Annotated Bibliography Organizational Culture Roland

Annotated Bibliography
Organizational Culture
Roland, F., 2019. EXAMINING ORGANIZATIONAL CULTURE WITH OCAI AMONG
EMPLOYEES.
Economic Science Series., 28(2), pp.272-79.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=b105d072-989a-4ad8-aca6-
41f173f0665b%40pdc-v-sessmgr01&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=141445401&db=bth.
The author of this academic journal, Mr. Filep Roland, is an eminent scholar associated with
Doctoral School in Business Economics and Organizational Studies, University of Debrecen,
Hungary. In this academic journal, he had emphasized on key themes of organizational culture
as a sustainable research domain in management studies with its impact on past and present
scope of theoretical knowledge and its subsequent implication by practical application in
organizations. The author had selected the scope of organizational culture in service –based
organizations like universities, family-owned firms and logistic organizations to find the impact
of Organizational Culture Assessment Instrument or OCAI through questionnaire set by Quinn
and Cameron. To make his study more practical, the author had insisted on the tools of
elaborated statistics, single-sample and combined tests to find out the results for the research
question. The validity of this research was justified through quantitative methodology with
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respective collection of data and subsequent analyses. Conclusion derived as probability of
difference between employee desires and perception, while the management may consider
deciding about organizational culture. As the study was published by Oradea University
Publishing House, future researchers may evaluate the source of this study as useful.
Sanaria, A. & Singh, N., 2019. OCTAPACE ORGANIZATIONAL CULTURE: REVIEW
AND SYNTHESIS.
Journal of Contemporary Management Research, 13(2), pp.1-14.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=d9850a99-2941-448a-9237-
4abe30d743d1%40pdc-v-sessmgr05&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=142089802&db=bth.
The authors of this article, A. Sanaria and N. Singh, are Assistant Professor of MICA,
Ahmadabad, and Consultant in ACE Business Consultants, Mumbai, India respectively. This
journal is designed to review the scholarly articles on OCTAPACE organizational culture, which
lacks proper study with respective integration in this subject. Main objective of this work is to
guide future researchers for further studies and researches in OCTAPACE organizational culture.
The methodology of this literature review is ensured by considering different articles related to
OCTAPACE organizational culture for finding out unexplored connection in this segment.
Findings of this study prevails the validity of probable relevance and influence regarding
OCTAPACE organizational culture outcomes to make it sustainable for Indian and global
perspective. The limitation is using secondary data for research execution and consideration of
other research data except OCTAPACE. Key themes of this research are considered variables,
selected as per relationship and nature of this domain to ensure integrated research studies in
OCTAPACE organizational culture. Conclusion is derived as identifying prevalent gaps about
OCTAPACE Organizational Culture, which can be done by doing more research on this subject.
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As this is a first paper of organizational culture in OCTAPACE domain, its usefulness is
justified for future scope of researches by the route map it has projected for aspirant researchers
and practitioners.
Buys, N. et al., 2016. Disability management and organizational.
Work, 57(3), pp.409-19.
http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=0&sid=3865a9bf-f566-46ad-
b9c3-75febf56dc58%40sdc-v-sessmgr02.
This academic journal is written by group of eminent authors from Australia, Canada,
Switzerland and Hong Kong, who are engaged in academic and practical field of disability
management. The key theme of this paper is to explore the connection between organizational
culture and disability management in perspective of Canadian and Australian organizational
scenario. The Authors have adopted the methodology of thematic type of analysis to be
conducted on gathered input from semi-structured type of interviews with 16 sample employees,
which included injured workers, HR and disability managers from two large organizations of
Australia and Canada. Findings of this study identified several themes which include
consistency between artifacts and adopted beliefs in enterprises, genuine intent of employer for
wellness of human resource, type of support and respective communication for injured workers,
promptness of pursuing claims process with respective medical cost coverage, continuous
prioritization for prevention of injury and wellness. The study exposed that organizational
culture has potential role to serve the workers through value added disability management
program by employers. Limitation of this study is limited numbers of samples selected for this
research. The conclusion of this paper indicated that while considering disability management
and organizational culture, employer should have the practice to facilitate the sense of
affirmative workplace culture through assurance of consistent practice about ideal and adopted
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values with proper medical attention to injured worker followed by subsequent rehabilitation. As
this paper is developed by eminent educationalists and professionals from Australia, Switzerland,
Hong Kong and Canada of the field of disability management, the value of this paper would
prove its usefulness for the respective professionals and researchers.
