Manager's assessment of organizational culture

Mitrović, Slavica; Babinková, Zuzana

doi:10.15240/tul/001/2014-3-004

Cited by 7 publications

(5 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In the paper (Mitrović, Grubić-Nešić, Milisavljević, Melović, & Babinková, 2014) the authors modified Pareek's OCTAPACE instrument to measure the dimensions of organizational culture in organizations from Serbia. They analysed managers' assessment of dimensions of organizational culture.…”

Section: Discussionmentioning

confidence: 99%

Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California

Drašković

Ćelić

Petrov

et al. 2020

Strategic Management

View full text Add to dashboard Cite

In this paper the authors discuss organizational culture with focus on differences between characteristics of organizational culture in traditional economy and knowledge economy. In the literature, knowledge economy is considered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the key resource while innovation capacity of employees is the key competitive advantage. That places people at the centre of research relating to the success of organizations in the knowledge economy. People are carriers of both; the key resource - knowledge, and the key capacity - innovation. Human capital is usually divided into three categories in scientific literature: 'traditional', 'convertible' and 'creative'. Creative human capital implies the ability to set the tasks independently, the ability to switch between various activities, high professional autonomy, continuing education, and knowledge sharing. Creative human capital is the accelerator of transition from developing economy to knowledge economy. The importance of human capital and the aforementioned key characteristics of the knowledge economy, and its specific aspects relating to knowledge sharing and autonomy of knowledge workers, place the organizational culture at the centre of our research. The main research question in this paper is: Is it possible to identify and measure perception of organizational culture and its various dimensions in Serbia and Southern California using Pareek's OCTAPACE instrument? From the main research question the research hypothesis emerged. In order to answer the research question and to support research hypothesis, the survey was conducted in which the organizations from Serbia were considered to be from transitional economy, and organizations from Southern California were considered to be the standard for the knowledge economy. This paper presents the results of survey conducted on a sample of383 executives and employees from organizations in Serbia and Southern California, using Pareek's instrument for the OCTAPACE model of organizational culture. Given that Industry 4.0 concept requires continuous innovation, education and knowledge sharing that not only depends on the people's skills and attitudes, but also on organizational culture, results from this research should be useful to organizations in transitional economy as they attempt to keep pace with organizations from knowledge economies.

show abstract

Section: Discussionmentioning

confidence: 99%

Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California

Drašković

Ćelić

Petrov

et al. 2020

Strategic Management

View full text Add to dashboard Cite

show abstract

“…Here transition alludes to political, economic and social changes that former socialist countries from South-East Europe are going through, while attempting to restructure their economies from centralized to market-oriented. Big changes involving all segments of society were initiated two decades ago in an effort to transform centrally regulated societies towards democracy and free market [16]. The key attribute of organizational culture is that it can be effective at certain times and situations, but it can be ineffective in others.…”

Section: Organizational Culture Octapace Model and Transitionmentioning

confidence: 99%

“…In terms of sample, most of researchers assessed organizational culture by using only managers or executives [13][14][15][16]. This has been heavily criticized by a few scholars [17].…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Organizational Culture and Performance of SME’s: Empirical Study from a Developing Country

et al. 2019

View full text Add to dashboard Cite

This article explores the link between organizational culture and effectiveness for SMEs in transitional socioeconomic environment in Serbia. By analyzing the data from the survey gathered from 760 senior executives and employees from 86 SMEs in Serbia this study empirically evaluates the dimensions of OCTAPACE model of organizational culture, and presents a multi method analysis of the link between culture and growth of SMEs in a transitional economy. This study also examines whether the level of organizational culture depends on the type of the industry that SMEs belong to (knowledge or capital intensive). Furthermore, as a legacy of economic transition we have workforce with a unique set of subcultures. By analyzing the data from the second survey gathered from 257 senior executives and employees from SMEs in Serbia and Southern California we explore the differences in cultures of SMEs from transitional economy and developed economy. Given that strong culture brings competitive advantage, the results of the second study provide basis for understanding competitive position of SMEs in Serbia, and could propose directions for development of culture in SMEs in Serbia that should help them overcome problems of the transition and reach better business results more quickly.

show abstract

“…A strong corporate culture is a combination of strategic perspective of management and human resources development, which result in reasonable behavior of managers and employees. Authors who study corporate culture [3][4][5][6][7][8][9][10][11] and many others agree that the corporate culture is a speciic phenomenon and a special atention must be paid to its formation by management. Forming corporate culture is a complex and long-term process, because the thinking and behavior shaping of employees are quite inertial.…”

Section: Introductionmentioning

confidence: 99%

“…The implementation of desired corporate culture mainly involves a change in the work of managers for the purpose of deining corporate behavior and maintaining such routing that takes into account the current situation and includes activities afecting the development of all the components of culture [10]. The value of corporate culture is underestimated by some Slovak enterprises.…”

Section: Introductionmentioning

confidence: 99%

Changing the Corporate Culture Towards the Human Resources Development

Smerek¹

2017

Issues of Human Resource Management

View full text Add to dashboard Cite

The existence of desired corporate culture is one of the prerequisites for business success. The object of this chapter is the corporate culture in Slovak enterprises and the possibilities of its change towards the raising level of human resources development. Based on the analysis of corporate culture in selected enterprises, the aim of the chapter is to propose methodology for management of change of corporate culture supporting the development of human resources in enterprises. The sociological interview identiies the predominant type of corporate culture in Slovak medium and large enterprises in years 2014 -2016. The examination is based on the assumption that there are signiicant diferences between preferred values of corporate culture in local and global enterprises. It also identiies the need to change the corporate culture in enterprises and their awareness of corporate culture change management towards human resources development. The results of the survey verify Slovak managers' interest on human resources development and the formation of strong corporate culture. The results are the basis for the formulation of proposals and recommendations resulting in the methodology for management of change of corporate culture supporting the development of human resources in enterprises.

show abstract

Manager's assessment of organizational culture

Cited by 7 publications

References 23 publications

Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California

Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California

The Relationship between Organizational Culture and Performance of SME’s: Empirical Study from a Developing Country

Changing the Corporate Culture Towards the Human Resources Development

Contact Info

Product

Resources

About