Changing Organizational Cultures’ Impact on Organizational Climate

Juris Iljins

Abstract


Abstract

Purpose. The purpose of this paper is to determine the main factors of organizational culture and to investigate the impact of the distinguished factors on organizational climate. The research is based on assumption that organizational culture’s influence on organizational climate can be explored to improve forthecoming change process.

Methodology. The research design is based on Yin (1994) methodology and consist of two main stages: data analysis and validation for case study and case study according to Yin methodology (four steps: design the case, cuduct the case, analyse the case evidence and develop conclusions) In the first stage an expert evaluation method was used to investigate the significance of organizational culture’s factors for organizational climate. The following factors were explored:  reward system, open communication/cohesion, job satisfaction, trust in supervisor, performance orientation, stability, creating change, customer focus, organizational learning, knowledge creation, customers’ perception of service quality, customer service orientation, acceptance of IT and innovation, empowerment, team orientation, capability development, employees’ participation in decision-making process, job autonomy, strategic direction and intent, goals, objectives and vision, core values, agreement, coordination/integration. To find out the most critical determinants having impact on organizational climate creation a sample of 10 experts was used for the survey. To affirm the results triangulation method was applied. To verify the results mathematical calculations and case study were applied. Within the research most significant factors were determined. Second stage: case study according to Yin methodology. For assortment of the research results a case study in Latvian based medium sized company which recently had experienced reconstruction and changes due to market shifts was done. . Obtained results verified, that factors distinguished were the most important in change process. After analysis of the case results, the authors came up with list of recommendations for companies who plan or implement changes.

Results. As the result of the research the list of practical recommendations for companies were developed. Authors have ranked factors of organization culture what influence change. Research confirmed  that stability, job satisfaction, team orientation, empowerment, core values, agreement, performance orientation, job autonomy and trust in supervisor are the factors having the most vital effect on organizational culture.

The theoretical contribution. The present study provides the theoretical model of organizational culture. Within this model  the relationships between change agent, organizational culture and organizational climate are discussed.

Practical implications. Case study done within the research confirmed practical value of the research results. The present study provides useful information on the factors of organizational culture influencing an organizational climate what can be applied to companies in various fields for ensuring success of change.

Keywords: Change agent, organizational culture, organizational climate.

Paper type: Research paper.

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