Finding links between organisation’s culture and innovation. The impact of organisational culture on university innovativeness

The objective of the paper is to diagnose organisational culture of selected universities and analyse its impact on the innovation processes within them. The subject matter of the study was organisational culture and innovation at universities. The subjects were four selected universities in Poland, Austria, Germany, and Ukraine. The paper provided a definition of organisational culture and its typology. It further discussed the organisational culture of universities and the relationships between organisational culture and innovativeness. The literature review provided foundations for building a model for the formation of a type of organisational culture at universities that is innovation-friendly, which is the added value of the paper. It offers actions worth taking to shape innovation-friendly culture at universities. It is particularly important during difficult time of changing labour market, when universities greatly impact the attitudes of young people. The knowledge of how to shape innovation-friendly organisational culture at universities is necessary for academia to profile future employees in times of continuous changes. To investigate the relationship between organisational culture and the innovativeness of universities, we designed an original survey questionnaire [S1 File]. Organisational culture was diagnosed with the Organizational Culture Assessment Instrument by K.S. Cameron and R.E. Quinn. The analyses were conducted in Dell Statistica v. 13.1 (StatSoft Polska). We normalised data from the Likert rating scale using Kaufman’s and Rousseeuw’s formula. We used Spearman’s correlation coefficient and Kendall’s W to calculate correlations. The research shows that the investigated Polish and Austrian universities are dominated by hierarchy and market cultures. On the other hand, the German and Ukrainian universities host all cultures, but clan and adhocracy dominate there. Moreover, the analyses demonstrated that although the adhocracy culture was the least visible in the investigated organisations, it contributes to university innovativeness the most. The conclusions were used to build a model for promoting innovation-friendly organisational culture at universities. The model contains answers to the research questions. In addition, it offers guidelines for shaping organisational culture to bolster innovation at universities. The research identified relationships between organisational culture and university innovativeness and components that create innovation opportunities at universities as its contribution to management theory. When applied in practice, the guidelines can help form the university’s organisational culture bottom-up.

The influence of organisational culture on corporate accountants' ethical judgement and ethical intention in Vietnam

PurposeThis research examines the impact of organisational culture on the ethical judgement and ethical intention of corporate accountants in Vietnam.Design/methodology/approachThe study relies on survey data collected from 283 practising accountants in Vietnam. Organisational culture was measured using the Organisational Culture Assessment Instrument, developed by Cameron and Quinn (2011). The Instrument is developed based on the competing values framework comprised of four distinct cultures: clan, hierarchy, market and adhocracy. Ethical judgement and ethical intention were measured based on respondent responses to five ethical scenarios, each linked to a principle of professional conduct in the code of ethics.FindingsThe findings indicate that the clan culture (family oriented) is dominant and has a significant positive influence on accountants' ethical judgement and ethical intention. Respondents in the clan culture evaluate scenarios more ethically compared with accountants in the adhocracy and market cultures but not the hierarchy culture. Accountants who emphasise the adhocracy and market cultures display a more relaxed attitude towards unethical scenarios whereas respondents in the hierarchy culture (rule oriented) display the highest ethical attitude.Research limitations/implicationsThe code of ethics, its content and how it is interpreted and applied may differ between professions, organisations or cultures.Originality/valueOrganisational research on ethical decision-making is ample but few studies link organisational culture with ethical judgement and ethical intention from the perspective of individual accountants.

The Relationship Between Employees’ Job Satisfaction and Organizational Culture in Korea’s Manufacturing Industry: Focusing on Online Training Participation as a Moderator

<p class="a">This study intends to address the relationship between job satisfaction of employees and organizational culture in Korea’s manufacturing industry. In particular, this research addresses the role of online training participation as a moderator for the relationship between organizational culture and job satisfaction. Principal component analysis and hierarchical regression analysis were applied using the Korean Human Capital Corporate Dataset. The result of this study indicates higher job satisfaction under Clan culture or Adhocracy and Market cultures. Also, online training participation can enhance employees' job satisfaction and online training participation has a moderating effect for Adhocracy and Market cultures and job satisfaction. Therefore, the manufacturing companies of Korea need to build Adhocracy and Market cultures and to encourage online training participation for employees' higher job satisfaction.</p>

