Research on evaluation of enterprise project culture based on Denison model

Zeng, Yucheng; Jin, Maozhu; Guo, Chao; Zhang, Zhiwei

doi:10.3926/jiem.1400

Cited by 4 publications

(4 citation statements)

References 3 publications

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“…All of these characteristics allow identification of the gaps between optimal performance (Y. Zeng, Jin, Guo, & Zhang, 2015) in terms of the three typical hierarchical levels within the business environment and, specifically, within the organization studied here. The survey was applied to a sample of 163 of the supermarket's workers, of whom seven pertain to the strategic level, 26 to the executive level, and 130 to the operational level.…”

Section: Methodsmentioning

confidence: 99%

Power asymmetries: An analysis of gaps between hierarchical levels and organizational culture

Molina

Heredia-Rojas

Romaní

et al. 2019

JOB

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Workers are calling for a new psychological contract in which power differences are less asymmetrical and underrepresented voices are heard. In this context, the present study identifies the gaps between the three organizational hierarchical levels (strategic, executive and operational) with a focus on power asymmetries. Employing the case studies methodology, Denison's (1990) instrument is applied to measure the four dimensions (Adaptability, Involvement, Mission and Consistency) of organizational culture at a supermarket located in northern Chile that is part of a leading chain regionally and nationally. Information was collected through 163 surveys and analyzed using nonparametric statistics. The results reveal a high correlation between hierarchal levels and the dimensions of organizational culture. However, in four particular sub-dimensions (empowerment, capability development, core values, and agreement), the operational level feels that the higher hierarchal levels impose their power. As well as affecting their motivation and commitment, this compels the lower-level workers to take actions--in which informal power plays a key role--to reduce asymmetries. In sum, the relationship explored in this study between organizational culture, hierarchal levels and power is one that future research should examine in greater depth.

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Section: Methodsmentioning

confidence: 99%

Power asymmetries: An analysis of gaps between hierarchical levels and organizational culture

Molina

Heredia-Rojas

Romaní

et al. 2019

JOB

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“…Project risk culture can be defined as a unique occurrence 'showing' how team members and other project stakeholders perceive and understand particular project risks. The above approach is based on and results from these individuals' values, expectations and beliefs [66]. It is also influenced by the understanding and knowledge these individuals have about particular project risks.…”

Section: Literature Reviewmentioning

confidence: 99%

Understanding Risk Culture in the Context of a Sustainable Project: A Preliminary Study

et al. 2023

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Currently, due to the growing dynamics of changes that take place in the environment of organizations, managers have to intensify their efforts to implement ‘solutions’ which will not only increase the efficiency of particular business activities, but will also strengthen the potential of the organization in the area of its sustainable development. One of the elements from a ‘wide set of potential solutions’ is risk culture. In spite of a number of studies dedicated to explaining its essence, dimensions and influence, the phenomenon of risk culture has not yet been fully explored. While the previous research and analyses have tended to focus on defining its role and learning about its effects, especially in the financial sector, this study was directed at explaining risk culture in the specific organizational context of implementing sustainable projects in business. This paper analyzes the manifestations of risk culture in sustainable projects, along with its dimensions and key determinants. The authors used the single case study method. In order to expose the Central European context, an innovative Polish enterprise with sustainable project management practices, implementing projects with a high degree of risk, was selected. The results of the study indicate that the main source of risk in the studied projects was the customer. Risk culture in this business entity is characterized by perceiving the variability of customer expectations as an important project risk factor. At the same time, sustainable project management ‘was accompanied’ by a more mature risk culture. The study confirmed that the beneficial impact of the risk culture on the project itself and the enterprise takes place under conditions of the convergence of the risk culture with the organizational culture. Conflicts between project participants, as well as conflicts between the project implementation team and the internal environment of the enterprise, increase the probability that risk culture poses a threat not only to particular projects, but also to the company.

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“…Both SPC and EPC attempt to popularize MBP and build a project culture to ensure sustainable development and achieve organization strategic objectives with the MBP application. Hence, it can be concluded that the EPC characteristics can provide a reference for defining SPC [55], which enables SPC to be analyzed from three aspects, i.e., scope, purpose, and result, and the definition of SPC can be described as follows.…”

Section: Connotation Of Social Project Culturementioning

confidence: 99%

Social Project Culture: A New Project Management Culture to Promote the Sustainable Development of Organizations

et al. 2019

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With economic development and globalization, more organizations have been cooperating with foreign enterprises, which brings not only opportunities but also management difficulties and competitions with organizations. Organizations must improve their management and adapt to changing market conditions and the requirements and needs of its customers to maintain and strengthen its position in the market. Management by Project (MBP) uses technical methods of modern project management (PM) to manage various tasks and activities that are considered as projects. It is an effective way to solve management problems and improve management levels and enterprise competitiveness. However, few small and medium-sized enterprises apply MBP in their operation and management processes. Therefore, this paper presents a new idea to promote the application of MBP and the formation of a PM culture within society. In this paper, we searched a major database using the systematic literature review method and analyzed the articles directly or indirectly linked to our paper to obtain literature supporting the views of this article. First, this paper presents a new kind of management culture from the social aspect, termed as Social Project Culture (SPC), which can promote sustainable development and improve the management level and efficiency of organizations by promoting MBP application across society. Second, by analyzing the SPC definition, its three functions, i.e., project management behavior, management and risk control capacity, and international competitiveness, are provided. Then, to help organizations apply this method, an evolutionary path is proposed, including the creation stage, formative stage, mature stage, and heritage stage. Finally, to ensure the continued optimization of SPC, four safeguard measures in terms of theory, institution, behavior, and ideology are proposed.

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Research on evaluation of enterprise project culture based on Denison model

Cited by 4 publications

References 3 publications

Power asymmetries: An analysis of gaps between hierarchical levels and organizational culture

Power asymmetries: An analysis of gaps between hierarchical levels and organizational culture

Understanding Risk Culture in the Context of a Sustainable Project: A Preliminary Study

Social Project Culture: A New Project Management Culture to Promote the Sustainable Development of Organizations

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