The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.
This paper presents a study to measure the effects of culture and strategic orientation on service innovation capabilities on selected banks in province of Alborz, Iran. The survey uses a questionnaire consists of 40 questions where 5 questions are associated with service innovation, 11 questions are related to strategic orientation and 24 questions measures organizational culture. Cronbach alpha for service innovation capabilities, strategic orientation and organizational culture were 0.73, 0.84 and 0.91, respectively. Using structural equation modeling as well as regression technique, the study has determined that organizational culture influences positively on structural orientation (B = 0.6, t-value = 13.56), organizational culture influences positively on service innovation capability (B = 0.43, t-value = 8.73) and finally structural orientation influences positively on service innovation capability (B = 0.35, t-value = 7.22).
This study aims to study the relationship between organizational culture and organizational success in order to offer solutions for improving the performance and increasing the efficiency level of staffs. The statistical community of this research includes 1518 employees in organizations of Khorasan Razavi province. Sample volume is calculated through Morgan’s formula. Stratified sampling is the selected sampling method of this research. The results shows that organizational culture affected the organizational success and increasing of organizational culture could lead to more organizational success. Also it could be applied in components of organizational culture. According to results, there is no significant relationship between stability and integrity culture and organizational success and between adaptability culture and organizational success in Welfare organization. Moreover, analysis indicates that participative culture had more effect on organizational success in comparison with other criteria and one unit change of participative culture leads to 0.365 of unit change in organizational culture. Finally, the study indicated that although mission culture had significant relationship with organizational success solely, but it had negligible role in organizational success in comparison with other components of organizational culture.
This paper presents an empirical investigation to study the effects of organizational culture on individual’s innovation. The study designs a questionnaire consists of 30 questions in Likert scale, which has 4 main categories and 16 sub-categories. The main hypothesis of the survey investigates whether or there is a positive relationship between organizational culture and individual’s innovation. Using Spearman correlation ratio as well as stepwise regression technique, the study has confirmed a positive and meaningful relationship between organizational culture and individual’s innovation. In addition, there are positive and meaningful relationship between individual’s innovation and knowledge sharing, top management support, supporting mechanism and management’s accepting criticism.
Studying the behavior of members of a firm is considered as the primary step in understanding the organization & apos; s culture. In fact, it is always essential to study organizations’ culture when a new action is about to occur. In fact, by leveraging culture, it is becoming easier to accomplish other tasks within organizations. This paper presents an empirical investigation to determine important factors influencing organizational culture in food industry. The proposed study has adapted a questionnaire based on Denison organizational culture dimensions and distributed it among different groups of employees who worked for one of Iranian food maker in city of Zahedan, Iran. Cronbach alphas for job involvement, consistency, compatibility and mission are 0.786, 0.779, 0.707 and 0.908, respectively. The results indicate that dimensions of job involvement (3.31) and organizational compatibility (3.16) are in better position compared with dimensions of consistency (3.14) and mission (3.11). The study does not find any significance difference between in internal-external focus. In other words, the organization has paid sufficient attention to internal as well as external affairs.
This paper presents an empirical investigation to study the effects of organizational culture and information technology on knowledge sharing in national foundation of computer games (NFCG) located in city of Tehran, Iran. The proposed study designs a questionnaire in Likert scale, distributes it among 55 selected people who work for NFCG, which consists of three categories of organizational culture, information technology and knowledge sharing and Cronbach alphas are calculated as 0.869, 0.707 and 0.773, respectively. Using ANOVA test, the study has determined a positive and meaningful relationship between organizational cultures and knowledge sharing. However, the study has not determined any positive and meaningful relationship between information technology and knowledge sharing. Furthermore, while the results of the study have not indicated any meaningful relationships between trust, employee communication on one side and knowledge sharing on the other side, there were positive and meaningful relationships between reward system and organizational structure on one side and knowledge sharing on the other side.
This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM) showed that Transformational and Transactional leadership styles could positively influence on organizational culture. Laissez-fair leadership has a negative effect on organizational culture. In conclusion, transformational leadership style was recommended to balance all four traits of Denison’s organizational culture.
This study tries to examine the roles of information technology (IT) and organizational culture in selecting an organization’s strategy using statistical methods. It is an applied and descriptive-perceptual approach. The study chooses a sample of 171 employees of Grand Tehran Municipality to examine different hypotheses of the survey. Using Pearson correlation test as well as regression analysis, the study concludes that there were some meaningful relationships between IT and selection of an organizational strategy and organizational culture, choice and significance of such strategy. Moreover, the study detected that IT and organizational culture could positively and considerably influence on such a strategy.
This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991) [Denison, D. R., & Spreitzer, G. M. (1991). Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1), 1-21.]. The study is accomplished among selected full time employees who work for an Iranian bank named Bank Saderat Iran. Using Pearson correlation test as well as linear regression methods, the study has determined that there were some positive and meaningful relationship between all components of organizational commitment and organizational culture.
This paper studies the impacts of four components of organizational culture on brand promise in one of Iranian producer of detergent and sanitary products. The proposed study uses two questionnaires, one for measuring the effects of organizational culture and the other for brand promise in Likert scale. Cronbach alphas for organizational culture and brand promise are calculated as 0.83 and 0.91, respectively. The study has been implemented among 211 regular customers of producer of detergent and sanitary products. Using Spearman correlation ratio as well as stepwise regression analysis, the study has detected that three components of organizational culture including tribal culture, entrepreneurial culture, and market culture influence positively on brand promise and bureaucratic culture influences negatively on brand promise.