Published Article / In today's highly competitive business environment service delivery has become a key issue. Providing quality service could enhance an organisation's competitive advantage with beneficial financial implications. Service delivery requires the full cooperation and commitment of all the employees in the organisation, including management. The culture of the organisation supports this by eliciting a unified response from employees that supports the quality of service rendered to customers. In this regard the paper provides a statistical analysis of the impact of organisational culture on service delivery in a major South African private security company. Due to its applicability the Competing Values Framework (CVF) was instrumental in measuring the culture of the organisation and the award winning Baldrige Award Criteria in ascertaining its levels of service delivery.

Background: Existing literature suggests research about sustainability and Small- and Medium Sized Enterprises (SMEs) to be limited. SMEs tend to have less resources than large companies and as a result of this sustainability integration may be challenging. Despite these resource restrictions, some SMEs still succeed in integrating sustainability. Some literature suggests that organisational culture could influence the integration of sustainability. Purpose: The purpose of this thesis is to investigate how organisational culture attributes influence the integration of sustainability in Swedish SMEs. Method: To fulfil the purpose of this thesis, a multiple case study consisting of six SMEs in the Jönköping region is performed. Qualitative semi-structured interviews are conducted with the manager and/or head of sustainability. Furthermore, structured interviews are conducted with managers and employees, in an attempt to gain insights into the values and cultural attributes of the organisational culture of the SME.   Main Findings: The results reveal that an organisational culture which emphasises internal relationships, stability and goal-setting and planning seem to facilitate the integration of sustainability. SMEs with the attribute of valuing internal relationships are aided in the integration of sustainability through the existence of tightly knit groups that work together toward the long-term goal of integrating sustainability. The positive influence of stability stems from the fact that the attribute provides structure, economic stability, and a stable employee base. A high focus on goal-setting and planning may enable the integration of sustainability through providing clear missions and objectives which the company strives toward.  Managerial Implications: This study urges three implications for managers of SMEs; 1. It provide managers with some understanding of how their organisational culture may affect sustainability integration. 2. It provide insight into the challenges companies may face as the result of lacking certain cultural attributes. 3.  It provide indications of which attributes that could be beneficial to develop or incorporate into the organisational culture in order to aid the integration of sustainability.

O gerenciamento de projetos de forma sistematizada vem se tornando essencial para todo tipo de organização, pois os mercados a cada dia tornam-se cada vez mais competitivos, os recursos mais escassos e os clientes muito mais exigentes. É possível observar isso com o número crescente de empresas que se associam ao Project Management Institute (PMI) - referência nas melhores práticas em gerenciamento de projetos - que desde o final de 2013 possui mais de 400.000 empresas associadas em todo o planeta. Tal tendência é natural, visto que as empresas necessitam se destacar nos negócios em um mercado cada vez mais dinâmico a fim de garantir a sua sobrevivência. De acordo com Gu et al. (2013), uma questão-chave na investigação de gerenciamento de projetos gira em torno de porquê alguns projetos são bem sucedidos, enquanto outros não. Esta questão levou os pesquisadores a explorar determinantes potenciais que possam levar ao sucesso ou fracasso de um projeto. Por exemplo, o Standish Group International (2009) encontrou uma taxa global de fracasso do projeto em torno de 72% nos EUA. É certo que a cultura organizacional exerce forte influência no sucesso dos projetos, mas seria possível diagnosticá-la para com isso melhor conduzir as