Towards an organizational culture framework in construction

Like conflict in general, budgetary conflict is perceived by conflicting parties as a zero-sum game or distributive: one party's gain is the other party's loss. We identify an organizational culture that promotes this view as “traditional.” We propose that changing certain elements of organizational culture is sufficient to produce more integrative, nonzero-sum outcomes. We call this changed organizational culture “empowering.” We propose and test the effects of an empowering organizational culture (EOC) in contrast to the traditional organizational culture (TOC). We hypothesize that an EOC would produce more integrative conflict resolution than the typical TOC. Based on our review of the literature, we identify two elements of the EOC that are essential in producing more integrative solutions to budgetary conflict. The two elements that we simultaneously manipulate are the superior's empowering style (or lack thereof) as reflected in encouragement to freely negotiate, and the superior's intervention process in failed negotiations (a process that encourages the search for integrative solutions and avoids imposed compromises that dampen the desire to negotiate). Using a laboratory experiment, 84 subjects forming 42 dyads negotiated the allocation of discretionary budgets face-to-face. The results of the experiment confirm our hypotheses that the EOC produces more integrative budget negotiation outcomes, greater convergence, and greater satisfaction with the outcome than TOC.

Purpose: Counterproductive work behavior is deviant behavior carried out by individuals that causes losses to the company and its members. One of the generations working as employees in the current era is the millennial generation or commonly known as generation Y. This research aims to examine the influence of organizational culture on counterproductive work behavior among millennial employees. Method: This research method is quantitative using a research instrument in the form of a questionnaire using a Likert scale. In this study, the researcher determined using a cluster sampling technique to obtain a sample of 130 respondents from six companies. The analytical tests used are Confirmatory Factor Analysis (CFA) and multiple regression. Result: The results of the multiple linear regression test show that there is a significant influence on organizational culture variables (innovation and risk taking, attention to detail), results orientation, people orientation, team orientation, aggressiveness, stability) on counterproductive work behavior among millennial employees. Organizational culture has a significant influence on counterproductive work behavior, namely innovation and risk taking variables have a positive influence and contribute 11.4%, then results orientation has a negative influence and contributes 56.5%, then people orientation has a negative influence and contributes 23 .1%. %. Team orientation also has a positive influence and contributes 14.3%, while aggressiveness has a positive influence and contributes 20.9%, while other variables that have no influence on counterproductive work behavior are the variables attention to detail and stability. Conclusion: In the future this research can become a reference for further research by paying attention to other variables such as personality, job characteristics, work group characteristics, and organizational injustice.

This article explores how top executives from two electric utility multinationals visualize systemic change and adaptation of their ethical cultures in the future. Allaire and Firsirotu’s framework for organizational culture was incorporated with scenario planning which focused on the influence that the contextual environment exerts on building an organizational ethical culture. The study relied on a holistic and a systems thinking approach to cluster and evaluate six key themes perceived to lead to disruptions in ethical culture. Consequently arriving at the aim to conceive four possible scenarios for 2040 on the future of organizational dynamics and ethical culture in the private electric utility sector. The attributions of relevance for organizational ethical culture and the interrelationships among six key themes demonstrated the greater significance of two themes: From profit to purpose and Environment and Sustainability. As the main driving forces, these two themes guided the development of the scenarios and provided further insights into the flow of power relations, agency, and leverage points for an organizational ethical system.

In this study, it was aimed to determine the degree of participation of teachers working in high schools in the practices made in organizational culture and its sub-dimensions, and to determine the current state of school culture; In this study, it was aimed to investigate the relationship between organizational culture and motivation perceptions. Based on the perceptions of the teachers, it was examined to what extent the schools they work in showed the organizational culture characteristics. The sample of the research consists of 443 teachers working in Hatay Province Iskenderun District in the 2022-2023 academic year. Personal Information Form, "Organizational Culture Scale" developed by İpek (1999) and "Teacher Motivation Scale" developed by Uçar (2015) were used as data collection tools. The demographic information, frequency and percentage distributions of the teachers in the study group were extracted. For the first sub-problem, arithmetic mean and standard deviation scores of organizational culture and learning organization scales were calculated. For the second sub-problem, independent sample t-test analysis was used to determine the change in organizational culture and learning organization perceptions according to gender and branch variable. A single factor analysis of variance was used for the unrelated sample in order to determine the changes according to age and professional seniority. As a result of the research, it was concluded that the organizational culture perceptions of the teachers were at the "High" level and the learning organization perceptions were at the "Moderate" level. In the study, it was concluded that there was no significant difference in the perceptions of teachers' organizational culture and learning organization in terms of gender, branch, age and professional seniority. In the research, it was concluded that there is a positive "moderate" relationship between teachers' organizational culture (in all dimensions) and learning organization perceptions (in all dimensions). Keywords: Learning Organization, Organizational Culture, Professional Culture, High School

