The Organizational Culture Profile Revisited and Revised: An Australian Perspective

Abstract

This paper examines the development and validation of an updated version of theOrganizational Culture Profile (OCP) (O'Reilly, Chatman & Caldwell 1991). The current study aimed to overcome the limitations associated with the Q-sort methodology used in earlier versions by developing an instrument based on a Likerttype scale and using a large, Australia-wide sample of executives (N = 1918). Confirmatory factor analysis using AMOS (Arbuckle & Wothke 1999) was used to test the theoretically-derived factor structure. The psychometric properties of the seven-factor instrument were examined and provided evidence of the reliability and validity of the OCP. Using confirmatory factor analyses, competing models were specified and assessed according to a range of fit indices. A higher-order model produced the most parsimonious solution and indicated that innovation appeared to play a pivotal role in terms of executive perceptions of organizational culture. The further development of a rigorous instrument to evaluate perceptions of culture should encourage researchers and practitioners to use the instrument for empirical and diagnostic purposes.

Professional Culture and Personality Traits of Hospital Pharmacists across Canada: A Fundamental First Step in Developing Effective Knowledge Translation Strategies

“…31 The reported reliability scores for these factors ranged from 0.66 for stability to 0.87 for supportiveness, with most reliability scores clustering between 0.74 and 0.80. 31 The degree to which a group perceives value in each of these factors is determined by scoring responses to a particular subset of the items.…”

“…30 However, this approach to data collection is very labour intensive and limits access to larger samples. A 40-item version of the instrument developed by Sarros and others 31 was used for the current study because it can be selfadministered, thereby allowing for a potentially larger sample of respondents. One possible limitation of this particular version of the instrument is that to date it has been used only for manager samples.…”

“…One possible limitation of this particular version of the instrument is that to date it has been used only for manager samples. 31 The instrument comprises 7 cultural factors, each of which is described in detail below: innovation, supportiveness, social responsibility, competitiveness, stability, performance orientation, and reward orientation. 31 The reported reliability scores for these factors ranged from 0.66 for stability to 0.87 for supportiveness, with most reliability scores clustering between 0.74 and 0.80.…”

“…31 The instrument comprises 7 cultural factors, each of which is described in detail below: innovation, supportiveness, social responsibility, competitiveness, stability, performance orientation, and reward orientation. 31 The reported reliability scores for these factors ranged from 0.66 for stability to 0.87 for supportiveness, with most reliability scores clustering between 0.74 and 0.80. 31 The degree to which a group perceives value in each of these factors is determined by scoring responses to a particular subset of the items.…”

Uma Escala de Valores Organizacionais com base na Teoria de Valores Culturais de Schwartz

“…Until the early 1990s, there was little empirical evidence to support the theoretical arguments and demonstrate the relevance of the construct to understand the organizational phenomena (Hofstede, Neuijen, Ohayv, & Sanders, 1990). In the last two decades, the academic studies on the subject have intensified and have been devoted to developing measurement scales and exploring the impact of culture (Cameron & Quinn, 2011;Hartnell, Ou, & Kinicki, 2011;Oliveira & Tamayo, 2004;Sarros, Gray, Densten, & Cooper, 2005;Tamayo, Mendes, & Paz, 2000).…”