equipes de projeto? Deste modo, o objetivo do presente estudo foi analisar a relação entre a cultura organizacional e o gerenciamento de projetos, utilizando-se para tanto dos modelos como o Competing Values Framework (CVF) e o Organizational Culture Assessment Instrument (OCAI). O emprego dos modelos se justifica por serem os mais utilizados na literatura em gestão organizacional, embora não tenham sido encontrados estudos empíricos que os utilize no contexto brasileiro em gerenciamento de projetos. O método utilizado para obtenção do perfil cultural dominante para o sucesso em gerenciamento de projetos foi survey, na qual o modelo OCAI foi adaptado e destinado para gerentes e membros de equipe de projetos. Observou-se através da análise dos dados, que a cultura de clã foi a que apresentou forte influência para o sucesso no gerenciamento de projetos de acordo com a percepção dos respondentes da survey. É importante ressaltar que não há um perfil de cultura melhor que o outro, portanto, a cultura de gerenciamento de projetos obtida é apenas o diagnóstico de uma cultura organizacional que poderá permitir a obtenção de um desempenho superior, ou seja, sucesso no atendimento de escopo, qualidade, custo e prazo. Discute-se para estudos futuros a importância de se empregar respondentes de diferentes estados do Brasil e ainda de outros países, buscando estabelecer que não existam influências de outros fatores culturais regionais na percepção dos respondentes. / Project management in a systematic manner has become essential for any type of organization, because the markets every day become increasingly competitive, scarce resources and more demanding customers. You can see this with the growing number of companies that are associated with the Project Management Institute (PMI) - reference the best practices in project management - which since late 2013 has more than 400,000 affiliates around the world. This tendency is natural, since companies need to stand out in business in an increasingly dynamic market in order to ensure their survival. According to Gu et al. (2013), a key issue in project management research centers on why some projects are successful while others do not. This question led the researchers to explore potential determinants that can lead to success or failure of a project. For example, the Standish Group International (2009) found an overall rate of failure of the project around 72% in the US. Admittedly, the organizational culture has a strong influence on the success of the projects, but it would be possible to diagnose it for it better lead project teams? Thus, the aim of this study is to analyze the relationship between organizational culture and project management, using for both models like the Competing Values Framework (CVF) and the Organizational Culture Assessment Instrument (OCAI). The use of models is justified because they are the most used in the literature on organizational management, although we did not find empirical studies that use them in the Brazilian context in project management. The method used to obtain the dominant cultural profile for success in project management was the survey, in which the OCAI model was adapted and designed for managers and project team members. It was observed by analyzing the data, the clan culture showed the strong influence for success in project management according to the perception of the survey respondents. Importantly, there is a better culture profile than the other, so the obtained project management culture is only the diagnosis of an organizational culture that may allow obtaining superior performance, ie success in scope of service, quality, cost and schedule. It is argued for further study the importance of employing respondents from different states of Brazil and even from other countries, seeking to establish that there are no influences from other regional cultural factors in the perception of respondents.