The Old Banten area is an area with high historical value located in Serang Regency, Banten Province. Its existence is very important for the genealogy of the people of Banten and is also a national cultural heritage. As a historical relic, the Old Banten area is continuously being strived by the local government to be developed and arranged so that it is always sustainable so that the area can function as it should. This research departs from the main problem concerning the low effectiveness of work on the structuring and development policy of the Old Banten Cultural Heritage area, which is suspected to be caused by the not yet good organizational and organizational culture management regarding the implementation of the Area Revitalization policy implemented by the Banten Provincial government. The approach in this study refers to the concept of organizational structuring theory and the concept of organizational culture as well as the effectiveness of policy work which is part of the scope of Public Administration Science. This research is a correlational descriptive which is carried out using a quantitative approach with the analysis technique used is the Structural Equation Modeling (SEM) technique using the LISREL application. While the population is employees of implementing agencies for the arrangement and development of the Old Banten Cultural Heritage area, namely the Banten Province Tourism Office, the Banten Province Housing and Settlements Service, and the Banten Province Regional Development Planning Agency. The results showed that partially the organization arrangement variable (X1) which consisted of structural arrangement, technology arrangement, physical arrangement and human arrangement, had a positive effect of 0.18 and a significant value of 2.49 on the effectiveness of policy work (Y). Furthermore, partially the organizational culture variable (X2), which consists of innovation, focus on small things, human orientation, team orientation, result orientation, aggressiveness and consistency, has a positive effect of 0.16 and a significant value of 2.30 on the effectiveness of policy work (Y ). while simultaneously organizational management and organizational culture are able to explain the work effectiveness of structuring and developing the Banten Lama Nature Reserve policy by 79%, with an epsilon of 21%. Which shows that there are still other variables that are also dominant and can be further investigated regarding other variables that can increase the effectiveness of policy work, from the perspective of the science of Public Administration.  

The aim of the paper is to show leadership’s problem in the Police in framework of organizational culture. The main determinants of organizational culture are values which are widely recognized by most members of the organization. An important basis for organizational culture is the social aspect and paying attention to motivation issues and interpersonalrelations. The police organizational culture helps to understand the mission and objectives of the organization.

The origin and development of the quality management discipline as a practice-oriented approach to management has provided a challenge for academic research that aims at discovering the theoretical foundations of total quality management (TQM). The ISO 9000 family of quality standards and quality award criteria have led to the practical development and diffusion of the discipline, and currently they provide the most comprehensive definition for TQM. The Malcolm Baldrige National Quality Award has been selected as the practical definition of TQM for this study.TQM is studied as a cultural phenomenon. The multiple levels of the discipline are identified and analyzed based on Schein's framework for organizational culture. The focus is on the most comprehensive level, the analysis of basic assumptions underlying the more visible levels of quality management. They include an organization s mission and relationship to external environment, the nature of human nature and relationships, and the nature of reality and nature of time. An integrated set of mutually compatible basic assumptions forms quality culture, which is considered to be the theoretical foundation of quality management. In practice, the implementation of a successful quality management program requires a change in organizational culture to be compatible with quality culture. Theoretical analysis and development of the discipline should focus on understanding the consequences of some superficial assumptions inherent in the discipline, and implementation problems that arise from a mismatch between quality culture and organizational culture.

The relationship between the organisational culture and financial performance of a South African investment bank was explored in this study. The Denison Organizational Culture Survey was used to measure the organizational culture and was administered to a sample of 327 employees. Income statement ratio analyses were used to assess the financial performance. The validity and reliability of the Denison Organizational Culture Survey was examined in a South African context for the first time. High correlations between the cultural traits suggested that the items were measuring a single trait rather than four distinguishable traits. Correlations above the 0.50 level between some subscales (team orientation, agreement, customer focus, core values and vision) and certain financial ratios were obtained. However, the results were regarded as tentative, because statistical significance was not reached for most of the correlations. The cultural trait consistency was significantly correlated with two of the four profitability ratios.

Arts festivals, framed within an array of neo‐liberal, culture‐led urban regeneration strategies, are now a mainstay of urban tourism and urban policy‐making. As such, they face growing competitive pressures and competing agendas, and the need for a set of coherent goals and policy frameworks is vital. While a review of the literature clearly shows that arts festivals can deliver a series of benefits that separately meet cultural policy and urban tourism policy objectives, there is little to suggest that cities normatively engage in comprehensive, integrated policy‐making for urban arts festivals. With a particular focus on recent developments in Ireland, this paper critically reviews a range of literature to investigate how arts festivals further cultural policy and tourism policy objectives in urban contexts. It argues that current conceptualisations of arts festivals within urban policy frameworks are imbalanced. While the proliferation of arts festivals signals expansion for the sector, the ready transferability of arts festivals into tourist attractions and city image‐makers raises the prospect of a new dichotomy within a city’s supply of artistic offerings, with the visible and instantly appealing, being more likely to prosper through a variety of public funding, public–private ventures and private sponsorship arrangements, than other cultural organisations with less potential for spectacle. The paper concludes, by arguing, that common bases for collaboration need to be identified between the arts festivals and tourism sectors, and that these need to be conceptualised within the broader cultural and urban policy arenas in which arts festivals are now firmly implicated.