Mediation of human resource management in the linkage between performance and culture in an emerging economy

The linkages between corporate culture, corporate performance, and human resource management (HRM) practice have been broadly investigated, but, none of the previous studieshave analyzeda mediation mechanism in the relevant research models. This article aimed to analyze the complicated linkages among corporate culture, performance, and HRM practice. Especially, it aimed to underline the mediation of HRM in the research model. The research data were collected in Vietnam as one of the quickly developing countries, receiving a humble amount of research on that issue. Multiple regression analyses were employed to scrutinize the causal correlation from corporate culture to performance, while the mediating procedures were applied to investigate the mediating mechanism. The research findings reveal that clan, adhocracy, and market cultures likely improve corporate performance, whereas hierarchy culture negatively influences corporate performance. Furthermore, HRM practice was evidenced to partially mediate the effects of clan, market, and hierarchy culture on performance. Nevertheless, it fully mediates the influence of adhocracy culture on performance. This research is one of the first to link HRM practice to the relationship between corporate culture and performance, and then explore HRM mediation. The empirical results could help researchers and business managers in developing economies more deeply understand the complicated links among corporate culture, performance in business, and the mediation of HRM practice to make better decisions on corporate culture and HRM for their enterprises. Ultimately, they can gain better corporate performance.

Organisational culture, leadership behaviour and job satisfaction in the Vietnam context

Purpose The purpose of this paper is to challenge the influence of organisational culture types on leadership behaviour and job satisfaction. The theory of culture was divided into four characteristics, namely, clan, hierarchy, adhocracy and market. Design/methodology/approach A purposive questionnaire was adapted to collect surveys from 294 working people in several sector organisations in Vietnam. The questionnaire included two main parts. The first part comprising demographic questions. The second part included three constituted scales to evaluate organisational culture types, leadership behaviour and job satisfaction. Correlation and linear regression analysis were adapted to use to challenge connections among variables. Findings Hierarchy culture negatively connected to relationship-oriented leadership behaviour. Adhocracy culture positively affected job satisfaction. Clan and market cultures insignificantly predicted leadership style and job satisfaction. Research limitations/implications The research is structured in 294 working people in various Vietnamese sector organisations. This small sample is unlikely to represent the popularity of the findings. Further research should collect samples in more organisations and industries in Vietnam to improve the efficiency of the results. The research findings may support leaders and superiors to choose a proper organisational culture that will reduce employee dissatisfaction. Originality/value The research is conducive to the studies on organisational culture, especially the association between leadership behaviour and job satisfaction in Vietnamese sector organisations

Change Regions and Changes in Normative Market Cultures

This chapter explores the history of the three regions in Europe which are the focus of this work; namely, England and Wales, and the former East and West Germany. Their recent economic histories are recounted, as well as the nature of these economic and social changes, and which social groups are most likely to have been affected by them. These changes have increased the opportunities for crime in the marketplace for many citizens. The extent to which people living in these three areas report perceptions of change in their societies is examined, as well as trust in market institutions, cynicism about the law, and values related to contemporary citizenship, and how they differ between change regions and generations.

