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 & 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 & 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.

本研究旨在探討臺北市國民中學校長競值領導與組織氣氛關係之研究。研究目的包括：瞭解國民中學校長競值架構領導層面及學校組織氣氛之現況及關係；不同背景變項的國民中學教師，對校長競值架構領導層面知覺之差異以及對學校組織氣氛知覺之差異；根據研究結果提出建議，作為國民中學校長及未來研究者之參考。 為達成上述目的，本研究採用「問卷調查法」來進行研究，以臺北市公立國民中學教師為研究對象。本研究正式問卷調查，為求具代表性，依不同學校規模分別抽取「24班（含）以下」學校8所、「25-48班」及「49班（含）以上」學校12所，共32所學校。發出問卷700份，回收631份，回收率90.1％，無效問卷26份，有效問卷605份，有效回收率為86.4％。本研究使用工具「臺北市國民中學校長競值領導與組織氣氛關係之研究」問卷，除了受試者基本資料外，包含兩份量表，分別是「校長競值領導行為量表」與「中學組織氣氛描述問卷」。在資料的統計分析方面採用描述性統計、t 考驗、單因子變異數分析、多元逐步迴歸分析等方法。根據研究發現，歸納本研究結論如下： 本研究主要結論如下： 一、臺北市國民中學教師對校長競值領導行為之「注重競爭」感受最高，「涉及個人」感受最低。 二、臺北市國民中學教師對學校組織氣氛之「投入行為」、「支持行為」感受較佳，「受挫行為」、「指示行為」感受較差。 三、臺北市國民中學教師對「女性校長」在校長競值領導行為及學校組織氣氛上認同度較高。 四、臺北市國民中學教師感受到「51-55歲校長」在校長競值領導行為及學校組織氣氛上表現較佳。 五、臺北市國民中學教師感受到具博士教育背景之校長在組織氣氛的表現上，優於四十學分班及師範院校的校長。 六、臺北市國民中學教師對於組織氣氛的感受，男性教師對「受挫行為」高於女性教師；51歲以上教師對「支持行為」與「投入行為」感受最高、30歲以下教師對「指示行為」感受最高。 七、臺北市國民中學教師對於組織氣氛的感受，具碩博士學位教師「受挫行為」感受最高；服務21年以上教師「投入行為」感受最高、10年以下教師「指示行為」感受最高。 八、臺北市國民中學教師因為擔任職務之不同，兼任主任對「支持行為」感受最高；兼任組長「受挫行為」感受最高。 九、校長競值領導各層面對開放指數具有預測力，因此校長競值領導行為對學校組織氣氛產生顯著的正向直接影響。 關鍵詞：競值領導、組織氣氛 / This study aims to explore the relationship between principals' competing values leadership and organizational climate in junior high schools in Taipei city. The purposes of this study is to know the fact and relationship between principals' competing values leadership and organizational climate in junior high schools and the differences among junior high schools’ teacher with different background’s perceptions on principal’s competing values leadership and organizational climate in schools. According to the results of the study, we provide suggestions for principles of junior high schools and future studies. This study conducts a questionnaire survey using stratified sampling according to school size, and surveys on 700 teachers from 32 public junior high schools in Taipei (8 schools of 24 classes below, 12 schools of 25-48 classes, and 12 schools of 49 classes above). The response rates were 90.1％; the usable rates were 86.4％. The research instruments are “Principals’ CVF Managerial Behavior Instrument” and “Organizational Climate Description Questionnaire for Secondary Schools, OCDQ-RS.” The collected data were analyzed by using the descriptive statistic, t-test, one-way ANOVA, multiple stepwise regression analysis, and so on. According to the finding, the conclusions of this study are: 1. Junior high school teachers in Taipei were most aware of the “producing results” dimension of competing values leadership, and less aware of “relating to people” dimension of competing values leadership. 2. Junior high school teachers in Taipei were better aware of “engaged behavior” and “supportive behavior,” but less aware of “frustrated behavior” and “directive behavior.” 3. Taipei’s junior high school teachers’ identification with “female principals” competing values leadership and organizational climates in schools are higher. 4. Junior high school teachers in Taipei feel that the principals in their age of 51-55 perform better in principals’ competing values leadership and organizational climate in schools. 5. Junior high schools of principals with doctorial degree perform better than principals with degree of bachelor or degree of forty credits in organizational climates. 6.Among Taipei junior high school teachers’ perception of organizational climates, male teachers’ perception of “frustrated behavior” is higher than female teachers’; teaches with age above 51 were most aware of “supportive behavior” and “engaged behavior,” and teacher with age below 30 were most aware of “directive behavior.” 7.Teachers’ with master and doctoral degree were most aware of “frustrated behavior,” teachers’ serve more than 21 years were most aware of “engaged behavior,” and teachers’ serve less then 10 years were most aware of “directive behavior.” 8. Teacher’s perception of organizational climate are differ from their different positions. The teachers serve as directors were most aware of “supportive behavior”, the teachers serve as section chiefs are most aware of “frustrated behavior.” 9. The different dimensions of principal’s competing values leadership behavior could well predict openness index in junior high schools; therefore, the principals’ competing values leadership could positively affect organizational climate in schools. Key words: competing values leadership, organizational climate

