Culture of organization in conditions of changes as an ability of efficient transformations: the case of gas transportation companies in Ukraine

Abstract

Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work.
 Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine.
 Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises — top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations.
 Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.

Exploring Determinants of Innovation Capability in Manufacturing Companies Operating in Poland

“…Generally, they may be categorised as the issues referring to a firm's resources, interaction with the environment, internal processes and organisational attributes [21,32]. As far as the aspects of the resources and a firm's interaction with its environment are concerned, a growing number of authors highlight the significance of inter-organisational cooperation [33][34][35][36][37][38][39][40]. This results from the fact that in today's environment, inter-organisational cooperation, understood as a mutually beneficial and well-defined relationship entered by two or more organisations to achieve common goals [41], provides essential building blocks to access dispersed capabilities.…”

Organizational Culture: A Concept Captive between Determinants and Its Own Power of Influence

“…Developing the bibliometric study included in the present research, allowed the rapid evaluation of the scientific literature regarding the concept of organizational culture, its determining factors, and the influences that OC can further exert. Among findings, the following ones are need further attention: (1) the fact that the topic of the impact of OC has attracted much earlier as a period of time, the attention of researchers (documents on the influences exerted by OC have appeared since 1977, while those related to the determinants of OC in 1990, as identified in WoS database); (2) The United States is by far the largest contributor to the collection of studied documents; (3) graphic representations indicate a low or even very low degree of international collaboration for countries such as Romania, Poland, Iran; (4) the majority of scientific papers are included in the "Business" and "Management" categories of the WoS database, fact expected, if one considers the specifics of the covered topic in this analysis; (5) over 80% of the authors had an unique contribution to the collection of documents, while the percentage of authors who contributed with at least 2 documents is about 5%; (6) Schein, Hofstede and Cameron are the most cited authors in the references of the collection; (7) the main sources that published one third of the documents in the collection are both conference volumes and scientific journals for the set of documents (a), while for the set of documents (b) they are only scientific journals; (8) keyword analysis indicates a higher presence of internal factors that may influence OC, in the collection's documents (keywords related to factors: Employees, Leadership, Competence and Support) and a lower presence of elements related to external factors influence, such as social, economic and technological; (9) the scientific papers of the collection have a high impact within the literature, obtaining hundreds of citations since publication (the highest number of citations is 400 for Gordon's research [79]).…”

“…Over time, the concept of organizational culture (OC) has aroused the interest of researchers, being the object and subject of study of several scientific papers, especially in the field of management and business [1][2][3]. In the literature, organizational culture has been analyzed from several points of view, with researchers trying to explore even the role that organizational culture can play on sustainable practices encouraged by companies [4] or how the organizational culture is influenced by several factors [5][6][7]. The present research focuses on this concept, as it appears from the bibliographic study of the literature; it is a concept balanced between the influencing or determining factors of it, and the influences that it exerts in its turn.…”

Management of Motivation of Managers’ Work At the Enterprises of Ukraine: Innovative Aspects

“…In order for enterprises to be effective, they need to have effective managers, because their innovative decisions and actions will determine the effectiveness of the enterprise, and as a consequence, the welfare of the country, Andrusiv [16]. Polyanska [17] and Dykha [18] argue that it is necessary to work on the development of corporate culture of the enterprise. This will help build trust between employees and top managers and develop young executives.…”