The increased competition in the business environment requires organizations to be innovative and dynamic in order to survive. Entrepreneurial behaviour holds the enabling forces for such innovative and dynamic behaviour and could also become a strategic advantage for an organization. The purpose of this research is to investigate the influence of organizational culture on entrepreneurial capital of employees. A quantitative research methodology was followed to collect the research data. The organizational culture of 185 respondent’s organizations was measured with the organizational culture assessment instrument and was classified according to the competing values model. The entrepreneurial intent, a proxy for entrepreneurial capital, of these respondents was measured with the theory of a planned behavior instrument. Sequential multiple regression analysis was used to analyse the relationship between entrepreneurial intent and organizational culture. The results confirm that an organization’s culture indirectly influences entrepreneurial capital through the antecedent of planned behaviour. This research contributes to explaining why certain organizations are more entrepreneurial than others. / Dissertation (MBA)--University of Pretoria, 2014 / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Despite modest increases in the appointment of women in top management levels over the past 10 years, the proportion still remains low at 20% in 2012 (Department of Labour Republic of South Africa, 2013). Even with substantial evidence showing a positive correlation between gender diversity and business performance, women are still underrepresented at senior management, executive management and board levels. The purpose of this research was to identify the key organisational culture factors which are influencing gender diversity levels in companies, particularly in senior and top management levels. Through quantitative descriptive research methodology, the research aimed to identify which of these factors are promoting and inhibiting increased gender diversity levels in companies. The data were collected from women and men working in South African organisations by means of a questionnaire. The questionnaire was completed by 69 respondents. This research study determined that organisational culture factors promoting increased gender diversity in organisations with higher gender diversity levels are different to factors inhibiting increased gender diversity in organisations with low gender diversity levels. The research brought insight into which organisational culture factors can be used as enablers to create an organisational culture which is conducive for increasing gender diversity / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

The influence of corporate culture on the strategies used by firms to meet the environmental sustainability challenge has been explored in this dissertation. This was investigated through web-based questionnaires that were administered to employees in companies who would have knowledge of both their employer‟s corporate culture and corporate sustainability practices.To determine this, the respondents were requested to rate both the corporate strategies undertaken to meet the environmental challenge, as well as the corporate culture where they work. The corporate strategies were evaluated using a bespoke instrument which was constructed from various strategy instruments found in the literature. The corporate culture was evaluated using a well-known organisational culture instrument available in the literature. Potential contextual variables pertaining to the perceptions of the respondents, as well as to the business and industry sector characteristics, were evaluated as well.The findings indicated that the contextual variables had little or no effect on either the corporate culture or the corporate strategies undertaken by the firm, and that a strong comprehensive culture correlated strongly with positive corporate strategies. Corporate cultures that emphasise social coordination (or organic culture forms) exhibited stronger correlations with positive corporate strategies than those which emphasise formal control methods (or mechanistic forms). The focus of the firm, whether on internal dynamics or the external environment, did not show a significant effect on the corporate strategies that were undertaken by the firm.A sustainability culture was synthesised from the findings of the research, which concludes with recommendations regarding further research into this topic. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (Ed. D.)--Boston University, 1988. Dept. of Administration, Training, and Policy Studies / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / 2031-01-01

Researchers suggest that value congruence in superior-subordinate dyads results in positive outcomes for an organization (Kemelgor, 1980; Meglino, Ravlin, & Adkins, 1989; 1990; Parkington & Schneider, 1979; Senger, 1971; Weeks, Chonko, Kahle, 1989). Further, evidence is presented which suggests that commitment at the organizational level is achieved, in part, through value congruence at the individual level of analysis. Analysis at the individual level reflects the effect of shared values on interpersonal relations. Work value congruence in a dyad enhances the development of a high quality dyadic relationship. The subordinate in such a relationship perceives being allowed more participation in decision making, more positive work experiences, and less role stress (Turban & Jones, 1988). These items have been found to be predictor variables of commitment from Steer's (1977) framework of antecedents. In this study, a research model was proposed which suggests that work value congruence in the subordinate-superior dyad leads to organizational commitment through its effect on subordinate perceptions of role stress characteristics, participation, and work experiences. The model integrates the organizational aspects of the Steer's (1977) framework for organizational commitment with the interpersonal effect of work value congruence. A field study design using a sample of 96 subordinate-superior dyads at a large Midwestern manufacturing corporation was used for the study. The influence of dyadic work value congruence on organizational commitment as mediated by subordinate perceptions of role stress, participation, and initiation structure/consideration were tested using hierarchical regression. The results of the study indicate that value congruence has a direct influence on OC rather than being mediated by perceptions of role stress characteristics, participation in decision making, and work experiences as predicted in the proposed model. Role stress characteristics and participation in decision making were also found to directly influence levels of OC, however, support was not found for the positive influence of work experiences.

