Besides some characteristics that go hand in hand with unethical behavior and other features of corrupt organizations, we are still not able to describe a corrupt organizational culture in terms of its underlying assumptions, values, and norms. With a qualitative approach, we studied similarities of organizational culture (...) across different corrupt organizations. In this study, we performed content analysis on interviews of 14 independent experts about their experience with corrupt organizations. With this approach, we gained insights about different corrupt organizations spanning different branches (e.g., government, foreign trade, pharmacy, sports, building industry). We found that corrupt organizations perceive themselves to fight in a war, which leads to their taken-for-granted assumption that “the end justifies the means”. This assumption inspires many values and norms of the organizational culture. An important value in a corrupt organization is “security”, and an important norm is punishment of deviant (i.e., non-corrupt) behavior. Furthermore, managers and employees differ in their perception of organizational culture. While the management endorses values, such as success, results, and performance, and implements these values in their norms of goal setting, employees make use of rationalization strategies and endorse values of security and team spirit. (shrink)

This article addresses salient conceptual issues in social organisational psychology in probing change in organisational systems, e.g., culture, innovation and implementation, reflective practice and change models. Insights from chaos–complexity research in the natural sciences which underpin the dynamics of flux and change to unravel the hidden, the unexplained, the disordered will be built on to explore the phenomena of change from a social psychological perspective. The concept of nano-psychology is introduced to open up a creative debate in the social (...) psychological field on creative change which builds on the nano-insights evolving in the natural science field. (shrink)

This paper is an outcome of the business ethics course conducted during the third semester of the MBA course and aims to examine how a subordinate employee’s response, either by raising a concern or being quiet to repeated misbehavior of the leader, impacts an organization. Primary data was collected from the employees of mid-sized IT companies in India using a five-point Likert scale questionnaire. Structural equation modeling has been used to analyze the data. Mediation analysis has been conducted to verify (...) the mediating role of organizational culture. It is found that if an employee feels safe in an environment, they open up to suggestions or else suppress their thoughts to escape repercussion. The analysis shows that silence and voice in an organization have an impact on the organization’s culture. The implications of this study show that leaders violate the integrity of the organization by vandalizing the organization's objectives, outcomes, assets, and well-being of the co-employees. Previous studies have not focused on the mediating role of organizational culture on employee voice or silence. (shrink)

Management decision-making is a daily task that managers of various levels solve in every organization. Degree of difficulty of this process depends on the scope of authority, responsibility level, manager’s position in organizational hierarchy; on the changes in the environment, unpredictability of which causes emergence of significant amounts of alternatives. For this reason, managers do not rely only on intuition or personal experience (which limited with selective perception, cognitive ability, ability to withstand stress and/or the presence of bias), but (...) use tools (methods) that have stood the test of time and practice; are based at the analysis of a significant amount of primary and secondary information; involve team-building to find the optimal option or to generate ideas. A significant amount of research papers are devoted to such methods, however, the author forms a synergetic approach which contains a detailed analysis of their correlation with the key factors of the competitiveness of enterprise, such as organizational culture and leadership. Existing decision-making practices, problems and style of management at the tourism enterprises are revealed from conducted survey (the first half of 2014) in tourism firms of Dnepropetrovsk and Zaporizhzhia regions of Ukraine, in which 729 tourism managers took part. The most popular decision-making practices in tourism branch were specified, among them are modeling and monitoring of previous results. The study proved the hypothesis of the author concerning strong connection of decision-making management and type of organizational culture. Moreover, 63% of managers were dissatisfied with low attention to organizational culture at their companies. The basis for future research and the synergetic matrix for decision-making management were worked out in the article which give preconditions for further studies and improvements in tourism management of Ukrainian enterprises. (shrink)

The empirical problem in this research is that in the working area of the Cilincing District Public Health Center, they have never carried out health education or monitoring activities in fisheries areas, including how to make salted fish. The study aims (1) to measure responsive culture, awareness management, organizational commitment, and identification of formalin in salted fish before and after implementing responsive culture. Furthermore, the study analyzes the influence of awareness management and organizational commitment on responsive (...) culture and formalization in salted fish. It also aims to determine the best influence path model. The design used is to provide a responsive culture module and pre-post observational. Descriptive analysis was used to determine the distribution of respondents regarding responsive culture; awareness management; organizational commitment; and identification of formalin in salted fish. SEM SmartPLS is used to test the influence between variables. The results showed that the best model of influence path is (1) awareness management has a direct effect on organizational commitment; (2) organizational commitment influences responsive culture and responsive culture influences formalin content in salted fish. It is proven that a responsive culture plays an important role in overcoming health center performance problems. After implementing the responsive culture module, and a formalin test was carried out on making salted fish, the results showed that there was no formaline in salted fish. (shrink)

To address the multiple grand challenges facing humanity, there is an urgent need for businesses to become more sustainable. This study explores the implementation of sustainability initiatives through an interview-based single case study of an organization in the food and beverage industry. Specifically, this study adopts a Natural-Resource-Based View of the firm to examine the role of organizational culture and structure in the implementation process. It argues that to successfully implement sustainability initiatives, a flexible structure and a green (...) organizational culture grounded in a shared sustainability vision are essential. The findings reveal that, despite the in-practice flat organizational structure of the case organization, there was limited knowledge of the organization's sustainability vision among organizational members across all organizational levels. This could be attributed to a lack of internal communication within the organization, which constitutes a barrier to the successful dissemination of green values throughout the organization's family-like, inclusive, and diverse work environment. This study proposes a three-part approach for practitioners attempting to implement sustainability initiatives: (1) enhance organizational awareness and communication of the sustainability vision; (2) cultivate a green organizational culture; and (3) advocate for a collaborative, inclusive and decentralized approach to fostering sustainability. This approach is vital not only for sustaining the organization's competitive advantage but also for achieving improved environmental and social outcomes. (shrink)

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, (...) and sanctionability were negatively related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: lay-off, career challenges, dissatisfaction with the job or organization, organizational change, and decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization. (shrink)