Розвиток організаційної культури закладу вищої освіти у контексті забезпечення його конкурентоспроможності

Modern reality in conditions of fierce competition, a high degree of uncertainty and economic instability puts forward new demands on the management of organizations and actually reorients it from extensive to intensive sources of development. It becomes obvious that in the current conditions those organizations will «survive» and will be able to function and develop in the future, which in their activities are focused not only on improving financial and economic indicators, but also on the formation of a completely new ideology of management, a new nature of connections and relations with external and internal environment, i.e. for the development of one’s culture. In view of this, in recent years, both in practice and in theory of management, it is possible to observe an increase in attention to the organizational culture of the enterprise. Organizational culture is an integral part of any organization, and in modern conditions it turns into an effective and efficient tool of strategic business development, shapes the image of the organization, allows solving numerous problems that arise in them, it is oriented towards achieving the business goals of the organization and ensuring the efficiency of its functioning. Certain conceptual ideas about organizational culture have existed for quite a long time. In recent years, in the research of domestic scientists on this issue, significant progress has been observed in understanding the essence of organizational culture, its role and significance for the internal integration and development of the organization. At the same time, dynamic changes and the development of the competitive environment require the analysis of organizational culture from the point of view of not only the internal processes of the organization, but also its role in creating and strengthening competitive advantages.

Organizational Culture in Contemporary University

Sexual harassment was established as a form of sex discrimination in institutions of higher education (IHEs) under Title IX of the Education Amendments to the Civil Rights Act of 1964. Since then, decades of victimization surveys beginning in the 1980s show that sexual misconduct continues to be a significant problem for IHEs. Estimates suggest that as many as 25 percent of college women experience a sexual assault while in college, while as many as 34 percent experience attempted or completed unwanted kissing, sexual touching using physical force, threat of physical force, and/or verbal coercion during their college career. In this Viewpoint essay, the authors propose the Preventing and Addressing Sexual Misconduct Framework as a tool to assess and cultivate an organizational culture that is responsive to these concerning trends. Pulling from an interdisciplinary body of scholarship and the philosophy of the #MeToo movement, this tool is a starting place for the continued dialogue that is needed to more fully address sexual misconduct on college campuses.

Fifteen years ago, the Congressional Commission on Education or more popularly known as EDCOM expressed dismay over the state of research in higher education in the Philippines. Since then, the Commission on Higher Education or CHED has formulated a blueprint through the National Higher Education Research Agenda (NHERA) for strengthening the research culture of higher education institutions not only in the Calabarzon area but also in the entire archipelago. This 2007 Research Forum, which aims, among other things, to: first, disseminate new knowledge and discoveries in various fields of discipline; and second, provide a venue for scientific and scholarly discourse among academics and researchers, reflects what we, in the higher education sector, have collectively accomplished in nurturing research among higher education institutions (HEIs). After more than a decade of advocacy, research expertise building and other development initiatives, the vital signs of higher education research now look promising. An increasing number of HEIs had been coming up with creditable research outputs, in trickles at first, then in appreciable numbers these last few years. The theme of your conference, "strengthening the research culture of HEIs", is indeed a timely reminder for all of us that higher education is expected both to transmit and generate knowledge or new technology through research and to apply such knowledge and technology for enhancing productivity and improving the quality of life.

In this article, the use of the actualization of the problem of the knowledge management process, which is due to the need to mobilize scientific activity, practical implementation of scientific results and improve the quality of higher education. In the latest conditions of the pandemic crisis, there are significant changes in the organization of the culture of knowledge management and quality improvement in the modern system of higher education. The effectiveness of distance learning and distance organization of higher education comes to the fore. This necessitates the improvement of management models of higher education institutions and changes in the functions of key actors in management models. It is concluded that modern knowledge management in the higher education system cannot be limited to the process of knowledge creation, knowledge exchange and their implementation. Currently, the higher education system faces the need to address the impact of knowledge management culture on the performance of individuals, groups and organizations in order to improve the quality of education. The culture of knowledge management is closely linked to the organizational culture of higher education institutions. Within the system of higher education, one can observe different dynamics of development and the relationship between organizational and information culture. Quality management goals in higher education management are usually met by a number of small additional projects. The philosophy of total quality management is essentially large-scale, inspiring and comprehensive, but its practical implementation is carried out in stages and consistently. Effective and long-lasting changes are based on a large series of small and achievable projects.

