Size Matters: Organisational Culture in Small, Medium, and Large Australian Organisations

Gray, Judy H; Densten, Iain L.; Sarros, James C.

doi:10.1080/08276331.2003.10593311

Cited by 37 publications

(20 citation statements)

References 48 publications

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“…The sub cultures of this dimension are stability and social responsibility (Gray, Densten & Sarros 2003). In organisations, stability sub culture emphasises stability, execution of regulations and internal maintenance, and strives for consistency and control through clear tasks (Bashayreh 2009;Nel 2009).…”

Section: External Environment Dimension Of Organisational Culturementioning

confidence: 99%

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Olanipekun

Abiola-Falemu

Aje

2014

CEB

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The functionalist paradigm of organisational culture (OC) views culture as a variable subject to conscious manipulation and control in order to solve organisational challenges. Therefore, this paper provides information on how OC is a solution to the challenges in Quantity Surveying firms (QSFs). This was achieved by eliciting the dimensions of OC in forty two QSFs in Lagos, Nigeria, which are the business, people and external environment dimensions. The paper concludes that OC is a relevant solution to the identity and management related challenges in QSFs. Specifically, the paper informs on the implications of business and people dimensions of OC as a solution to the identity challenges, as well as on the implication of the external environment dimension of OC to the management challenges. Based on the findings, practical implications and recommendations were directed at the management and employees QSs in QSFs and Quantity Surveying researchers.

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Section: External Environment Dimension Of Organisational Culturementioning

confidence: 99%

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Olanipekun

Abiola-Falemu

Aje

2014

CEB

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“…As a result, their culture is stronger and they are perceived to be considerably more stable than medium-sized or large enterprises. On the other hand, however, "SMEs are handicapped ISSN 2183-0606 http://www.open-jim.org http://creativecommons.org/licenses/by/3.0 by 'resource poverty' resulting from financial constraints, lack of professional expertise, and the lack of material and human resources" (Gray et al, 2003). Nevertheless, benefiting from foreign cultures should be a perk regardless of the enterprise size, which would imply that encouraging enterprises towards OI projects in order to leverage this perk would be a notable managerial implication.…”

Section: Discussionmentioning

confidence: 99%

Does size matter? The effects of enterprise size on the perception of benefits and risks of open innovation projects

Ullrich

Vladova

Grum

et al. 2018

jim

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This article presents an exploratory study investigating the influence of an enterprise’s size on its perception and assessment of the benefits and risks expected from participating in open innovation projects. For this purpose an online survey was conducted in Germany, Austria and Switzerland. The result of this paper is empirical evidence showing how the size of an enterprise affects its perception of potential benefits and risks expected within the context of open innovation project participation. Furthermore, the identified effects are discussed against the theory. Existing theory regarding the benefits and risks of open innovation is expanded by 1) finding that they are perceived mostly independently of enterprise size, 2) confirming their practical relevance, and 3) enabling a finer distinction between their degrees of relevance for small, medium, and large enterprises.

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“…In general, small organizations were found to have more positive organizational culture, more consultative management, and their employees had higher morale (Connell, 2001). Also, small organizations were found to be more flexible, with less bureaucracy and less rigidity in decision making (Carlsson, 1999;Kuratko, Goodale, & Hornsby, 2001;Gray, Densten, & Sarros, 2003). However, as small organizations usually have limited human and financial resources and lack wide professional expertise, they tend to be less able to invest in training and development, respond to challenges, or absorb market fluctuations than their large counterparts (McAdam, 2000;Thong & Yap, 1995).…”

Section: Discussionmentioning

confidence: 99%

Determinants of Work Relation Perception: Organizational Culture in Egyptian Workplaces

Mohamed¹

2013

IJPS

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This study aimed at investigating different types of organizational cultures common in Egyptian workplaces and how they might be influenced by the type of ownership (governmental, public, or private), the region in which the organization exists (Cairo, North Egypt, or South Egypt), and the organization size (large vs. small (Patterson et al. 2005). OCM was based on the Competing Values Model and was designed to assess the four basic dimensions of the model, and it went further to define specific components (which ranged from 2 to 6) for every dimension, with 4 to 6 items for each component. In the OCM, the Clan culture was renamed Human Relations culture, which includes 6 dimensions, and Hierarchy culture became Internal Process culture and included 2 components. Similarly, Adhocracy culture was renamed Open System culture with 3 components, and Market culture was renamed Rational Goal culture with 6 components. A sample of 158 employees working in different professions participated in the study. Their ages ranged between 19 to 62 years old and their mean age was 34.94 years (SD = 10.61). 82 (52%) were males ad 76 (48%) were females. A 3X3X2 MANOVA of the data was conducted. Results indicated that private organizations got higher scores on Human Relations, Open System, and Rational Goal cultures than governmental organizations (but not necessarily the public ones). On the other hand, organizations in North Egypt and Cairo got higher scores than their counterparts in South Egypt in Human Relations (integration and training), Open System (innovation) and most components of Rational Goal culture. However, South Egypt organizations showed higher level of Internal Process (familiarization and tradition) than the organizations in Cairo and North Egypt. As for Organization size, it has in general a limited effect on organizational culture but large organizations showed significantly higher level of Internal Process (familiarization) and Rational Goal (efficiency) cultures than small ones, which showed higher level of Open System (innovation) culture. The patterns of interactions showed that public organizations in the north can have higher level of Open System culture (innovation) than their private and governmental counterparts. Also, Human Relations culture (especially training) can be important in small, family-owned organizations in South and North Egypt in comparison to Cairo. Moreover, although private organizations tend to give employees more independence and responsibility, the large ones tend to be more restrictive and formal than public and governmental ones, especially in Cairo (where they usually have their central headquarters). Counter to the common belief, Rational Goal culture (work quality and pressure to work) were higher in governmental organizations in South Egypt than private and public ones because of the limited resources available to the private section in this region.

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Size Matters: Organisational Culture in Small, Medium, and Large Australian Organisations

Cited by 37 publications

References 48 publications

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Dimensions of Organisational Culture in Quantity Surveying Firms in Nigeria

Does size matter? The effects of enterprise size on the perception of benefits and risks of open innovation projects

Determinants of Work Relation Perception: Organizational Culture in Egyptian Workplaces

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