O gerenciamento de projetos de forma sistematizada vem se tornando essencial para todo tipo de organização, pois os mercados a cada dia tornam-se cada vez mais competitivos, os recursos mais escassos e os clientes muito mais exigentes. É possível observar isso com o número crescente de empresas que se associam ao Project Management Institute (PMI) - referência nas melhores práticas em gerenciamento de projetos - que desde o final de 2013 possui mais de 400.000 empresas associadas em todo o planeta. Tal tendência é natural, visto que as empresas necessitam se destacar nos negócios em um mercado cada vez mais dinâmico a fim de garantir a sua sobrevivência. De acordo com Gu et al. (2013), uma questão-chave na investigação de gerenciamento de projetos gira em torno de porquê alguns projetos são bem sucedidos, enquanto outros não. Esta questão levou os pesquisadores a explorar determinantes potenciais que possam levar ao sucesso ou fracasso de um projeto. Por exemplo, o Standish Group International (2009) encontrou uma taxa global de fracasso do projeto em torno de 72% nos EUA. É certo que a cultura organizacional exerce forte influência no sucesso dos projetos, mas seria possível diagnosticá-la para com isso melhor conduzir as equipes de projeto? Deste modo, o objetivo do presente estudo foi analisar a relação entre a cultura organizacional e o gerenciamento de projetos, utilizando-se para tanto dos modelos como o Competing Values Framework (CVF) e o Organizational Culture Assessment Instrument (OCAI). O emprego dos modelos se justifica por serem os mais utilizados na literatura em gestão organizacional, embora não tenham sido encontrados estudos empíricos que os utilize no contexto brasileiro em gerenciamento de projetos. O método utilizado para obtenção do perfil cultural dominante para o sucesso em gerenciamento de projetos foi survey, na qual o modelo OCAI foi adaptado e destinado para gerentes e membros de equipe de projetos. Observou-se através da análise dos dados, que a cultura de clã foi a que apresentou forte influência para o sucesso no gerenciamento de projetos de acordo com a percepção dos respondentes da survey. É importante ressaltar que não há um perfil de cultura melhor que o outro, portanto, a cultura de gerenciamento de projetos obtida é apenas o diagnóstico de uma cultura organizacional que poderá permitir a obtenção de um desempenho superior, ou seja, sucesso no atendimento de escopo, qualidade, custo e prazo. Discute-se para estudos futuros a importância de se empregar respondentes de diferentes estados do Brasil e ainda de outros países, buscando estabelecer que não existam influências de outros fatores culturais regionais na percepção dos respondentes. / Project management in a systematic manner has become essential for any type of organization, because the markets every day become increasingly competitive, scarce resources and more demanding customers. You can see this with the growing number of companies that are associated with the Project Management Institute (PMI) - reference the best practices in project management - which since late 2013 has more than 400,000 affiliates around the world. This tendency is natural, since companies need to stand out in business in an increasingly dynamic market in order to ensure their survival. According to Gu et al. (2013), a key issue in project management research centers on why some projects are successful while others do not. This question led the researchers to explore potential determinants that can lead to success or failure of a project. For example, the Standish Group International (2009) found an overall rate of failure of the project around 72% in the US. Admittedly, the organizational culture has a strong influence on the success of the projects, but it would be possible to diagnose it for it better lead project teams? Thus, the aim of this study is to analyze the relationship between organizational culture and project management, using for both models like the Competing Values Framework (CVF) and the Organizational Culture Assessment Instrument (OCAI). The use of models is justified because they are the most used in the literature on organizational management, although we did not find empirical studies that use them in the Brazilian context in project management. The method used to obtain the dominant cultural profile for success in project management was the survey, in which the OCAI model was adapted and designed for managers and project team members. It was observed by analyzing the data, the clan culture showed the strong influence for success in project management according to the perception of the survey respondents. Importantly, there is a better culture profile than the other, so the obtained project management culture is only the diagnosis of an organizational culture that may allow obtaining superior performance, ie success in scope of service, quality, cost and schedule. It is argued for further study the importance of employing respondents from different states of Brazil and even from other countries, seeking to establish that there are no influences from other regional cultural factors in the perception of respondents.

