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This thesis provides an analysis of supervisory interactions between PhD supervisors and their students within social science disciplines, using the Competing Values Framework (CVF). Traditionally, such work has been conducted using a supervisor-centred perspective, and this thesis adds to the literature by adopting a student-centred view to look at supervisor's behaviours during the interaction, from a role performance perspective in light of the CVF. Drawing primarily on semi-structured interpersonal process recall interview data, the thesis considers a number of interlinking analytical themes. These can be divided into three broad groups. The first focuses on investigating the CVF roles that are adopted by the supervisor during the interaction and recognized by the students as important component parts of the most helpful supervisory moments. In line with the previous literature, I note that the most effective supervisory behaviours reflect the performance of all the eight CVF roles with the producer and the director occupying the dominant position. The second group is closely linked with the first and investigates CVF managerial roles represented by the least helpful supervision moments selected by the student. I note how PhD supervisors inadequate use, including both overuse and underuse of the CVF roles are related to the least effective supervisory moments. The director and the producer are again the most represented ones which are reported as being mostly underused. The third group analyses students advice on further improvements . In conclusion, I relate my analysis to existing literature and examined the contributions of the thesis to three main areas of research. This research finds that instances of positive and negative supervisee feedback reflect an increased influence of marketorientation and manageralism on research students and correspondingly inadequate use of managerial roles by supervisors.

Att företagskultur förknippas med organisatorisk effektivitet är flertalet forskare överens om. Enligt forskning inom Competing Values Framework finns ett flertal kriterier som leder till organisatorisk effektivitet. Dessa kriterier ska till olika grad korrelera med de fyra kulturtyper som Competing Values Framework baseras på. Då tidigare studier inom området främst har gjorts i USA och Sydkorea ämnar vi i denna studie undersöka om dessa effektivitetskriterier även kan appliceras på en svensk marknadsledare och icke-marknadsledare inom detaljhandelsbranschen. För att besvara uppsatsens syfte har vi valt att mäta kultur genom Organisational Culture Assessment Instrument. De resultat vi har fått fram genom vår undersökning visar att de effektivitetskriterier som forskning tidigare har hittat även stämmer överens med vårt resultat, men visar också att svenska organisationer till en högre grad än amerikanska och sydkoreanska präglas av en Clan Culture.

The purpose of this study was to determine the criteria used by foundation directors in assessing the effectiveness of contribution programs in company sponsored foundations. Quinn and Rohrbaugh's Competing Values Approach of organizational effectiveness was used as the theoretical framework for the study. The Competing Values Approach is an integrative effectiveness model which clusters eight criteria of effectiveness into four theoretical models of organizational effectiveness.

This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory; so that the 'new' area can be investigated and emerging new concepts in the same phenomena can be examined. Analysis of the data is interpretive, which was collected via interviews using a semi-structured questionnaire. The findings reveal that the Australian organisations investigated regard B2E e-business to be a dynamic and evolving model for internal management and servi ce to employees. The findings also indicate that B2E model is adopted differently in different organizations. However, the general pattern or theme that the data revealed is that the B2E applications tend to follow a stream of electronic applications such as electronic news (e-news), electronic documents (e-documents), electronic information (e-information), electronic human resource (e-HR) applications and electronic business processes for the management of employees and their internal processes. The resulting outcomes include both internal and external effectiveness in organisations with B2E e-business models.

