An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals

Calciolari, Stefano; Prenestini, Anna; Lega, Federico

doi:10.1080/14719037.2017.1383784

Cited by 38 publications

(43 citation statements)

References 55 publications

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“…Tseng (2010) reported significant positive influence of adhocracy and hierarchical cultures on performance. Similar results were obtained by Calciolari, Prenestini, and Lega (2018). However, Fekete and Bocskei (2011) established that clan and adhocracy cultures were significant positive predictors of performance.…”

Section: Organizational Culture and Performancesupporting

confidence: 64%

Organizational Culture and Performance: Evidence From Microfinance Institutions in Kenya

Owino

Kibera

2019

SAGE Open

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The study aimed at determining the influence of organizational culture on the performance of microfinance institutions in Kenya. A descriptive cross-sectional survey design was adopted. Secondary data were collected from annual reports by the Association of Microfinance Institutions in Kenya and the Microfinance Rating Africa. Primary data were collected using structured questionnaire targeting the chief executive officer, human resource manager, and marketing manager. Data were analyzed using factor analysis and hierarchical regression. Our analysis identifies clan and hierarchy as the dominant cultural typologies in the microfinance industry. The results obtained demonstrate that organizational culture has a significant influence on non market performance. In addition, market culture is inversely associated with debt/equity ratio. We conclude that organizational culture is a major source of sustainable competitive advantage in the microfinance industry. Furthermore, we conclude that market culture promotes financial independence and sustainability in the long term. Keywords organizational culture, performance, competing values framework, debt/equity ratio, microfinance SAGE Open assumptions adopted by the majority of the organizational members are at the core of culture. Whereas assumptions are not directly observable, they are the cerebral level of culture and are inferred from organizational values and artifacts. Assumptions are the mental models used by managers and employees to make sense of the environment (Harris, 1998). Values are the socially constructed principles that guide behavior and are reflected through the spoken and audible goals, philosophies, and strategies. Artifacts are the visual and tangible layer of culture and consist of signage, branding, and physical settings of the establishment. Cultural values and assumptions build the mental frame for reasoning and responding to stimulus from the business environment. The values and assumptions determine organizational members' perception of time, nature of human activities, and horizontal as well as vertical relationships at the various levels within the organization. The study of organizational culture has attracted a plethora of epistemological perspectives over the years. The current study adopts the competing values framework (CVF) to describe and measure organizational culture in the microfinance industry. The CVF assumes that organizations exhibit two dimensions, namely, environmental focus and internal organization as the central attention (Cameron & Quinn, 1999). The competing values theory assumes that organizational complexity breeds different types of culture (Westrum, 2004) and a single type of culture cannot distinguish an organization (Choi, Seo, Scott, & Martin, 2010; Deshpande, 1993). Therefore, in balancing the requirements of different stakeholders, firms make overt and implicit choices in the degree to which their cultures exhibit values and norms that are representative of four different cultural orientations comprising clan, ...

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Section: Organizational Culture and Performancesupporting

confidence: 64%

Organizational Culture and Performance: Evidence From Microfinance Institutions in Kenya

Owino

Kibera

2019

SAGE Open

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“…Their findings show that of the four CVF culture types, the clan culture correlates best with a high level of BPM adoption. However, the hierarchy culture, which can be assumed to be dominant in public administration (Calciolari et al 2018;Cameron and Quinn 2011;Grau and Moormann 2014), was found to be connected to the lowest level of BPM adoption. The study of Indihar Š temberger et al (2018) followed a similar approach and also applied the CVF to analyze the relationship between different organizational culture types, introduction strategies and BPM adoption success.…”

Section: Business Process Management Culturementioning

confidence: 96%

Business Process Management Culture in Public Administration and Its Determinants

2021

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Public administration institutions increasingly use business process management (BPM) to innovate internal operations, increase process performance and improve their services. Research on private sector companies has shown that organizational culture may impact an organization's BPM and this culture is often referred to as BPM culture. However, similar research on public administration is yet missing. Thus, this article assesses BPM culture in Germany’s municipal administration. 733 online survey responses were gathered and analyzed using MANOVA and follow-up discriminant analyses to identify possible determinants of public administration’s BPM culture. The results indicate that the employees’ professional experience and their responsibility influence the assessment of BPM culture, as does the size of a municipality. Based on these findings, the article proposes testable relationships and an agenda for further research on BPM culture in public administration.

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“…Therefore, in the context of the Spanish public organizations, HD results are crucial to take into consideration as long as it is associated with the success of TBW since HD influences interpersonal relationships among the members of the team (Stewart & Barrick, 2000) and the employee’s commitment (Geary & Dobbins, 2001; Wood & Menezes, 1998). According to contextual theory (Lepak, Bartol & Erhardt, 2005; Oc, 2018; Osborn, Hunt & Jauch, 2002) (the main theory of this study 1 ), HD might drastically influence the degree of participation and consensus of public employees in their departments and/or work teams, characterized by active professional and administrative control (Calciolari, Prenestini & Lega, 2018) (i.e., bureaucracy). Thus, in organizations marked by considerable distances of power (very vertical organizations), major hierarchical differences are assumed since they characterize the prevailing inequality.…”

Section: Introductionmentioning

confidence: 98%

Hierarchical distance and employees’ commitment as conditioning of team‐based work in the Spanish public sector

Triguero-Sánchez

Peña‐Vinces

Guillén

2021

Scandinavian J Psychology

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Team‐based work (TBW) plays a crucial role in the success and quality of public services. In the context of the Spanish public sector, our study evaluates if a low level of hierarchical distance (HD) in public organizations condition the public employees’ commitment (EC) as well as TBW, assessed in terms of participation and consensus among team members. Simultaneously, we evaluated to what extent EC help to enhance TBW. Employing a sample of 213 government organizations from the south of Spain through a model of structural equations, we were able to answer the above questions. Our results revealed that team‐based work functions more successfully within public organizations where there exists little verticality in their structures, norms, values and rules – in simplest terms, where there is minimal organizational HD. Such results also suggest that although regulations exist in the Spanish public sector, should public organizations attempt to be less vertical and more horizontal, they would perhaps have public servants that were more committed to their organizations. As a result, servants view the organization as their own and remain loyal. Finally, from an academic perspective, this study could be one of few to research and evaluate the hierarchical role and employees’ commitment to the functioning of public employees based on participation and consensus in their work teams.

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An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals

Cited by 38 publications

References 55 publications

Organizational Culture and Performance: Evidence From Microfinance Institutions in Kenya

Organizational Culture and Performance: Evidence From Microfinance Institutions in Kenya

Business Process Management Culture in Public Administration and Its Determinants

Hierarchical distance and employees’ commitment as conditioning of team‐based work in the Spanish public sector

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