Small-sized enterprises management in the aspect of organizational culture

Dorota Klimecka-Tatar, Marta Niciejewska

Resumo


This paper presents the results of research based the questionnaire by Cammeron and Quinn. The research was carried out among employees of small-sized enterprises with various business profiles. The elements that make up the profile of the organizational culture in the company (management style, strategic plans, atmosphere, remuneration system, bonding mechanisms, leadership and basic assumptions in the company) were evaluated. The analysis lead to the comparision between expected state with the current state. The result of the current state is characterized by the dominant profile of organizational culture in the company, while the result of the expected state provides information on the preferences and expectations of employees in relation to the dominant profile of organizational culture desired in the company. It was faund that the present state in the small-sized manufacturing, service, trade and mixed enterprises is characterized with profile of market culture with elements of hierarchy organizational culture, while the expected state is characterized with profile of clan culture with elements of adhocracy, market and hierarchy organizational culture.

Palavras-chave


organizational culture, small-sized enterprises, SME, safety management

Texto completo:

PDF (English)

Referências


Abdullah, O., Khalizani, K., Fatima Mohsen, A., &. (2019). Exploring the role of safety culture factors towards safety behaviour in small-medium enterprise. International Journal of Entrepreneurship, 23(3), 1–11.

Aniszewska, G. (2004). Rola kultury organizacyjnej w zarządzaniu. Przegląd Organizacji. (1).

Balaji, M. S., Jiang, Y., Singh, G., & Jha, S. (2020). Letting go or getting back: How organization culture shapes frontline employee response to customer incivility. Journal of Business Research, 111, 1–11. https://doi.org/10.1016/j.jbusres.2020.02.007

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework: John Wiley & Sons.

Cameron, K. S., Quinn, R. E., Degraff, J., & Thakor, A. V. (2014). Competing Values Leadership: Second Edition: New Horizons in Management series: Edward Elgar Publishing.

Chan, A. (1997). Corporate culture of a clan organization. Management Decision, 35(2), 94–99. https://doi.org/10.1108/00251749710160232

Chatman, J. A., & O’Reilly, C. A. (2016). Paradigm lost: Reinvigorating the study of organizational culture. Research in Organizational Behavior, 36, 199–224. https://doi.org/10.1016/j.riob.2016.11.004

Criado-García, F., Calvo-Mora, A., & Martelo-Landroguez, S. (2019). Knowledge management issues in the EFQM excellence model framework. International Journal of Quality & Reliability Management, 37(5), 781–800. https://doi.org/10.1108/IJQRM-11-2018-0317

Frăticiu, L., Mihăescu, D., & Andănuţ, M. (2015). Culture-Civilization-Organizational Culture and Managerial Performance. Procedia Economics and Finance, 27, 69–72. https://doi.org/10.1016/S2212-5671(15)00973-9

Geertz, C. (1973). The Interpretation of Culture. Basic Book.: NEW YORK. New York: Inc., Publishers.

Handy, C. B. (1987). Understanding organizations - Harmondsworth, Middlesex. England, London: Penguin Books Ltd.

Isensee, C., Teuteberg, F., Griese, K.‑M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944. https://doi.org/10.1016/j.jclepro.2020.122944

Kapusta, M., Sukiennik, M., & Bąk, P. (2018). Effectiveness of Occupational Health and Safety Rules in Shaping Organizational Culture. Inżynieria Mineralna, 19(1), 245–254.

Klimecka-Tatar, D., & Ingaldi, M. (2020). How to indicate the areas for improvement in service process - the Knowledge Management and Value Stream Mapping as the crucial elements of the business approach. Revista Gestão & Tecnologia, 20(2), 52–74. https://doi.org/10.20397/2177-6652/2020.v20i2.1878

Knein, E., Greven, A., Bendig, D., & Brettel, M. (2020). Culture and cross-functional coopetition: The interplay of organizational and national culture. Journal of International Management, 26(2), 100731. https://doi.org/10.1016/j.intman.2019.100731

Matuszny, M. (2020). Building decision trees based on production knowledge as support in decision-making process. Production Engineering Archives, 26(2), 36–40. https://doi.org/10.30657/pea.2020.26.08

Nazarian, A., Atkinson, P., & Foroudi, P. (2017). Influence of national culture and balanced organizational culture on the hotel industry’s performance. International Journal of Hospitality Management, 63, 22–32. https://doi.org/10.1016/j.ijhm.2017.01.003

Niciejewska, M., & Ślęzak-Jasik, J. (2015). Znaczenie kultury organizacyjnej w przedsiębiorstwie usługowym: Budujmy wspólnie kulturę bezpieczeństwa, (ed.) W. Babicz, K. Zadros,. Częstochowa: WZPCZ.

Niciejewska, M., & Zyska, A. (2015). Kultura organizacyjna w publicznym i niepublicznym zakładzie opieki zdrowotnej - analiza porównawcza: Budujmy wspólnie kulturę bezpieczeństwa, (ed.) W. Babicz, K. ZAdros,. Częstochowa: WZPCZ.

Nováková, R., Šujanová, J., & Nováková, N. (2019). Improving Quality Management - the Way Toward Economic Prosperity and Quality of Life. Production Engineering Archives, 24(24), 10–13. https://doi.org/10.30657/pea.2019.24.03

Paliszkiewicz, J., Svanadze, S., & Jikia, M. (2017). The role of knowledge management processes on organizational culture. Online Journal of Applied Knowledge Management, 5(2), 29–44. https://doi.org/10.36965/OJAKM.2017.5(2)29-44

Schein, E. H. (2016). Organizational Culture and Leadership: John Wiley & Sons Inc.

Schein, E. H. (2018). Corporate Culture: What It Is and How to Change It: Lightning Source Inc.

Schein, E. H. (2019). Corporate Culture Survival Guide: John Wiley & Sons Inc.

Serrat, O. A Primer on Organizational Culture, 355–358. https://doi.org/10.1007/978-981-10-0983-9_40

Silla, I., Navajas, J., & Koves, G. K. (2017). Organizational culture and a safety-conscious work environment: The mediating role of employee communication satisfaction. Journal of Safety Research, 61, 121–127. https://doi.org/10.1016/j.jsr.2017.02.005

Stachová, K., Stacho, Z., Papulová, Z., & Jemala, M. (2019). An effective selection process is the key to quality job positions occupation conditional for long-term competitiveness. Production Engineering Archives, 24, 5–9.

https://doi.org/10.30657/pea.2019.24.02

Tseng, S.‐M. (2010). The effects of hierarchical culture on knowledge management processes. Management Research Review, 33(8), 827–839. https://doi.org/10.1108/01409171011065635

Zaloga, V., Dyadyura, K., Rybalka, I., Pandova, I., & Zaborowski, T. (2020). Enhancing Efficiency by Implementation of Integrated Management System in Order to Align Organisational Culture and Daily Practice. Management Systems in Production Engineering, 28(4), 304–311. https://doi.org/10.2478/mspe-2020-0043




DOI: https://doi.org/10.20397/2177-6652/2021.v21i1.2023

Métricas do artigo

Carregando Métricas ...

Metrics powered by PLOS ALM

Apontamentos

  • Não há apontamentos.


Bookmark and Share


Direitos autorais 2021 Revista Gestão & Tecnologia

Licença Creative Commons
Esta obra está licenciada sob uma licença Creative Commons Atribuição - NãoComercial 4.0 Internacional.