Organizational culture analysis: a case study of Thanh Tan joint stock company
PDF (Vietnamese)

Keywords

Application of Denison Organisational Culture Survey
Organizational culture
Thanh Tan Ứng dụng mô hình Denison
văn hóa doanh nghiệp
Thanh Tân

Abstract

With the aim of providing a reliable method to evaluate and promote organizational culture, this paper adopts Denison Organisational Culture Survey (1990) and applies  Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), descriptive statistics to examine the case of Thanh Tan Joint Stock Company. The paper presents a statistical validation of the sixty-item, twelve-index organizational culture survey developed to measure the key constructs in the model, using responses from 200 individuals at Thanh Tan Joint Stock Company. The model is based on four cultural traits of organizations: Involvement, consistency, adaptability, and mission. Each of these four traits is measured by three five-item indexes. In order to identify introverted or extroverted, flexible or stable organizational culture, firms should compare pairs of features along the horizontal and vertical lines of the Denison model. The paper concludes with a discussion of the potential application of the model and method as an approach for diagnosing organizational cultures.

https://doi.org/10.26459/hueunijed.v130i5A.6046
PDF (Vietnamese)

References

  1. Cameron, K.S., Quinn.R.E., (1999), Diagnosing and changing Organizational Culture, New York: Addison-Wesley.
  2. Chen, Y.S., (2011), Green organizational identity: sources and consequence, Department of Business Administration, National Taipei University, Taipei, Taiwan.
  3. Denison, D.R., (1990), Corporate culture and organizational effectiveness, New York: John Wiley.
  4. Denison, D.R; Neale, W.S., (2000), Denison organizational culture survey, Facilitator guide, published by Denison consulting LLC.
  5. Hofstede, G., Hofstede, G.J. and Minkov, M., (1991), Cultures and organizations: Software of the mind (2nd Ed.), London: McGraw-Hill.
  6. Jaques, E., Dr., (1951), The changing culture of a factory, Tavistock Institute of Human Relations. (London): Tavistock Publications.
  7. Mullins, L. J., (2007), Management and Organisational Behaviour (8th ed.), Essex: Pearson Education.
  8. Muscalu, E., (2014), Organizational Culture Change in the Organisation, Management and Economics, 4(76), 392–396.
  9. Quinn, R.E., McGrath, M.R., (1984), The transformation of organizational culture: A competing values, Paper presented at the Conference of Organizational Culture and Meaning of Life in the Workplace, Vancouver.
  10. Recardo, R., & Jolly, J, (1997), Organizational Culture and Teams, SAM Advanced Management Journal, 62, 4–7.
  11. Schein, E. H., (2010), Organizational culture and leadership. San Francisco: Jossey-Bass.
  12. Seth J. Schwartz, Byron L. Zamboanga, Liliana Rodriguez & Sherry C. Wang, (2007), The Structure of Cultural Identity in an Ethnically Diverse Sample of Emerging Adults, Basic and Applied Social Psychology, 29(2), 159–173, DOI: 10.1080/01973530701332229.
  13. Tharp, M.B., (April 2009), Four Organizational Culture Types, Haworth.
  14. Wilkins, A.L. and Ouchi, W.G., (1983), Effcient cultures: Exploring the relationship between culture and organizational performance, Admin. Sci. Quart, (28), 468–481.
Creative Commons License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

Copyright (c) 2021 Array