Purpose: The aim of this thesis is to elaborate on if organisational culture has an impact on the intention to use a CRM system. Methodology: The data was collected by use of an online questionnaire, the questions used were created based on the literature review andmeasured according to a 5 point Likert-scale Conclusion: Organisational culture has no meaningful impact on intention touse CRM. This since each of the culture types produced results which were outside acceptable perimeters. Out of the three aspects of the technology acceptance model,attitude has the biggest impact on intention to use CRM. PEOU and PU were not within acceptable perimeters. Neither PU nor PEOU had a statistical significant impact on attitude, leaving attitude as a sole positive contributor to intentionto use CRM. K

Workplace incidents result in significant human and financial costs. Despite these costs, it is estimated that less than 1% of organisational research focuses on issues concerning occupational health and safety (Barling & Zacharatos, 2000; Reason, 1990). Safety research has begun however to focus increasing attention on understanding the role that the wider organisational context, and in particular the role that safety climate, plays in influencing safety (Barling, Kelloway, & Iverson, 2003; Clarke, 2006a; Cox & Cheyne, 2000; Parker, Axtell, & Turner, 2001; Zohar, 2000). Safety climate refers to safety related policies, procedures and practices that signal the concern for safety (Griffin & Neal, 2000). The aim of the current program of research was to further understanding of the structure, antecedents and cross-level effects of safety climate. Specifically, this research aimed to better understand how organisational factors, and more specifically culture, influence safety climate and safety incidents. This knowledge is important as it assists organisations to purposively engineer stronger climates for safety and in doing so assists them to reduce the number of workplace incidents and accidents. The current program of research consists of three field-based studies. An overview of each study is provided below: Overview Study 1 Study 1 aimed to identify the safety climate schema for a sample of individuals working within the rail industry and explore whether safety climate schemas differ across individuals with and without leadership responsibilities. A proportional number of upper managers (n = 6), supervisors (n = 7) and workers (n = 12) were purposively sampled and interviewed. Interview data was analysed using Leximancer – an advanced computer assisted data mining tool. Results identified 10 emergent themes underlying a safety climate schema – many of these themes aligned closely with common safety climate factors in the academic literature. Results also showed differences between the safety factors that were dominant in the safety climate schemas of upper managers, supervisors and workers: upper managers were more closely associated with themes relating to ‘culture,’ and ‘people’; supervisors were more closely associated with themes relating to ‘corporate values,’ ‘management practices,’ and ‘safety communication’; whereas workers were more closely associated with themes relating to ‘procedures,’ and ‘safety training’. Results are discussed in relation to safety climate theory and in relation to how managers can use this knowledge to better communicate to the specific safety needs of different sub-groups. Overview Study 2 Study 2 aimed to better understand how perceived cultural profiles are related to safety. The Competing Values Framework adopted in this study proposes that four cultural types exist in unison in any organisation. Depending on the demands that are placed on the organisation, each type will be more or less dominant and each organisation will have a specific ‘cultural profile’ reflecting the strengths of each type. A cross-section of individuals (N = 368) working in high risk industries were sampled to identify the relationship between perceived cultural profiles and (1) psychological safety climate and (2) individual safety incidents. Modal Profile Analysis (MPA) identified four commonly perceived cultural profiles across the sample. A one-way MANOVA indicated that individuals who perceived their organisation had a strong human relations profile, or a dual focused human relations-rational goal profile, reported higher safety climate perceptions and fewer safety incidents. Comparably, individuals who perceived their organisation had a strong internal process profile, or a dual focused internal process-rational goal profile, reported lower safety climate perceptions and more safety incidents. These findings are discussed in terms of their theoretical contribution to the safety climate literature, and in relation to the practical importance that culture plays in influencing safety. Overview Study 3 Study 3 aimed to better understand how the culture of an organisation influences safety, and to explore the levels of analysis that are involved in this relationship. Specifically, this study examined the role that an internal process culture played in influencing safety climate; and in turn the mediating role that two sources of safety climate – business-unit safety climate and perceived supervisory safety climate – played in explaining the relationship between culture and individual-level outcomes (incidents, satisfaction and turnover intentions). Results showed that business-unit culture was related to business-unit safety climate; and that business-unit safety climate and perceived supervisory safety climate mediated the relationship between business-unit culture and incidents, satisfaction and turnover intentions. This research adds to the safety climate literature by providing evidence for the multi-level nature of the relationship between culture, safety climate and outcomes.