Made available in DSpace on 2016-03-15T19:32:46Z (GMT). No. of bitstreams: 1 Sergio Ricardo Leandro Dias.pdf: 1146406 bytes, checksum: 70110f40fce61755a29c1ffd5113eec6 (MD5) Previous issue date: 2013-08-21 / The main objective of this study was to investigate the cultural interference in the activities of internal auditors of financial institutions in Sao Paulo. The research takes place in the contemporaneous business environment, where culture has become more and more important as a management and control tool, which drives people s behavior within the organization. In this same context, internal audit strengthens, as the society demands more transparency and more robust corporate governance practices from the organizations. This is particularly relevant in the case of financial institutions, given the social and economic impact of shortcomings in control activity of banking industry. Moreover, internal auditor must perform his work in an objective and independent manner, since being in the organization, he can be influenced by its culture. From this standpoint, the question which drives this study emerges: how does organizational culture interferes in the work of internal auditor? Thus, it is assumed that the internal auditor, as part of the organization, shares organizational culture, its values and beliefs, so that his work suffers interference from this culture. To support this study, a literature review was performed, on the concept of organizational culture and internal audit. The Competing Values Framework and its cultural typology was chosen to base the research. The methodological approach was mixed, since quantitative and qualitative data were collected. Participants based on convenience sampling strategy and data was analyzed with the support of electronic spreadsheets and NVivo application for Qualitative Analysis. As a result, a model was drawn, describing that the interference of organizational culture in internal auditor s work takes place mainly through an image , which contains the values and the expectations the organization has concerning the way internal auditors must act. The main images mentioned by the participants relate to add value and being partner and collaborative . These symbols correspond to the cultural types that predominate in the analyzed sample, which are market and clan cultures. Suffice it say that internal audit work is mainly affected in the planning process, when audit objects are chosen, and effectiveness, that is, the implementation of audit recommendations. / O objetivo principal do presente trabalho é investigar a interferência da cultura organizacional no trabalho do auditor interno de instituições financeiras em São Paulo. A pesquisa se insere no ambiente de negócios atual em que a cultura tem-se tornado cada vez mais importante como instrumento de gestão e de controle, que direciona o comportamento dos indivíduos. Neste mesmo contexto, a auditoria interna se fortalece na medida em que sociedade demanda das organizações mais transparência e práticas mais robustas de governança corporativa, o que é particularmente relevante em relação às instituições financeiras, dado o impacto social e econômico que a deficiência de controles na atividade bancária pode trazer. Ocorre que o auditor interno deve realizar seu trabalho de forma objetiva e independente, mas por estar dentro da organização pode ser influenciado pela cultura organizacional. Deste fato emerge a questão que norteia este estudo: como a cultura organizacional interfere no trabalho do auditor interno? Assim, partiu-se do pressuposto de que o auditor interno, sendo parte da organização, partilha da cultura organizacional, com seus valores e crenças, de modo que em seu trabalho sofre a interferência dessa cultura. Para subsidiar o estudo, realizou-se uma pesquisa na literatura sobre o conceito de cultura organizacional e sobre auditoria interna. Utilizou-se o quadro teórico Competing Values Framework e sua tipologia cultural. A metodologia aplicada foi mista, de modo que foram coletados dados quantitativos e qualitativos. A amostra foi selecionada pelo critério de acessibilidade e o tratamento dos dados foi feito com o auxílio de planilhas eletrônicas e do aplicativo NVivo. O resultado da pesquisa foi a proposição de um modelo que descreve a interferência da cultura organizacional no trabalho do auditor interno principalmente através do estabelecimento de uma imagem da auditoria, a qual carrega em si os valores e as expectativas da organização sobre como o auditor deve atuar. As principais imagens mencionadas dizem respeito a adicionar valor e a ser parceira e colaboradora , as quais de certo modo correspondem às características dos dois tipos culturais predominantes na amostra analisada, à cultura de mercado e à cultura de clã, respectivamente. Por fim, o trabalho do auditor é afetado principalmente no que diz respeito ao planejamento, ou seja, a definição do que será avaliado pela auditoria, e à efetividade, que é a implantação das medidas recomendadas como resultado das avaliações.

