Changing Organizational Culture for Enterprise Performance

Tidor, Adriana; Morar, Liviu

doi:10.18775/ijom.2757-0509.2020.22.4003

Cited by 3 publications

(3 citation statements)

References 8 publications

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“…The model illustrated in Figure 4, which represents the proposed conceptual model in Figure 3, is proven to be the most superior among other models, as it has a GFI value of .85, RMSEA value of .08, AGFI value of .81, CFI value of .96, and NFI value of .95. In general, the model is good enough because 3 of 8 criteria were following the condition for the goodness of fit (Ghozali, 2008;Suryani, 2015) which is detailed in Table 6. Finally, as shown in Table 7, the results yield that H1, H2, H3, H4, H5, and H6 are supported.…”

Section: Resultsmentioning

confidence: 99%

An empirical study of emerging digital culture and digital attitudes in an established company

Fahmi

Tjakraatmadja

Ginting

2023

JIEM

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Purpose: This study intends to uncover factors that can accelerate digital transformation in established companies. This study examines the relationship between generic culture, digital culture, digital literacy, attitudes to change and perceived performance in digital transformation.Design/methodology/approach: A cross-sectional survey was conducted using a questionnaire with 383 employees. The data were analyzed using Structural Equation Modeling (SEM).Findings: This study shows that digital culture, legacy culture, and digital literacy significantly influence employee attitudes towards digital transformation and perceived performance. Additionally, digital literacy mediates the relationship between digital culture and employee attitudes towards digital transformation. Furthermore, employee attitudes towards digital transformation significantly impact their perceived performance.Research limitations/implications: Generalizability may be necessary given the case study approach's small sample size. Hence, more research is required to collect more representative samples.Practical implications: This study contributes to literature by providing empirical evidence on the importance of digital culture, legacy culture, and digital literacy for successful attitudes towards digital transformation. The findings of this study can be used to develop strategies for organizations undergoing digital transformation. A well-defined business culture supporting digital transformation is critical. Organizations should encourage employees to adapt and become accustomed to an innovative environment to boost performance. Accelerating digital transformation can also be done by enhancing digital technology competence and refining employees' attitudes toward digital transformation in the internalization process.Originality/value: Most studies have neglected the dynamic role of corporate culture in accomplishing digital transformation in favour of focusing more on technology. This study thus intends to fill this gap by uncovering how corporate culture and the employees' readiness can drive digital transformation.

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Section: Resultsmentioning

confidence: 99%

An empirical study of emerging digital culture and digital attitudes in an established company

Fahmi

Tjakraatmadja

Ginting

2023

JIEM

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“…During the last few decades, the share of CEOs, who are recruited outside the companies they are supposed to manage, has increased significantly [58]. Therefore, as the external employment opportunities of top executives are expanding, their bargaining power may increase and induce firms to reward CEOs even for economywide performance effects, which CEOs do not directly control [59,60]. Additionally, external candidates may negotiate a premium to their remuneration stemming from the risks related to steering an unfamiliar company.…”

Section: Literature Review and Research Questionsmentioning

confidence: 99%

The Driver of Workplace Alienation or the Cost of Effective Stewardship? The Consequences of Wage Gap for Corporate Performance

Osiichuk

2022

Sustainability

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Relying on cross-country panel data, the paper investigates the possible repercussions of salary gap for employee productivity and corporate financial performance. Our empirical findings corroborate the presence of a negative tail effect of wage gap on productivity and employee morale. While worsening employee turnover and productivity, and increasing the chances of workplace controversies, high salary gap is found to be associated with a more efficient cost structure and higher profitability. Our evidence suggests that extreme salary gap may be curbed by targeted internal policies favoring internal promotion and career development, unionization, employee and managerial training. The composition of the board’s remuneration committee appears to play but a minor role in shaping the scale of salary gap. The results of the study are in line with equity aversion theory and suggest that extreme wage inequality may impede firms’ growth with spillover effects observable at the macro-level. Targeted policies may be necessary to counter the negative repercussions of high compensation disparities as within-firm mechanisms appear insufficient to mitigate them.

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“…Generally, the owner of the company is the most influential factor over the values and beliefs within the organization. Since a smaller number of people (organizational members of SMEs) are gathered together and cultivate common beliefs and values, it is much easier for them when it comes to changing the organizational culture (Tidor, & Morar 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational culture in SMEs: An investigation of managers' vs employees' perceptions

Mileva¹,

Hristova²

2022

EurJ Appl Econ

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Purpose. This paper aims to assess the organizational culture exposed by small and medium-sized companies (SMEs). In other words, we examine the relationship between leadership styles, organizational culture and organizational performance. In order to investigate the role of organizational culture, it is fundamental to analyze the leadership styles in relation to the types of culture, to identify how these are related and well aligned so that they can help the SMEs to be more effective, favoring their innovativeness. Therefore, we like to address the issue of organizational alignment as well, which occurs when employees and leadership are on the same page regarding an organization's purposes and core values. Methodology. Based on a sample of 408 Macedonian managers and employees and using the organizational culture assessment instrument VOX, the key findings show that the dominant culture in Macedonian small and medium-sized businesses is Entrepreneurial Democracy and that all employees share similar perceptions about organizational culture. Contribution/Value. It contributes to the scientific body of knowledge in the context of organizational culture and alignment. The implications of this study will be especially important for the Macedonian SMEs managers and owners in order to gain access to important knowledge of its organizational culture or they need to make improvements to stimulate the innovativeness of their employees to participate in the improvement of company's performance on the one hand and satisfied employees on the other hand. It also provides the readers with an understanding of how to measure organizational culture and its alignment by introducing up-to-date scientific research in the same field.

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Changing Organizational Culture for Enterprise Performance

Cited by 3 publications

References 8 publications

An empirical study of emerging digital culture and digital attitudes in an established company

An empirical study of emerging digital culture and digital attitudes in an established company

The Driver of Workplace Alienation or the Cost of Effective Stewardship? The Consequences of Wage Gap for Corporate Performance

Organizational culture in SMEs: An investigation of managers' vs employees' perceptions

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