The Organizational Culture Inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive These cultural norms are hypothesized to influence the thinking and behavior of organizational members, their motivation and performance, and their satisfaction and stress. As components of organizational culture, behavioral expectations are considered to be shared and enduring in nature. Tests of three types of reliability—internal consistency, interrater, and test-retest—and two types of validity—construct and criterion-related—on data provided by 4,890 respondents indicate that the inventory is a dependable instrument for assessing the normative aspects of culture. Obtained alpha coefficients support the internal consistency of the scales; tests for interrater agreement show that significant variance in individuals' responses is explained by their organizational membership; and tests for differences across time show the temporal consistency of scale scores. Factor analysis results provide general support for the construct validity of the scales, most of which were related to both individual and organizational criteria as predicted.
Research on group interaction styles and problem-solving effectiveness suggests that group behavior can be analyzed in terms of three general styles: constructive, passive, and aggressive. Empirical studies, however, have tended to focus on only one or two of these styles in examining their relation to measures of problem-solving effectiveness. Using data based on 61 groups that participated in a simulated survival exercise, the research reported in this article compares the effects of all three styles on criteria of effectiveness (e.g., solution quality and acceptance). Consistent with the hypotheses, constructive styles are found to be positively related, and passive styles negatively related, to the effectiveness criteria. Aggressive styles are shown to be generally unrelated to solution quality but negatively related to solution acceptance. The results suggest that future empirical research as well as early team development interventions should consider the unique effects of different group interaction styles on problem-solving effectiveness.
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