Stability and Flexibility of the Organizational Culture after the Transition of Economy—The Case of Serbia

Abstract

The main goal of this paper is to address how quickly and to what extent are international organizational cultures, brought by the world companies after the process of privatization, being implemented in a single monolithic culture. For this purpose was adopted and applied Denison model of organizational culture, which has been chosen because it emphasizes the need for balance between requirements for organization’s stability demands and its required flexibility. Considering that a different organizational culture reflects systematic change of an entire organization, this paper focuses on exploring the differences in culture dimensions among companies in domestic and foreign ownership in Serbia. A sample of 1000 employees was statistically processed. Changes in organizational culture tend to be relatively slow. The results confirm that organizational culture is a complex working environment, concerning organizational values, which represents a fundamental element of organizations. Given that the process of company ownership changes occurred fifteen years prior to the research implementation, obtained results show effects of interaction between national and organizational culture in this, relatively short, period of time. Obtained results can be generalized to countries that are passing or have recently passed a transition, and are similar in cultural characteristics.

The relationship between Organizational Culture and Organizational Commitment in the Egyptian Hotels

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