本研究旨在探討競值架構下國民小學校長領導行為、學校組織文化與教師教學效能之間的關聯。研究採用調查研究法，以新北市公立國民小學教師為對象，共發出748份問卷，共獲得有效問卷646份，有效問卷回收率為86.36％。正式問卷回收之後，分別以描述統計、t考驗、單因子單變量變異數分析、單因子多變量變異數分析、皮爾森積差相關、多元逐步迴歸分析及結構方程模式等統計方式對回收資料進行分析。 本研究獲得以下十一項結論： 一、國民小學校長領導行為在中上水準，以競爭層面表現較突出。 二、國民小學組織文化表現達中上水準，趨向於團隊和層級層面。 三、國民小學教師教學效能平均達高表現水準，以良好學習氣氛得分最高、教學計畫準備得分最低，且顯著低於其他四個教學效能層面。 四、國民小學校長領導行為與學校組織文化以右上象限層面得分均低。 五、教師職務在校長領導行為方面有差異、教師年齡、學歷、服務年資與職務在教學效能上有差異。 六、校長年齡在校長領導行為與學校組織文化方面有差異。 七、學校規模、所在地、校齡在校長領導行為、學校組織文化與教師教學效能均有顯著差異。 八、校長領導行為、學校組織文化與教師教學效能之間具有顯著正相關。 九、校長領導行為、學校組織文化與教師教學效能之間具有顯著預測力。 十、校長領導行為與學校組織文化不僅與對應象限的分層面有正相關與預 測力，與非對應象限甚至對立象限的層面也有顯著正相關與預測力。 十一、校長領導行為可顯著影響教師教學效能，也可透過學校組織文化的 中介作用，正向影響教師教學效能。 本研究分別就實務應用及未來研究兩方面提出如下建議： 一、實務應用方面： (一) 建立回饋機制，使校長瞭解自身領導風格，靈活轉換各種領導行為，並善用競爭領導優勢，成為學校成員學習的榜樣。 (二) 校長應瞭解並協助學校成員認識學校組織文化類型，透過形塑願景與組織對話，使組織在文化生命週期中有效能的運作。 (三) 教師應兼顧每一個教學效能層面，並加強提升教學計畫準備。 (四) 校長應培養創新的領導能力，帶動發展革新求變的組織文化氛圍。 (五) 校內應建立教師教學對話與教學研討機制，藉以傳承資深優良教師教學經驗與觀摩學習。 (六) 校長對於經營校務發展應勇於任事、完全承擔，不應因性別、年齡、學歷、到任時間自我設限，虛與尾蛇。 (七) 校長與學校成員應詳加瞭解所處學校環境，研擬策略面對學校所處位置之有利與不利條件，以營造學校文化及提升教學效能。 (八) 校長應不斷強化自身領導的能力與行為複雜度，並且形塑優質學 校組織文化，以提升教師教學效能表現。 (九) 校長與學校成員應建立深厚的教育夥伴情感，體認共享學校教 育成果之重要性與榮辱休戚與共的使命感，以提供良好教育環境。 (十) 校長應展現兼容並蓄的多元領導風格，以面對諸多領導弔詭與兩 難的困境。 (十一) 營造兼容並蓄學校組織文化，發揮促進教師教學效能中介效果。 二、未來研究方面： 本研究分別就研究對象、研究變項、研究方法，對未來研究提出建議。 / The objective of this study is to understand the relationships among principal’s leadership behavior, school organizational culture and teaching effectiveness in elementary schools by Competing Values Framework. Study on survey research. A total of 646 usable questionnaires were collected from 748 teachers of public elementary schools in New Taipei City. The effective response rate was 86.36％. The statistical techniques applied to this study such as: “describing statistics”, “t-test”, “one-way ANOVA”, “one-way MANOVA”, “Pearson product-moment correlation”, “stepwise multiple regression analysis” and “structural equation modeling”. With the data analysis result, researcher reached the conclusions as following： 1.Principal’s leadership behavior performance of public elementary schools achieves upper-moderate level, and “Compete” is the highlight among all of the dimensions. 2.School organizational culture performance of public elementary schools achieves upper-moderate level, and “Clan” and “Hierarchy” are the highlight among all of the dimensions. 3.The perception of teacher’s teaching effectiveness gets high score level, and “Good instructional climate ” is the highlight among all of the dimensions of teaching effectiveness, and "teaching plan preparation" is significantly weaker than the others four dimensions. 4.Both of principal’s leadership behavior and school organizational culture of public elementary schools in upper right quadrant of CVF scores are low. 5.There is a significantly divergence for “teacher job position” in principal’s leadership behavior and such as teachers’ “age”, “education”, “srevice year” and “job position”, there is a significant divergence in teaching effectiveness. 6.There is a significant divergence for “principal age” between principal’s leadership behaviors and school organizational cultural. 7.Such as “ school size”, “ location” and “school history”, there are significant divergences among principal’s leadership behaviors , school organizational cultural and teaching effectiveness. 8.There are significant positive correlation among principal’s leadership behavior, school organizational culture and teaching effectiveness. 9.There are significant predictive power among principal’s leadership behavior, school organizational culture and teaching effectiveness. 10.Between principal’s leadership behavior and school organizational culture are not only the corresponding quadrant, but also the non- corresponding and even opposing corresponding quadrants, and there are significant positive correlation and predictive power. 11.Principal’s leadership behavior could positively affect teaching effectiveness through the mediate effect of school organizational culture. Otherwise, this study provides suggestions of practical application and future study respectively.