The Role of Organizational Culture and Climate in Innovation and Effectiveness

Glisson, Charles

doi:10.1080/23303131.2015.1087770

Cited by 69 publications

(64 citation statements)

References 11 publications

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“…Recent studies have also reported determinants of organizational innovation similar to those from earlier studies. These determinants include leadership by chief leaders in the organization (Damanpour & Schneider, 2006, 2008Makri & Scandura, 2010;Shin & McClomb, 1998), organizational culture (Aarons, Hurlburt, & Horwitz, 2011;Çakar & Ertürk, 2010;Glisson, 2015;Jaskyte & Dressler, 2005), organizational characteristics (Jaskyte, 2013;Solomons & Spross, 2011), and the external factors of organizations (Damanpour & Schneider, 2006;De Vries et al, 2016). In particular, executive leadership in the organization has been extensively focused on as a key determinant of organizational innovation based on classical organizational theories.…”

Section: Determinants Of Organizational Innovationmentioning

confidence: 99%

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Junseob

Choi

2019

Nonprofit Mgmnt & Ldrshp

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This study compares the level of organizational innovativeness and its determinants in different types of nonprofit human service organizations. Based on theoretical conceptualizations of organizational innovation, it was hypothesized that community service organizations (CSOs) would be more innovative than residential service organizations (RSOs), and determinants of organizational innovation (such as organizations' characteristics, internal and external properties, and executive leadership) would influence innovativeness. Data from a survey of two types of human service organizations in South Korea (127 RSOs for children and 220 CSOs) revealed that the level of innovation in both types of organizations was not significantly different. The determinants of decentralization and formalization showed significant impacts on innovativeness in CSOs. Decentralization also had a significant positive effect on innovativeness in RSOs. However, executive leadership was a significant determinant of organizational innovativeness in CSOs only. Based on these results, administrative implications are suggested for the facilitation of organizational innovation in nonprofit human service organizations.

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Section: Determinants Of Organizational Innovationmentioning

confidence: 99%

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Junseob

Choi

2019

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

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“…Organizational culture is an organizational‐level construct and represents behavioral expectations and values (Glisson, ; Glisson et al, ; Glisson, Williams, Green, Hemmelgarn, & Hoagwood, ). Organizational climate is an aggregate construct and can be understood with reference to a psychological climate described as “individual employee perceptions regarding the impact of the work environment on their personal well‐being” (Williams & Glisson, , p. 758).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Organizational features, such as its culture and climate, are essential for the organization to reach success and perform properly. They are associated with service quality, staff turnover, positive outcomes, and organizational effectiveness (Clark, Belcheir, Strohfus, & Springer, 2012;Glisson, 2015). Moreover, there has been growing interest in the research on the culture and climate of health-care organizations during the past decade (Aarons et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Connection between organizational culture and climate and empowerment: The perspective of nurse managers

Trus

Galdikienė

Balčiūnas

et al. 2018

Nursing & Health Sciences

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Health-care organizations differ from other institutions due to their unique structure and management. Organizational culture and climate are the key constructs that compose the organizational social context, and might have an impact on employees, such as nurse managers, and the organization itself. The aim of this study was to analyze the connections between organizational culture and climate and work-related empowerment, and also to present culture and climate profiles at team and organization levels. The research was carried out in Lithuania among 193 nurse managers in seven hospitals using a questionnaire that measured organizational culture and climate (Organizational Social Context instrument), and work-related empowerment (Conditions for Work Effectiveness Questionnaire-II and Work Empowerment Questionnaire). The findings showed that nurse managers were both structurally and psychologically empowered when the organizational culture was proficient and resistant, and the climate was engaged and functional. These results suggest that nurse managers are more likely to be empowered when there is an appropriate organizational culture and climate in the workplace. Creating an empowering work environment might have a positive impact on individual and organizational outcomes.

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“…In recent years, there have been numerous studies on organizational culture, focusing on a range of themes. For instance, Choo (2013) assesses the impact of information on organizational culture and organizational effectiveness; Carrillo (2013) and Cújar Vertel et al (2013) focus on how the methods used to measure organizational culture have evolved; Glisson (2015) studies the relationship between organizational culture and climate; Martínez-León, Olmedo-Cifuentes, and Ramón-Llorens (2018) analyze the impact of organizational culture on career satisfaction; Janićijević (2013) explores the effects of organizational culture on structure; Ahmad (2012), Awadh and Alyahya (2013) and Shahzad, Luqman, Khan, and Shabbir (2012) examine the relationships between organizational culture and performance; and Moskovich and Achouch (2017) look into the impact that family business culture has on the relationship between owners and employees. However, there remain many aspects still to be investigated, not least the identification of new constructs that impact organizational culture (Cújar Vertel et al, 2013).…”

Section: Organizational Culturementioning

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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The Role of Organizational Culture and Climate in Innovation and Effectiveness

Cited by 69 publications

References 11 publications

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Connection between organizational culture and climate and empowerment: The perspective of nurse managers

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

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