PurposeThe study explores factors affecting workplace–mentoring relationships of young female faculty members and their department chairs.Design/methodology/approachThe author used a qualitative interview research design to answer the research questions of the study. Semi-structured interviews of ten female faculty members from Nur-Sultan, Kazakhstan were analyzed with the help of thematic coding and its interpretation.FindingsThe study suggests implementing women-only formal mentorship programs with Kochan's (2013) cultural framework for an organizational culture change. The reason is that study provides some insights into the traditional values that underpin age and gender biases in the professional community of Kazakhstani academia. However, but the results differ for participants who are informally mentored by department chairs with modern values. The author acknowledges that the small sample limits the findings and it's interpretation. Hence more research in the interdisciplinary field of gender, education and workforce in the context is required.Originality/valueThe study presents new evidence to support existing Western research on factors influencing workplace relationships and mentorship for young female faculty members. This empirical research adds on findings to the existing data from the Central Asian context, particularly to the sector of women studies and organizational culture in higher education institutions.

This paper focuses on the higher education area in a small Central European country. Its purpose is to explore the concept of culture, the concept of knowledge management (KM) as well as the correlations among their dimensions at the university level. Since we assume that it is educational personnel who is involved in KM processes, our research covered the teaching staff. Our questionnaire is based on a similar research carried out by Wilkens et al. (2004). The literature is reviewed and the empirical analysis is performed in order to examine and to explain the relationship between organisational culture and knowledge management. The findings presented in the paper can be important for further development of the higher education sector in Central and Eastern European countries as well as for other profit oriented industries. Dieser Artikel beschaftigt sich mit dem Bereich der hoheren Bildung in einem kleinen mitteleuropaischen Land. Ziel ist, die Konzepte von Kultur und Wissensmanagement, sowie die Zusammenhange zwischen ihren Dimensionen auf der universitaren Ebene zu untersuchen. Da wir der Meinung sind, dass der Wissensmanagementprozess im Bildungswesen besonders das Personal betrifft, fokussiert unsere Untersuchung auf das Lehrpersonal. Unser Fragebogen basiert auf einer ahnlichen Untersuchung von Wilkens et al. (2004). Neben einer Betrachtung der Literatur wird eine empirische Analyse durchgefuhrt, um die Beziehung zwischen Organisationskultur und Wissensmanagement zu untersuchen bzw. zu erlautern. Die Ergebnisse dieser Studie konnen fur die weitere Entwicklung der hoheren Bildung in Mittel- und Osteuropa wie auch fur profitorientierte Organisationen bedeutsam sein.

Organizational structure and organizational culture are factors forming organizational characteristics, which are determinants of knowledge management. Prior research has explored the influence of organizational structure and organizational culture on the management of knowledge; however none of them have evaluated the relative importance of organizational culture and structure to the management of knowledge. The current project attempts to re-investigate the relations of the knowledge management with organizational structure and culture by using the multiple linear regressions. Especially, it applies the analytic hierarchy procedure to rank the comparative significance between organizational structure and organizational culture to the knowledge management. The data for analyses was obtained from 101 publicly listed firms in Vietnamese Stock Exchanges. The findings provide statistically significant evidence on the influences of organizational culture and structure on the knowledge management and the influential levels are different. This research makes some contributions. For theoretical aspect, the findings offer new evidence on the relative importance between organizational structure and organizational culture to the knowledge management that is organizational culture more important than organizational structure in boosting the implementation of knowledge management in business. On practical aspect, the empirical findings will help executives come to better decisions in the management of knowledge conditional on kinds of organizational characteristics.