Lämpar sig alla typer av organisationskultur för kvalitetsinitiativ enligt metoden Total Quality Management(TQM)? Uppsatsen belyserden frågan med utgångspunkt i en fallstudie av en svensk domstol där en ny myndighetschef tillträdde 2021. Syftet med uppsatsen är att undersöka hur den upplevda och önskade organisationskulturen vid en svensk domstol förändrades under det första året sedan en ny myndighetschef tillträtt. Syftet är ocksåattundersöka hur organisationskulturen skiljer sig mellan domstolens olika yrkeskategorier, och om förändringen mellan mättillfällena skiljer sig åt mellan dem. Syftet är -slutligen -att med utgångspunkt i den uppmätta organisationskulturen ta ställning till om organisationskulturen i domstolen lämpar sig för kvalitetsinitiativ enligt TQM eller inte. Syftet preciseras i följande frågeställningar:•Hur förändrades den upplevda och önskade organisationskulturen i domstolen och dess olika yrkeskategorier mellan 2021, då en ny myndighetschef tillträdde, och 2022?•Har domstolen våren 2022 en organisationskultur som lämpar sig för kvalitetsinitiativ enligt TQM?Undersökningen genomfördes genom intervjuer med domstolens ledningsgrupp,genom enkäterriktade till hela personalenoch genom en litteraturstudie. Resultatet visar att organisationskulturen förändrades såtillvida att den interna orienteringen och orienteringen mot stabilitet minskade, liksom genomslaget för den hierarkiska organisationskulturen.Domstolen har 2022 inte en organisationskultur som lämpar sig för kvalitetsinitiativ enligt TQM,eftersom de kulturella dimensionerna i TQM är oförenliga med domstolens organisationskultur. I uppsatsen diskuteras mot den bakgrunden de brister som har uppfattats i teoribildningen inom kvalitetsområdetoch som kan kopplas till organisationskulturen och dess betydelse. / Are all types of organizational culture suitable for quality initiatives according to the Total Quality Management (TQM) method? The essay sheds light on this issue on the basis of a case study ina Swedish court where a new head of authority took office in 2021.The purpose of the thesis is to investigate how the perceived and desired organizational culture in a Swedish court changedduring the first year since a new head of authority took office.The purpose is also to examine how the organizational culture differs between the court's different professional categories, and whether the change between the measurement occasions differs between them. The purpose is -finally -to take a position on the basis of the measured organizational culture on whether the organizational culture in the court is suitable for quality initiatives according to TQM or not.The purpose is specified in the following questions:• How did the perceived and desired organizational culture in the court and its various professional categories change between 2021, when a new head of authority took office, and 2022?• Does the court in the spring of 2022 have an organizational culture that is suitable for quality initiatives according to TQM?The survey wasconducted through interviews with the court's management team, through questionnaires addressed to the entire staff and through a literature study.The results show that the organizational culture changedto the extent that theinternal orientation and the orientation towards stabilitydecreased, as didthe dominance ofthe hierarchical organizational culture. In 2022 the court does not have an organizational culture that is suitable for quality initiatives according to TQM, since the cultural dimensions of TQM are incompatible with the court's organizational culture. In the essay, against this background, the shortcomings that have been perceived in the theory formation within the quality area and that can be linked to the organizational culture and its significance are discussed. / <p>2022-06-05</p>

This study aims to shed light on the relationship of organizational culture in practice and as it is portrayed in written policy. A case study was conducted by examining the culture of the coworkers from one unit. Data was collected through interviews and reading official policy documents. This was then analyzed through a lens of a theoretical framework made up of three parts; the four cornerstones of what builds a culture as presented by Edgar Schein, The competing values framework, and Public service motivation. The study shows that there was a clear connection between the culture such as it was described by the coworkers and in text. However, there was a disconnect between the perceived level of public service motivation in practice and text. This prompts a discussion about the role of public service motivation in the organizational culture of the public sector and how change can affect culture. / Den här studien avser att belysa relationen mellan organisationskultur såsom den ser ut i praktiken och som den beskrivs i skriftlig policy. En case-studie genomfördes genom att undersöka kulturen hos medarbetare från en enhet. Data samlades in genom intervjuer och genom att läsa officiella policydokument. Detta analyserades sen med hjälp av ett teoretiskt ramverk som byggdes av tre delar; Edgar Scheins fyra grundstenar som bygger upp organisationskultur, The competing values framework, och public service motivation. Studien påvisar en tydlig koppling mellan kulturen som den beskrevs av medarbetarna och som denbeskrevs i text. Däremot skiljde sig nivån av public service motivation i praktik och text. Det här ledde till en diskussion kring rollen av public service motivation i organisationskulturen inom den offentliga sektorn och hur förändring kan påverka kulturen.

