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The Rankings Of Involvement And Consistency In Line With Academic Research Ethics

Table 1:

Model Dimensions Sub-dimensions
Hofstede (1998) Authority distance
Ambiguity prevention
Individuality vs. collectivism
Masculinity vs. femininity
Time placement
Deal & Kennedy (2000) -Work-tough, play-tough culture -Urgency in doing obligations, group work, stress on job fascination, low risk activities, quick reaction to situation
-Hard –guy masculine culture -High risk activities, quick reaction to situation, stress on supporting the member’s abilities
-Procedure culture -Well-organized official procedure, low risk activities, gentle
-Bet-the-business culture reaction to situation, stress on task’s information
- values -stress on methodological abilities, high risk activities, gentle reaction
Basic underlying assumptions
Handy (1991) -Power culture
-Role culture -Extreme loyalty to authorities in organizations, actions based on rules
-Task culture -Emphasis on Bureaucratic structure, clear definition of
-Person culture tasks
Maguire (2003) -People and empowerment focused -Emphasis on functional standards, Hard efforts to reach goals
-Values creation through innovation and change -Protecting professionals and specialists
-Attention to the basics
-Hands-on management
-Doing the right thing
-Freedom to grow and to fail
-Commitment and personal responsibility
-Emphasis on the future
Denison (1990) Mission
O’Reilly, Chatman and Caldwell (1991) -Organizational Cultural Profile (OCP)
Rosauer(2014) The worker, The work, The customer
Johnson (1988) -The paradigm Strategic Direction and Intent, Goals and Vision
-Control system Creating change, customer Focus and Organizational Learning
-Organizational structure Empowerment, Team Orientation and Capability Development
-Power structures Core Values, Agreement, Coordination/Integration
-Symbols Innovation, Supportiveness, Stability, Respect for people, Outcome orientation, Attention to detail, Team orientation, and Aggressiveness.
-Rituals and routines
-Stories and myths
Stanley &Lawrence’(1978) -Self-in-organization schemata
-Person-in-organization schemata
-Organization schemata
-Object/concept-in-organization schemata
-Event-in-organization schemata
Cook &Rousseeau (1988) -Constructive cultures
-Passive/defensive cultures
-Aggressive/defensive cultures Achievement, self-actualizing, humanistic-encouraging, affiliative
Grant (2013) -Giver culture Approval, conventional, dependent, avoidance
-Taker culture Oppositional, Power, competitive, perfectionistic
-Matcher culture
Cameron & Quinn (2006) -Clan culture
-Adhocracy culture
-Market culture Internal focus and flexible
-Hierarchy culture External focus and flexible
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