Формирование профессионально-квалиметрической культуры в высших учебных заведениях

Introduction. Corporate culture serves as a regulator of staff behavior through a system of values, norms, rules established within a single educational institution. Corporate culture can be considered as a kind of management ideology aimed at increasing the business activity of employees, the formation of their corporate identity. Goal is to investigate the phenomenon of corporate culture, to analyze the structure and functions of corporate culture, to characterize the features of the corporate code, to reveal the essence of corporate symbols; to present the main aspects of forming the corporate culture of a higher education institution (on the example of the Western Ukrainian National University). Method. The research methodology is based on the complex application of general scientific methods, including analysis and synthesis. The applied historical and cultural approach involves the study of corporate culture as a socio-cultural phenomenon, its role in creating the image of the university. Results. The scientific novelty of the obtained results is reflected both in the very formulation of the problem and in a comprehensive approach to its solution; The work is a study of the innovative activities of higher education institutions in the formation and development of corporate culture, is a critical analysis of previously unexplored aspects of the Western Ukrainian National University. The results of the study are reflected in the conclusions. Conclusions. It is established that the management of a higher education institution forms a corporate culture, thanks to which employees identify themselves as a professional community that stands out in the market of educational services. The directions of improvement of corporate culture of the university are offered, the basic principles of effective corporate culture, the maintenance of the corporate code, and also a role of corporate symbols in formation of image of university are analyzed.

This study aims to determine the influence of organizational culture on job satisfaction of employees at University of Riau, Pekanbaru. The study used survey methods with correlational techniques. This study involves 60 employees from University of Riau who were selected by simple random sampling. Questionnaires were administered to collect data on job satisfaction and organizational culture among the employees. A pilot study involving 30 employees was conducted for validity and reliability of the instrument. The analysis of the pilot study showed Cronbach alpha value of 0.87 and 0.90 which indicates a high reliability. In this study, the descriptive analysis involves frequencies, percentages, mean, mode and median while the inferential analysis involves linear regression. The findings showed that organizational culture and job satisfaction among employees is at a sufficient level, and there is a positive influence of organizational culture on employees’ job satisfaction. The better the organizational culture the higher the employees’ job satisfaction. The results of this study show that employees’ job satisfaction can be improved through an organizational culture that is conducive. The findings of this study have implications for the management of the University of Riau to involve employees in taking part in cultural activities and conduct trainings to improve their skills in administrative management.

rganiation culture of higher education institutions is present in leadership, administration and management of the institution and is inu- enced by external social and environmental factors. The culture also is closely linked to the goals, values, and mission of the organization and the criteria by which to measure organization success. The purpose of the article is to analyze how an International Black Sea University is effectively trying to implement dominant culture within various nationalities and functional groups, such as, students, lecturers and admin- istrator groups. he article sees to answer the following uestions: hat is the policy and strategy of the multicultural niersity in creating its dominant culture? How is the culture managed and maintained? Which groups participate in creation process of the organization culture in the course of time? The research focuses on a study of a single phenomenon, as it explores the culture of one particular university. An ethnographic approach has been chosen for the present qualitative study which basically relies on qualitative methods including a long-term observation and interviews. The article deals with the many aspects of University culture management, studies some factors, and mainly the organization’s vision, that help the staff turn into a single unit. S, lie other multi-national organiations, eperiences difficulties in establishing coordinated initiaties in culture management. The university has to meet the expectations of the different groups and subgroups of its clients, such as, students, profes- sors, executives, government, and society. Each of these segments requires a particular management to persuade and stimulate them to share the University’s dominant culture. Universities are directly and heavily affected by political and socio-economic changes in the region. .The core alues S culture is based on are: euity, integrity, euality, tolerance, peaceful co-eistence, respect and appreciation etended to representatives of minorities, strong leadership, struggle for change and innovations to achieve high quality in education. In the era of globali- zation the main goal of each international university should be a development of individual cultural model which will distinguish it from others..