Cultural aspects of organizational agility affecting digital innovation

The purpose of this study is to understand how the cultural aspects of organizational agility affect digital innovation capability. In the context of increasing demand for fast-paced digital innovation, organizational agility becomes strategically crucial for large incumbent companies to increase their competitiveness. The literature on organizational agility shows that incumbents, with their vast access to resources, still can have limited ability to innovate and respond to change. This is in sharp contrast to startups, who sometimes are impressively innovative despite their very limited resources. Sometimes the incumbents are even outcompeted and disrupted by startups because of their ability to embrace change, and rapidly seize new business opportunities. However, we know little about why some incumbents are not able to use their resources efficiently for digital innovation and why some smaller startups can transcend these resource limitations. In this context, we find that cultural aspects are especially crucial as enablers for organizational agility in digital innovation. We designed a comparative study to investigate the differences in the influence of culture on organizational agility; and how it hinders or enables digital innovation, at both incumbent firms and startups in the automotive industry. We applied a qualitative research approach and selected semi-structured interviews as our main research method. The Competing Values Framework was used as a tool to categorize different cultures that affect organizational agility, but also to identify how and when tensions between values supported or hampered the organizations’ ability to innovate. Our findings show that, while a blend of Hierarchy and Market cultures inhibited the innovation capability, Clan and Adhocracy cultures promoted innovation. In our sample, the incumbents predominantly adhered to the first two cultures, while the startups typically belonged to the second group. The most successful startups were even able to create a combination of Clan and Adhocracy cultures — a concept we here term ‘Agile culture.’ This culture allowed them to reach a beneficial state of digital innovation growth. When it comes to the implications for research and practice, we found the need to analyze the role of culture for organizational agility; and how to utilize culture as an asset to enable digital innovation growth. One contribution is the identification of ‘Agile culture’ that is an amalgamation of Clan and Adhocracy culture. The value agile culture creates when applied, enables organizational agility, which can enhance digital innovation capability.

Academic and Corporate Cultures in Modern University (A Case Study of Armenia and Belarus)

Any reforms of modern education in the context of the Bologna principles somehow connected with the fundamental academic values and freedoms that guarantee institutional autonomy and social integrity of the universities. At the same time, post-soviet transformations of the higher education systems (HESs) often assume the introduction of the market-oriented approaches to meet the economic challenges that may contradict the traditional academic culture. On the basis of research data gleaned mainly from expert interviews in framework of case study in Armenia and Belarus, the authors analyze the ongoing transformations in HES with a focus on the features of implementation of academic freedoms in the context of existing contradiction between the new tendencies in higher education (market-oriented values, the entrepreneurial university model) and its classical humanistic model oriented to academic values, as well as to assess a possibility of coexisting academic and market cultures within the university. The authors reveal the contradictory attitudes to assessment of the level of implementation of academic freedoms and to the possibility of combining academic freedoms with corporate culture in mentioned countries. Moreover, HESs needs the radical changes that would not destroy its fundamental culture and help to adjust universities to the global challenges.

Modifying the organisational culture in order to increase the company’s level of sustainability

Changing the business behaviour by prioritising sustainability was proved to be an intelligent solution to social, environmental, as well as economic issues. Adapting to the principles of sustainability must begin with modifying the visions, values and beliefs typical of the economic entities, given that these elements form its organisational culture. Therefore, the concept of sustainability can be integrated in the company’s strategy by changing the organisational culture. Given these points, a study was conducted within twenty-eight organisations from the Republic of Moldova with the objective of identifying the optimal organisational culture pattern for increasing the level of sustainability. The first part of the research implies elaborating a suitable way to compute the global performance of an entity which entails economic, social and environmental performance. To realise a comparative analysis of the results obtained by the companies, was proposed a classification method in 5 performance categories, based on which their sustainability was appreciated. Quantitative research is based on the method of questionnaire, which was applied to a number of 300 employees from the same companies. The organization culture was analysed according to the Competing Values Framework (CVF) by Cameron and Quinn (2011), which is one of the most influential and extensively used models in the area of organizational culture research. The findings show that in the analysed companies dominates hierarchy type of organizational culture. However, the study emphasises the fact that companies with a higher sustainability level scored significantly higher on clan, adhocracy and, market cultures, while the hierarchical is lower. The obtained results prove that organisational culture is a factor which has a considerable impact on the company’s sustainability. Adopting a sustainability-oriented organizational culture can make a major contribution in creating long term success in organization.

Organizational culture and performance: a macro-level longitudinal study

Purpose The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time. Design/methodology/approach Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination. Findings Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2). Research limitations/implications The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations. Practical implications Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments. Originality/value The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.