Competing Value Framework and Public Administration:  Managerial Insights, Theoretical Reflections and Practical Implications from Italy

Botti, Antonio; Vesci, Massimiliano

doi:10.5539/ibr.v11n2p147

Cited by 6 publications

(8 citation statements)

References 32 publications

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“…The CVF model is commonly used to assess organizational culture. It is a well-validated model with reliability (Botti & Vesci, 2018). According to Chidambaranathan & Regha (2016), the public universities showed a blended culture type, with the presence of different cultures, while the private universities showed a more dominance of Clan and Adhocracy cultures.…”

Section: Organizational Culture (Oc)mentioning

confidence: 99%

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Jamali¹,

Bhutto²,

Khaskhely³

et al. 2022

10.5267/j.msl

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There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.

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Section: Organizational Culture (Oc)mentioning

confidence: 99%

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Jamali¹,

Bhutto²,

Khaskhely³

et al. 2022

10.5267/j.msl

View full text Add to dashboard Cite

show abstract

“…This study explored the existing and future desired organizational culture at Ethio-telecom Jimma region offices using competing value framework model. This model has been ideal in identifying types of organizational culture and diagnosing cultural change in public companies [14], [2], [33]. The study addressed three main objectives: identifying current dominant organizational culture Ethio-telecom Jimma branch offices; identifying desired or preferred organizational culture those employees want to see in the future at their offices and examine variation among employee's perception in their reflection current dominant culture and choice of desired future culture.…”

Section: E Discussion Of the Resultsmentioning

confidence: 99%

“…Internal focus and flexibility prevail now in the organization. These encourage broad participation by employees, give emphasis to teamwork and empowerment, and make human resource development a priority [33].…”

Section: E Discussion Of the Resultsmentioning

confidence: 99%

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Organizational Culture Assessment at Ethio-Telecom Using Competing Value Framework

Abrahim

Zewdie

2020

EJBMR

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The purpose of this study is to assess current dominant and future desired organizational culture at Ethio-telecom Jimma region offices as perceived by employees using competing value framework. The objective is to identify and understand cultural changes needed to manage organizational change Ethio-telecom embarks on effectively. Through a survey research design, a sample of 100 employees who were randomly selected took part in the study. Organizational change assessment instrument (OCAI), standard questionnaire developed by Cameron and Quinn’s (2006) used to collect data from respondents. Four types of culture clan, adhocracy, hierarchy, and market assessed from six attributes of culture or dimensions: dominant characteristics, organizational leadership, and management of employees, organizational glue, strategic emphasis, and criteria of success. Standard mean score (Z score), t-test and analysis of variance employed to address the research questions. The results show that clan culture is the dominant typology at the moment while market oriented culture is found as future desired organizational culture. Moreover, the findings revealed statistically no significant variation among employees in their perception of current dominant culture and choice of future desired culture.

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“…These findings contradict the CVF's orthogonal assumptions and caution against overemphasis on a dominant culture type. Botti and Vesci (2018) produced a three-factor structure through exploratory methods. Deshpandé and Farey (2004) reviewed studies correlating CVF dimensions with performance, finding more than half nonsignificant across all cultural orientations.…”

Section: "Competing" or "Configural" Values Framework In Literaturementioning

confidence: 99%

Organizational Culture

Spatola

2024

Preprint

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This study empirically examines assumptions of the competing versus configural values frameworks for assessing organizational culture. It presents a series of experiments that investigate relationships between cultural archetypes in the Competing Value Framework (CVF). Experiment 1 confronts competing versus configural perspectives and evaluates the Organizational Culture Assessment Instrument’s (OCAI) ability to account for plurality in cultural orientations. Experiment 2 draws on Experiment 1 to develop a simplified CVF measure. Experiments 3a and 3b validate and evaluate temporal stability of the revised measure using person-organization fit theory. This research critically investigates CVF assumptions and proposes an alternative simplified measure attentive to complementary and configural cultural dynamics. Findings aim to enrich conceptualization of culture’s complexity and appropriate techniques for quantitative assessment. The results provide support for the proposed configural approach and the importance of cultural fit across multiple dimensions rather than fit with a singular archetype.

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Competing Value Framework and Public Administration: Managerial Insights, Theoretical Reflections and Practical Implications from Italy

Cited by 6 publications

References 32 publications

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

Organizational Culture Assessment at Ethio-Telecom Using Competing Value Framework

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