Titel: Att leda i en komplex miljö med Competing Values Framework. En studie av ledarroller i den svenska fastighetsmäklarbranschen. Nivå: Kandidatexamen i företagsekonomi Författare: Artur ter Harkel, Alessandro Schillaci Handledare: Dr. Monika Wallmon Datum: Juni 2022 Syfte: Syftet med denna studie är att kartlägga ledarskap inom den svenska fastighetsmäklarbranschen med hjälp av Competing Values Framework (CVF). Metod: Arbetet har en kvantitativ utgångspunkt med en deduktiv ansats. Enkätundersökningen utformades efter en tvärsnittsdesign med slutna frågor. Ett icke-sannolikhetsurval med frivilligt deltagande användes för att göra urvalet. CVF är det teoretiska ramverk som har används för att studera ledarskapet och identifiera ledarroller. Resultat &amp; Slutsats: Resultatet visar att Rational Goal Model (RGM) var den kvadrant som var mest representerad bland branschens ledare. Ledarna tillfredsställs av produktivitet och stimulerar prestation hos de anställda. Detta resultat är inte konstigt med tanke på den konkurrens som råder inom branschen. Det blir en självklarhet att fokusera på prestation och ha tydliga målsättningar. Human Relations Model (HRM) och Open System Model (OSM) är två andra kvadranter som är väldigt centrala för branschens ledare. Den genomsnittliga ledaren i branschen förstår vikten av att leda anställda på ett diplomatiskt och rättvist sätt och att söka efter innovativa lösningar. Internal Process Model (IPM) är den kvadrant som återfinns minst bland branschens ledare. Konservativt beslutsfattande och förutsägbara handlingar är inte vanligt förekommande i branschen. Vidare har den genomsnittliga ledaren i branschen förstått vikten av att kombinera flera kvadranter. Ledarna kombinerade HRM med RGM för att skapa rollen Caring confrontation och OSM med IPM för att skapa Practical vision. En ledare ska däremot inte fokusera för mycket på individuella roller i CVF, att enbart fokusera på RGM kan vara ansträngande och förtryckande för en anställd. Bidrag: CVF prövas på nytt i en bransch där den till vår vetskap inte har tillämpats tidigare. En intressant implikation av denna studie är att fastighetsmäklarbranschens ledare kan göra en självutvärdering av sitt ledarskap för att avgöra hur deras ledarstil jämförs med resultatet i denna studie.  Förslag till vidare forskning: Resultatet indikerar att ledarna kombinerar HRM med RGM och OSM med IPM. Detta väcker frågan på vilket sätt detta sker. Framtida studier kan genomföra en fältstudie på ett fastighetsmäklarkontor för att få en bättre förståelse för hur ledarna kombinerar dessa kvadranter i den dagliga driften. Framtida studier kan även använda CVF för att undersöka vilken företagskultur som råder inom fastighetsmäklarbranschen. Vidare kan Quinn’s utvärderingsmetod användas både för självutvärdering och utvärdering av andra. Framtida studier kan baseras på att anställda i fastighetsmäklarbranschen utvärderar sina ledare. Nyckelord: Ledarskap, Fastighetsmäklare, Competing Values Framework, Paradoxalt ledarskap, Beteendemässig komplexitet. / Title: Managing Complexity - a Competing Values Framework Approach. A Study of Leadership Roles in the Swedish Real Estate Business. Level: Bachelor of Business Administration Authors: Artur ter Harkel, Alessandro Schillaci  Supervisor: Dr. Monika Wallmon Date: June 2022 Aim: The purpose of this study is to survey leadership in the Swedish real estate industry with the Competing Values Framework (CVF).  Method: This study has a quantitative and deductive approach. The survey was based on a cross-sectional study with closed questions. Non-probability sampling with voluntary participation was used to make the sample. CVF is the theoretical framework that has been used to study leadership and to identify leadership roles.  Results &amp; Conclusions: The results show that the Rational Goal Model (RGM) quadrant was most represented among the managers. Productivity and performance among employees is important, which is not surprising given the competition that prevails in the industry. Focusing on achievements and having clear goals becomes a logical consequence of a highly competitive market. Furthermore, the Human Relations Model (HRM) and Open System Model (OSM) quadrants were well represented among the managers. These managers understand the importance of managing their employees in a diplomatic, fair manner and seek innovative solutions. The Internal Process Model (IPM) quadrant was least represented among the managers. Predictable actions and conservative decision-making are not common in this line of business. Moreover, the average manager has understood the importance of combining quadrants to create new leadership roles. The HRM and RGM quadrants were combined to create the role Caring confrontation and the OSM and IPM quadrants were combined to create Practical vision. Accordingly, a manager should not have too much emphasis on individual quadrants of the CVF. For instance, too much emphasis on RGM can be exhausting and oppressing for an employee.  Contribution of thesis: To our knowledge, CVF is used in a line of business where it has not been applied before. An interesting implication of this study is that managers can make a self-assessment of their leadership to determine how their leadership style compares with the results of this study.  Suggestions for future research: The results indicate that managers combine HRM with RGM and OSM with IPM. This raises the question how this really is done by the managers. Future research may conduct a field study of a real estate office to gain a better understanding of how leaders combine these quadrants in day-to-day operations. Another interesting aspect to address is that CVF is a broad tool. Future research may investigate the corporate culture that prevails in the industry. Furthermore, Quinn’s self-assessment tool can be used for both self-assessment and the assessment of others. This study only focuses on self-assessment. Future studies could be based on employees evaluating their managers.  Keywords: Leadership, Real estate agents, Competing Values Framework, Paradoxical leadership, Behavioral complexity.

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.