Loading...
Please wait, while we are loading the content...
Similar Documents
Diagnosing the Organizational Culture of Higher Education Libraries in the United Arab Emirates Using the Competing Values Framework
| Content Provider | Semantic Scholar |
|---|---|
| Author | Chidambaranathan, Kumaresan Regha, V. Sakthi |
| Copyright Year | 2016 |
| Abstract | INTRODUCTIONCulture can be considered as the pattern of norms, values, beliefs and attitudes that influence behavior within an organization (Schein, 1985). Organizational culture stems from an enduring set of values, beliefs, attitudes and assumptions that characterize organizations and its employees. Ravasi and Schultz (2006) defined organizational culture as "a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for different situations" (p. 435). They also further stated that, although an organization may have a unique culture of its own, sub-cultures that are different and conflicting may exist within a large organization.These values and attitudes affect organizational effectiveness, and have a strong influence on the decision-making process in an organization. This study identifies the current culture types in higher education libraries in the United Arab Emirates (UAE) and the "preferred" culture of the employees in these libraries. Hence, its results can help library managers to understand the cultural profile of their library and the country. It can also help to identify what and how sustainable business practices can be implemented in libraries with particular culture profiles.Higher education in the UAE is driven by public and private universities established by both the government of the UAE and foreign universities through their branch campuses. UAE is one of those countries in the Middle East where a large population of expatriates from around the world live and work. Changes in organizational culture affect organizational effectiveness. With large numbers of expatriates in the higher education libraries, cultural transformation takes place when people leave or take up jobs, which in turn affects organizational effectiveness. Understanding the relationship between culture, employee attitudes, and behaviors is crucial to maintaining and improving organizational effectiveness. If the findings reveal that organizational effectiveness varies in specific aspects between organizational cultures, then library directors and administrators can strengthen these aspects or take strategic decisions to change to the desired culture type. Hence, this study was undertaken to understand the prevailing culture and the preferred culture types in higher education libraries in the UAE.The Competing Values FrameworkThe Competing Values Framework (CVF) was developed by Robert E. Quinn and John Rohrbaugh in1983 for assessing organizational culture. It has been quite popular among researchers for diagnosing and understanding a broad range of organizational phenomena. Cameron and Quinn (2006) proposed two major dimensions that categorize organizational culture into four clusters. According to them, "One of the dimensions differentiates effectiveness criteria that emphasize flexibility, discretion and dynamism from stability, order and control and the second dimension differentiates the effectiveness criteria that lays emphasis on an internal orientation, integration and unity from criteria that emphasize an external orientation, differentiation and rivalry" (Cameron & Quinn, 2011, p. 130). Accordingly, these two dimensions together form four quadrants, each representing a distinct set of organizational effectiveness indicators. These indicators represent what people value about the organization's performance, and define what is seen as good and relevant. In other words, these four clusters of criteria define the core values on which judgments about organizations can be made (Cameron & Quinn, 2011).The upper left quadrant (see Figure 1) distinguishes values that emphasize internal focus, while the lower right quadrant distinguishes values that emphasize external, control focus. Similarly, the upper right quadrant identifies values that emphasize an external, organic focus and the lower left quadrant emphasizes internal, control values. … |
| Starting Page | 99 |
| Ending Page | 99 |
| Page Count | 1 |
| File Format | PDF HTM / HTML |
| Volume Number | 26 |
| Alternate Webpage(s) | https://cpb-us-e1.wpmucdn.com/blogs.ntu.edu.sg/dist/8/644/files/2017/05/LIBRESv26i2p99-112.ChidambaranathanSakthiRegha.2016-1zlti2e.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
