Evaluating the Organizational Culture from Romanian Private Companies Using the Organizational Culture Assessment Instrument (OCAI)

Abstract

Today's society framework is linked to qualities that might impact corporate organizations, such as competitiveness, globalization, market economy, and even economic crises, on both national and international scale. In this environment, a private business must follow current trends by seeking continual quality improvement of its operations to prevent stagnation. The goal of this research is to examine the organizational culture of Romanian private-sector businesses, as this is a unique feature that, if not managed effectively, can have a detrimental impact on a company's quality and competitiveness. The tool used for this research to diagnose the dominant direction of Romania’s private companies was the Organizational Culture Assessment Instrument (OCAI). Results indicated that employees would prefera clan culture, more specifically, a place where people share the same values, and loyalty and traditions are key fora friendly work environment.

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI

“…E.g. clan and hierarchical organizational culture are dominant in the Slovenian logistics sector ( Čuček and Mlaker Kač, 2020 ), clan culture in the Romanian private sector ( Dobrin et al, 2021 ), clan and hierarchical culture in the Portuguese healthcare sector ( Albino et al, 2022 ) or in Swedish organizations ( Farashah and Blomqusit, 2021 ).…”

“…Organizational culture is studied for its importance in influencing workplace behavior, cognitive function, and outcomes of individuals and work groups ( Heritage et al, 2014 ). If a company does not know the real state of its organizational culture, it is unable to evaluate whether this culture meets its needs ( Dobrin et al, 2021 ) or whether its employees are satisfied ( Van Huy et al, 2020 ). Research on organizational culture is essential from the perspective of firm performance, organizational change, knowledge management, and innovation ( Zbieg et al, 2017 ; Bendak et al, 2020 ; Kim and Lee, 2020 ).…”

Hacia la comprensión de la cultura organizacional colombiana. Un enfoque desde los valores en competencia

“…La contrastación empírica se llevó a cabo en 465 empresas colombianas. Para ello se utilizó una adecuación del instrumento ocai (Organizational Culture Assessment Instrument), desarrollado por Cameron y Quinn (1999), cuya validez y confiabilidad ya ha sido probada para medir la cultura en empresas de diferentes países, como Colombia (Serna et al, 2012;Calderón & Serna, 2009), Australia (Coehlo et al, 2022, Rumania (Dobrin et al, 2021), España (Assens-Serra et al, 2021), al igual que a lo largo de distintos sectores, como el de salud (Van Huy et al, 2020), la educación (Sousa et al, 2022), la construcción (Teräväinen et al, 2021) y múltiples más. Los cuatro factores determinantes en la caracterización de la cultura son la formalidad y la estructuración, la estabilidad, el liderazgo técnico y la formulación de metas como factor integrador (los primeros tres reflejan una cultura jerárquica y el último, una cultura racional o de mercado).…”

Enhancing Employee Performance of Malaysian Manufacturing Industries: Organizational Citizenship Behaviour and Innovative Work Behaviour as Mediator

“…At the same time, Putri & Sumartik (2022) pointed out that this organizational culture impacts employees/workers, such as providing morale and enjoying the working environment, perceiving personal and team satisfaction, and persuading employees to achieve certain performance goals. Dobrin et al, (2021) developed a special measurement tool to measure organizational culture called OCAI (Organization Culture Assessment Tool). The OCAI measuring device consists of 24 problem items and 6 indicators.…”