The fragmentation of the architecture/engineering/construction (A/E/C) industry creates increased demand for coordination and integration of project participants. This paper provides practitioners with an increased understanding of the importance of integration for project and company performance, and the integration mechanisms and barriers. The paper first provides a review of the literature on organizational theory, construction, and manufacturing, and identifies integration mechanisms and potential benefits. Then, the paper presents empirical evidence regarding the integration benefits that managers in construction firms identify, the mechanisms they use, and the reasons that prevent them from utilizing integration mechanisms. Finally, the paper identifies four managerial barriers to integration: need for front-end investments, difficulty to measure and distribute the benefits, reduced ability to utilize integration mechanisms across projects, and lack of skills and organizational culture that promote integration.

In order to understand the impact of specific maternal health interventions, it is necessary to understand the likely effect of the health system structure. An important aspect of this structure is the organizational culture. Many systems in low-income countries have been based on a centrally planned and financed system. In recent years a series of organizational changes have been introduced into many systems and these substantially alter the way in which the system operates and impacts on reproductive health care provision. The main changes reviewed in this paper are: (i) decentralization, (ii) privatization and (iii) integration and sector wide approaches. Each of these changes is seen to have important implications for reproductive health. In each case it is clear that the nature of the impact depends crucially on the way it is implemented. Quantifying the impact of these changes remains extremely difficult given the many different ways they can be introduced and the many confounding factors that affect the overall impact. The literature does, however, point to a number of key issues that impinge on the way in which change is likely to affect reproductive health initiatives.

BACKGROUND:Episiotomy is still a commonly used surgical intervention during birth in some parts of the world, such as the Middle East and Eastern Europe. Evidence supports the restrictive use of episiotomy, and this is reflected in policy statements and clinical practice recommendations. Internationally, various strategies have been used to change and reduce the incidence of episiotomy.AIM:To identify and describe the strategies and practices that have been used internationally to effectively reduce the rate of episiotomy.METHOD:We searched CINAHL, Medline, Scopus, PubMed and Nursing Consultant from 1980 to 2010 by using the keywords episiotomy, change, practice, midwife, routine use and evidence-based. A review of the literature was undertaken, which examined factors that facilitate the reduction in episiotomy rates.RESULTS:Two hundred articles were found, and after examination, only nine provided relevant data and are included in this review. The findings of this review are discussed under the following headings: impact of practice change on episiotomy rates, continuous quality improvement, implementing clinical guidelines, practice change (system change), and the impact of health beliefs and organizational culture. Strategies for changing practice that were identified focused on challenging rationales for current practice and on creating a social and organizational environments that encourage motivation and, therefore, are more effective in reducing episiotomy rates. The literature identified the importance of clarifying critical success factors before trying to implement change with regards to episiotomy usage.CONCLUSION:Greater efforts to reduce episiotomy rates are currently needed, particularly in countries with high rates. Researchers need to continue to examine the barriers to change and investigate approaches that promote clinician behavior change.

Strategies for approaching generational issues that affect teaching and learning, mentoring, and technology in emergency medicine (EM) have been reported. Tactics to address generational influences involving the structure and function of the academic emergency department (ED), organizational culture, and EM schedule have not been published. Through a review of the literature and consensus by modified Delphi methodology of the Society for Academic Emergency Medicine Aging and Generational Issues Task Force, the authors have developed this two-part series to address generational issues present in academic EM. Understanding generational characteristics and mitigating strategies can address some common issues encountered in academic EM. By understanding the differences and strengths of each of the cohorts in academic EM departments and considering simple mitigating strategies, faculty leaders can maximize their cooperative effectiveness and face the challenges of a new millennium.

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

Business process reengineering (BPR) has been widely known for its effectiveness in generating chances for organizational improvement. Understanding and modeling the relationship between the factors that contribute to the BPR and organizational culture (OC) is critical for the success of its implementation. This paper introduces a fuzzy-based analytical hierarchy process, named FAHP, for integrating the factors affecting BPR with OC to ensure the BPR’s success. First, a real case study was conducted to investigate the operational effectiveness and applicability of the proposed approach. Then, the BPR factors were validated and prioritized by a panel of experts from the American Society for Quality (ASQ) members network-Qatar chapter and a group of quality directors in Qatar. On the other side, the OC factors were investigated via a systematic literature review. Finally, an analytical correlation study was conducted to understand the relationship between the corresponding factors better. The correlation analysis study has shown that the organizational strategy, leadership, and transfer of knowledge are highly correlated with respect to people, innovation, and supportiveness. The team orientation, outcome orientation, and attention to detail factors have a medium correlation with the BPR factors. Moreover, the aggressiveness showed a weak correlation with all the BPR factors. The outcomes of this study provide decision-makers with guidelines for successful integration of the BPR and OC factors to ensure effective implementation of the BPR initiatives.