This study examines the role of Digital Transformation (DT) in enhancing Sustainable Innovation (SI) within higher education institutions in Egypt, emphasizing the mediating effect of Digital Organizational Culture (DOC). Grounded in the Resource-Based View and socio-technical systems theory, the research conceptualizes DT as a multidimensional process involving technological adoption, process redesign, and strategic realignment. DOC is positioned as a strategic intangible resource that shapes how digital capabilities are translated into sustainability-oriented innovation outcomes. A quantitative research approach was employed, with data collected from 400 academic and administrative staff across public and private universities through a structured questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to test the hypothesized relationships. The results reveal that DT has a significant positive impact on DOC and SI, while DOC itself strongly influences SI. Furthermore, mediation analysis confirms that DOC partially mediates the relationship between DT and SI, indicating that DT’s impact is substantially enhanced when supported by a strong digital culture. These findings underscore the intertwined nature of technology and culture in driving innovation that aligns with environmental, social, and economic sustainability goals. The study contributes to existing literature by integrating DT, DOC, and SI into a single empirical framework and by contextualizing the relationships within a developing country’s higher education sector. Practical recommendations are provided for policymakers, educational leaders, and technology providers to integrate cultural transformation with digital strategies for long-term sustainability impact.

ABSTRACT
 
 This research aims to obtain empirical evidence and find clarity of phenomena and conclusions about the influence of leadership roles and organizational culture on work motivation that impact on improving the performance of Village Devices District of East Telukjambe.
 This thesis is expected to contribute to the development of management science, especially as a contribution of scientific literature in human resources management, as reference material in scientific writing, as information material, both for leaders and colleagues in Kecamatan Telukjambe Timur Karawang regency in the implementation of performance based management, as a material consideration and input in making decisions and determine the direction of policy.
 The research is done by using quantitative method with descriptive and verification method, that is collecting, presenting, analyzing and doing hypothesis testing, and making conclusion and suggestion.
 Based on the results of the research analysis, the following conclusions are obtained: The value of correlation coefficient between leadership variables and organizational culture is 0.595, Influence of leadership role to employee work motivation equal to 0,1616 or 16,16%. The influence of organizational culture on employee work motivation of 0.2504 or 25.04%. The influence of leadership role on employee performance is 0.0723 or 7.23%. While the influence of organizational culture on employee performance of 0.0230 or 2.30%. The influence of work motivation on employee performance of 0.7448 or 74.48%. Simultaneously the role of leadership and organizational culture significantly influence the work motivation of 41.20%. The rest of 58.80% is the influence that comes from other factors. Simultaneously the role of leadership and organizational culture has a significant effect on work motivation which impact on employee performance improvement equal to 84,01%. The rest of 15.99% is the influence that comes from other factors. 
 
 Keywords: role of leadership, organizational culture, work motivation, employee performance

This study aims to: 1) find out and analyze the influence of leadership and organizational culture on work motivation, 2) find out and analyze the influence of leadership and organizational culture on employee performance, 3) find out and analyze the effect of work motivation on employee performance, 4) find out and analyze the influence of organizational culture on employee performance. leadership and organizational culture on employee performance through work motivation. The study was conducted at the Office of the Coordinating Ministry for Political, Legal and Security Affairs with a research sample of 80 respondents. The sampling technique used is simple random sampling technique. The data analysis method used descriptive analysis and path analysis. The results showed that: 1) there is an influence of leadership and organizational culture on work motivation, 2) there is an influence of leadership and organizational culture on employee performance, 3) there is an influence of work motivation on employee performance, 4) there is no influence of leadership and organizational culture on employee performance. employee performance through work motivation. The variable of work motivation does not give a role to leadership and organizational culture to improve employee performance.