Paracha, A.T., Mahmood, S., Saboor, M.J. & Malik, S., 2019. Evidence of Moderating Role
of Organizational Culture among Strategic Alliances and Organizational Performance.
Journal
of
Managerial
Sciences, 13(4), pp.74-82.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=1c7edf2b-1173-4338-a576-
d5e1f9a20551%40pdc-v-sessmgr04&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#db=bth&AN=142350120.
This journal article was written by the group of eminent scholars namely Adil Tahir Paracha and
Jawad Malik Saboor, PhD scholars of Department of Business Administration, IQRA University,
Islamabad, Pakistan; Soban Mahmood, Graduate Student, Management Science Department,
COMSATS University, Islamabad; and Summera Malik, A PhD researcher of Department of
Education, International Islamic University, Islamabad, Pakistan. This study was driven by the
key theme to identify and investigate the outcome of tactical alliances on the performance of any
organization as well as to conduct study the effect of moderation on organizational culture
between the strategic alliances and performance of the organization. The validity of this current
study was substantiated by quantitative and deductive approaches empowered with the
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philosophy of positivity for developing and testing the relationship, which is hypothetical on the
foundation of present theories of the subject. The findings inferred that the role of strategic
alliance proved their significant role in productivity and growth of referred organization. The
conclusion drawn was that this research can project future route map for the researchers in this
subject with different domain of operations. The usefulness of this source is substantiated by the
credentials of the authors and respective publication.
Harrison, G.L. & Baird, K.M., 2015. The organizational culture of public sector
organizations in Australia.
Auatralian Journal of managment, 40(4), pp.613-29.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=12e1278f-ed21-47c3-85d0-
17d7d2b71734%40sessionmgr101&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=110791338&db=bth.
The authors of this paper are Graeme Harrison and Kevin Baird, the associates of Macquarie
University, Sydney, NSW, Australia. This paper is driven with the key theme of an experimental
description of organizational culture found in public sector enterprises in Australia comparing
with private sector organizational culture and with past practices. The methodology of this
research was by collecting data through mail, as response received through survey questionnaire.
The observations endorsed variations in culture in different types of public sector enterprises.
The study raised the argument of sincere thought of government bodies about implementation
of organizational culture, as it should be. It is found that some local bodies tried to imitate
organizational culture of private organizations, but big government bodies and agencies had not
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shown any real intention to meet the benchmark of private entities through the practice of
innovation and outcome orientation. The limitations of this study prevailed in the sample type;
as single respondent from each government body was chosen for this research; hence, the result
may not feature realistic. Conclusion is that future scope of research is left with selection of
multi- respondent from different government entities to make this research more authentic. The
usefulness of this source to other researchers is evident through its authenticity of publication.
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Bibliography
Buys, N. et al., 2016. Disability management and organizational. Work, 57(3), pp.409-19.
http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=0&sid=3865a9bf-f566-46ad-b9c3-
75febf56dc58%40sdc-v-sessmgr02.
Harrison, G.L. & Baird, K.M., 2015. The organizational culture of public sector organizations in
Australia. Auatralian Journal of managment, 40(4), pp.613-29.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=12e1278f-ed21-47c3-85d0-
17d7d2b71734%40sessionmgr101&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=110791338&db=bth.
Paracha, A.T., Mahmood, S., Saboor, M.J. & Malik, S., 2019. Evidence of Moderating Role of
Organizational Culture among Strategic Alliances and Organizational Performance. Journal of
Managerial Sciences, 13(4), pp.74-82. http://web.b.ebscohost.com/ehost/detail/detail?
vid=0&sid=1c7edf2b-1173-4338-a576-d5e1f9a20551%40pdc-v-
sessmgr04&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=142350120.
Roland, F., 2019. EXAMINING ORGANIZATIONAL CULTURE WITH OCAI AMONG
EMPLOYEES. Economic Science Series., 28(2), pp.272-79.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=b105d072-989a-4ad8-aca6-
41f173f0665b%40pdc-v-sessmgr01&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=141445401&db=bth.
Sanaria, A. & Singh, N., 2019. OCTAPACE ORGANIZATIONAL CULTURE: REVIEW AND
SYNTHESIS. Journal of Contemporary Management Research, 13(2), pp.1-14.
http://web.b.ebscohost.com/ehost/detail/detail?vid=0&sid=d9850a99-2941-448a-9237-
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4abe30d743d1%40pdc-v-sessmgr05&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=142089802&db=bth.
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