Week-11 - Business & Finance
Strictly No plagiarism please.
After reading chapter-12(attached Organizational Culture) from the attached screen shot(.png) and from the attached journal articles(Organizational Culture-1,2,3). Explain about the research topic Organization Culture.
Answer should be based on the attached three journal articles and text book(screenshot .png).
Please answer in own words and as thorough as possible. APA format is must and strictly no plagiarism. Minimum 3 pages assignmentInternational Journal of Management, Accounting and Economics
Vol. 7, No. 9, September, 2020
ISSN 2383-2126 (Online)
© Authors, All Rights Reserved www.ijmae.com
522
A Literature Review on Organizational Culture
towards Corporate Performance
Yasas L. Pathiranage1
Doctoral Student, Faculty of Graduate Studies,
University of Kelaniya, Sri Lanka
Lakmini V. K. Jayatilake
Professor, Faculty of Commerce and Management Studies,
University of Kelaniya, Sri Lanka
Ruwan Abeysekera
Senior Lecturer, Faculty of Commerce and Management Studies,
University of Kelaniya, Sri Lanka
Abstract
Syntheses of existing literature provide a framework for a broader
understanding of the current state of the organizational culture. This literature
review synthesized the relevant literature pertaining to the role of organizational
culture on business performance in a perspective of the corporate group. The
literature review comprised various published sources on the role of
organizational culture, such as journals, periodicals, seminal books, and other
published materials. The review focused on the conceptualization, measurement
and examines various dimensions of organizational culture on corporate
performance. After analysis of a wide range of renowned literature, it was found
that organizational culture has a strong impact on the organizational
performance. Empirical evidences further showed that lack of cultural
integration between member companies was a primary cause of failure in
corporate groups. Therefore, it is ascertained that cultural enhancing would
result performance enhancement. Business managers are recommended to
establish an effective organizational culture in order to enhance corporate
performance. Therefore, how an effective organizational culture is established
to enhance the corporate performance can be recognized as a needed research
scope. Moreover, this paper highlighted the prevailing theoretical and empirical
gaps in the area of organizational culture towards corporate performance, and
hence the findings may be useful for future similar studies.
Keywords: Organizational Culture, Organizational Excellence, Business
Performance, Corporate Group.
1 Corresponding author’s email: [email protected]
http://www.ijmae.com/
International Journal of Management, Accounting and Economics
Vol. 7, No. 9, September, 2020
ISSN 2383-2126 (Online)
© Authors, All Rights Reserved www.ijmae.com
523
Introduction
Callahan (2014) indicated that syntheses of existing renowned literature provide a
framework for a broader understanding of the current state of the organizational culture.
This literature review begaGadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
301
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 301-322
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
The Effect of the Degree of Misfit Between
Human Resources Management Practices and
the Types of Organizational Culture on
Organizational Performance
Raden Muhammad Pradana Ramadistaa, Gugup Kismono*b
abUniversitas Gadjah Mada, Indonesia
Abstract: “Fit model” argues that the level of misfit between human resources management
(HRM) practices and the type of organizational culture negatively influences organizational per-
formance. However, the lack of emprirical research to support that contention can be problem-
atic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree
of misfit between HRM practices and the types of organizational cultures on organizational
performance. Data were collected from a sample comprising of 128 respondents representing
64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed
based on four types of HRM practices (human relations, internal process, rational goals, and
open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy).
Euclidean distance scores were calculated to describe the misfit between the HRM practices and
the types of organizational culture variables. Subsequently, the effect of the misfit scores on
organizational performance was determined. The results show that the degree of misfit between
HRM practices and the type of organizational culture has a significant and negative effect on
organizational performance. This empirical research supports the concept of fit, in which the
type of organizational culture that is supported by suitable HRM practices will result in a more
positive organizational performance. Then, it is deemed necessary for companies to adapt their
HRM practices to their culture, in order to improve their performance.
Keywords: HRM management practices, types of organizational culture, organizational perfor-
mance, Euclidean distance, the degree of misfit.
GEL Classification: O15
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
302
Introduction
The current business environment is
more competitive and dynamic, which makes
it increasingly difficult for companies to main-
tain their competitiveness. To survive, they
must be able to strengthen their competitive
advantage by developing appropriate long-
term strategies (Hossain et al., 2019; Kha-
tri, 2000). According to Delery and Roumpi
(2017), high quality human resources (HR)
may play a significant role in supporting a
sustainable competitive advantage. Each hu-
man resource has a unique nature which, if
properl*Corresponding Author
THE IMPORTANCE OF ORGANIZATIONAL CULTURE
FOR MANAGEMENT OF CHANGES IN A PUBLIC
ENTERPRISE
Mislav Ante Omazić
University of Zagreb,
Croatia
[email protected]
Damir Mihanović*
University North,
Croatia
[email protected]
Adriana Sopta
INA,
Croatia
[email protected]
Abstract
This paper refers to recognition of the specific organizational structure in a
public enterprise, where the existing organizational culture is compared with
the ideal culture, i.e., the culture that should support the achievement of
strategic goals. The differences between the existing and the ideal
organizational culture and their correlation were verified. The results show a
statistically significant difference between the existing and the ideal culture,
i.e., they show that there are statistically significant deviations among them.
Apart from the comparison of the overlapping and deviations between the
existing and desired (ideal) culture, the basic values/motives were analyzed
on a sample of respondents who determine and implement the strategy of
the organization. In order to clarify the changes that should occur in order to
bring the existing organizational culture closer to the ideal, the dominant
values were checked. It is interesting to see that the existing values of
strategic managers are somewhat in line with the cultural ideal that the
organization desires, but are not fully expressed in order that is expected to
realize the desired changes in culture as well in strategic achievements.
Key Words
Organizational culture; change management; organizational values, personal
values.
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Advances in Business-Related Scientific Research Journal, Volume 11, No. 1, 2020
2
INTRODUCTION
In this paper, on the example of a 100\% state-owned public company, the
assumptions of changes implementation that the organization must take to
be more successful in the realization of strategic goals in a liberalized market
are analyzed. The assumption of the change relate primarily to the
adaptation of the organizational culture recognized by the concerned
organization as its competitive advantage compared to other competitors in
a relatively complex and turbulet market.
The results of this paper can be the guideline to other similar organizations
that aim to manage change systematically and to work on the development
of their organizational culture or to those organizations that want to start the
change with the strategic elements and gradually step down to operational
ones. Considering the fact that this paper deals with the analysis of dominant
values among strategic managers, the obtained results can help
organizations to look at the behavior that is synchronized with culture and
triggers or slows down the desired changes. In other words, the presented
results can give an example to other org
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In order to
n that draws upon the theoretical reading to explain and contextualize the design choices. Be sure to directly quote or paraphrase the reading
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