This thesis presents health care organizations as heterogenic and highly complex in nature with particular normative structures underpinning their formal rational structures. It seeks to explore the evolution of organization structure as applied to a medical corporation in Qatar and to examine the nature of organizational culture and multi professional cohesiveness. In doing so it assesses a range of models on organizational design and change. The three hospitals that compose the corporation are investigated through triangulated interpretative qualitative and quantitative methodologies and the application of the Competing Values Framework. The comprehensive approach of the investigation resulted in a series of conclusions on the evolution of hospital organizational structures, the link between life cycle and structure, forms of organizing health services, characertistics of professional structures, the nature and success of change management strategies, coordination mechanisms, organizational and professional cultures, and health service, organizational and team effectiveness assessment. Findings demonstrated that autonomous and sometimes conflicting professions worked in harmony and cohesiveness as a consequence of shared core values and the human relations focus of health organizations. In examining organizational design it showed that coordination mechanisms were preferred to integration mechanisms with the former playing an important role in conflict resolution and human relations. Finally, findings indicated that when organizational design has shortcomings, the organization substitutes through other mechanisms.

The presented dissertation reports the findings of an exploratory study that mapped the perceptions of stakeholders on the changing nature of the organisational culture, in terms of the corporatisation of higher education, in a single faculty from a large Australian university. The study used a mixed-method, case study approach and it tested the usefulness of an organisational culture measuring instrument based on the Competing Values Framework (Quinn & McGrath, 1985; Quinn & Rohrbaugh, 1981, 1983). The presented work argues that the institution of higher education can be viewed as being rudimentarily comprised of having two symbiotic cultural parts - a collegial and a mercantile part and that these parts form the corporation that is an institution of higher education. The generated hypothesis is that when the values of these two competing cultures are in a particular configuration of influence with each other, a university has its best opportunity to effectively attend to its core functions. The research found that the relationship between the collegial and the mercantile parts in the study site's culture had shifted in favour of a mercantile culture and further research is needed to determine if that means the organisation is operating at an optimal effectiveness.

Exploration of Australian public sector executive leadership roles using the competing values framework, and analysis of skills corresponding to each of the four roles: vision setter, motivator, analyzer and task master. / PhD Doctorate