Poor capacity, poor quality, low productivity and low profit margins continue to characterize the majority of South African construction firms. These shortcomings are attributable to poor cultural practices that are often associated with construction firms. In an effort to devise strategies intended to improve the performance of South African construction firms, this research report investigates the relationship that exists between the corporate culture and performance of South African construction firms. An in depth literature review that identified the key corporate culture dimensions that are critical for the success of construction firms was undertaken. Literature advocating for the existence of a positive relationship between corporate culture and business performance was also explored. To ascertain the level of importance attached to the various corporate culture dimensions by South African construction firms, a survey was undertaken amongst senior employees of different sized construction firms in the Gauteng region. The survey revealed that the respondents from the different sized firms were largely similar in their level of appreciation of the various corporate culture dimensions. The study found that there is generally a positive relationship that exists between the corporate culture and performance of South African construction firms. The degree or intensity of the relationship is largely dependent on the size of the organization. Small and medium sized construction firms demonstrated greater appreciation of the positive relationship between corporate culture and business performance. To improve the performance of South African construction firms, the study recommends that research and development, innovation, benchmarking and customer orientation be prioritized. The study further recommends for the development and adoption of effective human resources retention strategies, this should be coupled with appropriate mentoring and career development programmes

This study explore the existence of a possible relationship between participation in corporate rituals and the employee commitment to the company. This case study examines the “Banco de Crédito del Perú (BCP)”. Questionnaires where designed using Microsoft Forms. A convenience sampling of 379 employees participated in this study. As revealed in the findings, there is no relationship between the employee commitment and the number of rituals in which he participates. Millennial collaborators mostly participate in only 1 to 2 rituals within the company with 27% and 31% respectively; being the Halloween contest the ritual that has the highest ratio of millennials who do not participate.

Magister Artium - MA / Organisational culture has been one of the most studied and theorised concepts in organisational development. New ways of working, globalisation, increased competition and change in technology have created a greater need for strategic innovation and co-ordination and integration across units (Schein, 1992). Culture is the single most important factor for success or failure and has the greatest potential to effect organisational improvements or hold it back (Deal & Kennedy, 1982; Fowler, 2002). Research suggests that organisational culture, its assessment and management is increasingly viewed as a necessary part of healthcare improvements (Scott, Mannion, Davies & Marshall, 2003). In the health care environment, organisational culture has been associated with several elements of organisational experience and initiatives that contribute to quality, such as nursing care, job satisfaction and patient safety (Boan & Funderburk, 2003). In order to implement strategic initiatives or performance improvement interventions, it is important that an organisation understands the current status of its organisational culture. The best way to gain understanding of the culture is by assessing it (Davidson, 2004).  he aim of the research was to assess the organisational culture of a private hospital in the Western Cape. For the purpose of this study a quantitative methodology adopted used utilising purposive sampling. The sample (n = 221) was inclusive of males and females and comprised of permanent and contract employees extending across the following departments: Human Resources, Patient Administration, Pharmacy, Technical, Support Services and Nursing. The nursing department was the largest representative group of the sample. The sample also included of medi-staff, management and an additional small hospital that reports to the management team. The Denison Organisational Culture Survey was used to gather data for the study. The Survey measures four culture traits, namely, involvement, consistency, adaptability and mission. Descriptive and inferential statistics were used to analyse the data. Results indicated that employees perceived involvement, consistency, adaptability and mission positively. Furthermore, there were no significant differences found for consistency and sense of mission by employees in different departments. There were several limitations of the study. Amongst others, the results cannot be generalised to the broader population of all private hospitals as the findings are unique to the particular organisation. Secondly, the Denison Organisational Culture Survey has only been validated in a financial organisation in South Africa. A recommendation for further research would be to utilise quantitative as well as qualitative methodology to add to the existing body of knowledge. / South Africa

No description available.

The purpose of this study is to determine (1) whether current conceptual frames for understanding organization culture are adequate. This question is approached first by reviewing and categorizing organization culture literature. A case study of the Office of Technology Assessment (OTA) is presented so as to provide a detailed empirical picture of an actual organization culture. This study revealed three separate arenas of culture at OTA: an overt, or official culture; a covert, or unacknowledged culture testified to by a majority of OTA staff; and an area between these two that can be termed ambivalent or marginal. The overt culture was composed of the objective "company line" values and was characterized as "technoscience" culture, while the covert culture, characterized as reflexive science culture, was made up of deeper level motives or attitudes held implicitly at the personal level and that derive from the dynamics of the longer term developmental life cycle of individual OTA professional staff. The ambivalent arena contained both of these elements and constituted a kind of quasi-conscious awareness that both the other arenas of culture exist. The majority of OTA staff testified to the covert culture, indicating that a reflexive science approach was the one that actually energizes their research practice, rather than the traditional technoscience approach espoused officially by analytical research organizations such as and including OTA. The covert culture seems to be a major factor in OTA's success as a research organization in that it facilitates the meshing of the staff's personal development cycle with the agency's mission. / Ph. D.