This study investigated the relationships between organizational culture and managers' performance in a Chinese university, with commitment as a mediating variable. It revealed that organizational culture had a significant impact on commitment of employees. At the same time, commitment impacted managers' performance positively. However, the study also highlighted that organizational culture had no significant impact on performance, contradicting many past studies on the impact of organizational culture on performance. The authors developed a framework adapting the four dimensions of organizational culture based on Denison Organizational Culture Survey (DOCS). They also adapted the three dimensional concept of organizational commitment developed by Allen & Meyer, characterized by affective, continuance and normative commitment. The authors decided to investigate the contextual performance rather than task performance as it relates to spontaneous behavior, organizational citizenship behavior, pro-social behavior and dedication to the spirit of organization. While contextual performance does not contribute directly to organizational performance unlike task performance, it nevertheless, enhances the psychological and social aspects of the organization. They have also adapted the performance measurement scale developed by Scotter & Motowidlo as a measure for contextual performance. Chinese universities are unique as most of the top leaders are appointed by the central government. Major challenges arise for university leaders as they face competition both locally and abroad to raise the academic ranking of their institutions. The study suggested changing the governance structure of universities to meet the rising demands for greater autonomy and flexibility from academics and administrators. A more diversified system of higher education institutions is needed to cater to different demands within the higher education system at large. As such, each institution will have to develop its unique organizational culture to ensure its sustainability.
Both Confucianism and Islam offer a humanistic approach towards the concept of leadership, emphasizing ethical practices such as integrity, trust, moral characters, and justice. They are perceived as a means of providing moral values and countering the negativity associated with modernity. They provide the cultural and moral capital to university leaders, which affect leadership practices and organizational cultures of higher education institutions in Asia. Leaders are expected to maintain a high level of integrity and responsibility. University leaders and administrators are often guided by their respect for cultural traditions and this study helps to provide an understanding of higher education leadership in China, Singapore and Malaysia. This article offers a comprehensive view of excellence in higher education ranging from policies to practices of university leaders and academics, based on previous and current works of the author. Subsequently, the findings provide the basis for developing a humanistic multidimensional model for higher education excellence, embedding the principles of Confucianism and Islam. The rigor and richness of the findings will contribute to the development of higher education leadership in Asia.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.