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Knowledge management is an organisational science field that is viewed by many as a panacea to the challenge of successfully managing knowledge intensive organisations. Knowledge management is marked by a clear departure from traditional management thinking that viewed the ideal organisation as a bureaucracy with a clear hierarchical structure. Much of this has been the natural result of advances in information technology making new ways of working possible, but frequently, flatter structures are advocated on the assumption that knowledge work is necessarily stifled in hierarchical structures. The thesis sets out to show that whilst this assumption might be true, it can also be ideological if based on a naive conception of hierarchy and organisation. This is done by describing various notions of hierarchy that go beyond the pure bureaucratic form. Thereafter it is demonstrated that these more nuanced notions of hierarchy lie at the core of some of the foundational knowledge management theories. The first chapter gives an overview of management thinking; connecting and contrasting scientific management with knowledge management. The case is made for why many assume that knowledge management is inherently anti-hierarchical. The second chapter describes the various notions of hierarchy by tracing the historical origins of the word and exploring how it has found multiple meanings in the context of society and organisations. Four prominent usage contexts of the notion of hierarchy emerge. The first usage is that of control where hierarchy refers to bureaucracies. The second usage examines the use of hierarchy in identifying various organisational cultures (Markets, Clans, Adhocracies and Hierarchies). The third usage applies to organisation sensemaking levels. The fourth usage refers to the use of hierarchy as it applies to organisations as the coupling of systems and subsystems. In the third chapter it is demonstrated to what extent each of these notions of hierarchy informs selected mainstream knowledge management theories. It is argued that there are multiple contexts in which the notion of hierarchy can be used and observed in knowledge management thinking. The fourth chapter concludes by restating the multiple meanings of organisational hierarchy and discussing the implications for knowledge management. The thesis comes to the conclusion that the notion of hierarchy is readily acknowledged and used in knowledge management thinking, albeit in different contexts and in more nuanced ways than merely as control. What is needed is to take these various contexts into account before a claim can be made that hierarchy is bad or good for knowledge management. A better conceptualisation of what is meant by hierarchy shows that such blanket claims are neither accurate nor instructive. / AFRIKAANSE OPSOMMING: Kennisbestuur is 'n veld in organisasiestudies wat deur baie mense gesien word as die oplossing vir die bestuursprobleem van kennis-intensiewe organisasies. Kennisbestuur word gekenmerk deur 'n duidelike afwyking van die tradisionele bestuursdenke wat die ideale organisasie sien as 'n burokrasie met 'n duidelik hierargiese struktuur. Hierdie afwyking is waarskynlik die natuurlike resultaat van voortuitgang in informasietegnologie wat nuwe maniere van werk moontlik maak, maar soms word platter strukture bepleit op die basis van die aanname dat kenniswerk in beginsel deur hierargiese strukture benadeel word. Die tesis probeer wys dat alhoewel so 'n aanname wel waar kan wees, dit ook ideologies kan wees, veral wanneer gebaseer op 'n naïewe verstaan van hierargie en organisering. Dit word gedoen deur verskeie vorme van hierargie, wat verfynings van die burokratiese vorm is, te beskryf en daarna te demonstreer hoedat hierdie meer genuanseerde konsepsies van hierargie baie van die hoofstroom kennisbestuursteorieë informeer. Die eerste hoofstuk gee 'n oorsig van bestuursdenke vanaf wetenskaplike bestuur tot kennisbestuur. 'n Argument word gevoer oor hoekom baie mense aanvaar dat kennisbestuur in wese anti-hierargies is. Die tweede hoofstuk beskryf die verskeie vorme van hierargie deur die geskiedkundige oorsprong van die woord na te spoor en te wys op die vele maniere waarop dit neerslag gevind het in die samelewing en spesifiek in organisasies. Vier prominente gebruikskontekste word geïdentifiseer. Die eerste verwys na hierargie as kontrole in burokrasieë. Die tweede ondersoek die uitbreiding van hieragie as 'n manier om verskillende organisatoriese kulture te identifiseer (Markte, Klans, Adhokrasieë en Hierargieë). Die derde gebruikskonteks het te make met vlakke van organisatoriese singewing. Die vierdie konteks verwys na die gebruik van hierargie in die koppeling van sisteme en hulle subsisteme soos dit in organisasie-denke neerslag vind. Die derde hoofstuk demonstreer tot watter mate elkeen van hierdie gebruikskontekste geselekteerde hoofstroom kennisbestuursteorieë onderlê. Daar word geargumenteer dat daar 'n veelvoud van kontekste is waarbinne hierargie in kennisbestuur gebruik en waargeneem kan word. Die vierde hoofstuk sluit af deur die verskeie betekenisse van hierargie op te som en die implikasies vir kennisbestuur uit te stippel. Die tesis kom tot die slotsom dat hierargie in kennisbestuur erken en gebruik word, alhoewel in verskeie kontekste en in meer genuanseerde vorme as eenvoudige burokratiese kontrole. Wat nodig is, is om hierdie verskeie kontekste in ag te neem voordat afdoende antwoorde gewaag kan word of hierargie goed of sleg is vir die bestuur van kennis. 'n Beter konseptualisering van wat met hierargie bedoel word wys dat afdoende antwoorde in die verband waarskynlik onakkuraat is.

Den militära kulturen definieras i hög grad av en stark hierarki och behov av kontroll. Dessa är ideal och värderingar som konkurrerar med innovationsbenägenhet. Tänkande i nya banor begränsas ofta av en uppsättning vedertagna övertygelser som strikt upprätthålls. Metoder och tillvägagångsätt riskerar att bli förutsägbara när organisationer inte är innovativa och anpassar sig efter förändrade förutsättningar. Denna studie syftar till att skapa förståelse för antaganden och värderingar som begränsar utveckling och tänkande i nya banor. Studien använder en historisk tillbakablick, observationer av den svenska Försvarsmaktens (FM) kommunikation och gruppdiskussioner för att spåra antaganden och värderingar som påverkar innovationsbenägenhet. Studiens resultat visar att kontroll och stabilitet är viktiga drivkrafter inom FMs kultur. Det finns en kultur som innebär att erfarenhet ges högt förtroende samt en obenägenhet att ta risker, vilket hämmar kritisk tänkande och utvecklande av nya beteenden. Det finns även en differens mellan antagna värderingar i styrande dokument och rådande grundläggande antaganden.