Hasil untuk "Organizational behaviour, change and effectiveness. Corporate culture"

Aslıhan Canbul Yaroğlu

Organizational communication plays a critical role in shaping the success of modern businesses. In today’s rapidly digitalizing environment, organizations are becoming aware of the changes that new technologies create in internal communication. The effectiveness of communication in organizations depends on the correct use of language production and meaning processes. Understanding the complex relationship between language production, organizational communication, and meaning-making is particularly important to grasp the role of artificial intelligence (AI) in these processes. This study integrates Karl Weick’s Theory of Meaning with a phenomenological framework to examine how language mediates communication in organizations from a phenomenological perspective. The integration of AI technologies in organizations adds new dimensions to corporate communication strategies, increases the accuracy of language use, and reduces uncertainty. However, this process also requires careful consideration of ethical implications and the dynamics of organizational culture. This study examines in depth the integration of Weick’s theories with AI-supported communication tools, highlighting the challenges and opportunities that arise in this context. It explores the potential of AI technologies, especially in areas such as language processing and machine learning, in providing a more effective meaning-making process in corporate communication. Finally, the research highlights the importance of creativity and standardization of meaning, suggesting that with the increasing use of AI to maximize its benefits in organizational communication, a more consistent and effective communication process can be achieved.

IJPS Editors

The Interdisciplinary Journal of Partnership Studies (IJPS) invites scholars, practitioners, and thought leaders from all disciplines to submit original articles for our first issue of 2026. We welcome original submissions in a variety of categories including research, quality improvement, case studies, art, and narratives. Submissions must not have been published or be under review elsewhere. Manuscripts should include alignment to partnership approaches, at the community, national, or global level. See more information and our full submission guidelines in the attached PDF. The submission deadline is March 15, 2026. Thank you, The Editors Interdisciplinary Journal of Partnership Studies

Joe Hallak, Khalil Feghali

The purpose of this study is to examine how cultural dimensions affect the stability and effectiveness of internal audit practices in multinational organizations. This study integrates chaos theory to explore how cultural factors influence the adaptability of audit functions in dynamic environments, addressing gaps in the existing literature. Using IIA survey data from 160 countries and Moody’s stability scale, this study models the impact of cultural dimensions on internal audit practices and compliance with international standards. A structured database is created to evaluate how variations in audit culture influence governance, stability and audit effectiveness. The analysis reveals a strong relationship between cultural dimensions and internal audit practices, demonstrating that variations in cultural traits shape audit processes, adherence to international standards and overall audit effectiveness. This study also highlights significant differences between stable and unstable countries, illustrating how national stability influences the internal audit environment and the role of auditors in corporate governance. By linking cultural dimensions with internal audit practices, this study provides actionable insights for organizations operating in culturally diverse or unstable environments. This study offers strategies for improving audit compliance with international standards, optimizing resource allocation and aligning audit functions with broader organizational objectives. This study advances the understanding of internal auditing by integrating cultural dimensions and chaos theory, offering a novel perspective on the adaptability and resilience of audit practices. This study fills a gap in the literature by demonstrating how cultural factors interact with audit stability, contributing to both academic research and practical applications in multinational organizations.

Rezki Kettaf, Kasmi Karima, Djalab Zohra

A favourable organizational climate is vital for the effective functioning of organizations, as it promotes the exchange of knowledge and information in the team, develops the competencies of employees, motivates them to manage the organization, predicting that they will express themselves and respond to problems in the working environment and beyond. Organizational silence is a term used to denote the phenomenon of collective behavior of employees when they do not want to discuss their thoughts, feelings and organizational problems, express their suggestions during meetings, hide information about potential difficulties or challenges, etc. Organizational silence can lead to “suppression of the collective voice”, limited communication from the bottom up, a decrease in the level of corporate involvement of employees, the effectiveness of organizational changes, the emergence of explicit or latent organizational conflicts, deformations in the organizational culture and inhibition of decision-making dynamics. The article, based on the example of the University of Setif2, Algeria, examines how the teachers of this university evaluate the organizational climate in their team, whether they feel the presence of the problem of organizational silence and at what level, whether there is a relationship between the corporate environment and organizational silence, and to what extent they influence each other. On one, what factors of the organizational climate can affect the reduction of organizational silence. The basis of the study was a survey of 50 teachers from various departments of the university in 2021: a simple random sample, the questionnaire contains 39 items, and a Likert scale was used for assessing the responses; the Cronbach’s alpha scale has been utilized to determine the scales’ reliability. SPSS version 26 software was used for data analysis, frequency analysis, simple regression, multiple regression, descriptive statistics, and stepwise multiple regression. The results showed a moderate relationship between organizational climate and organizational silence (the partial correlation coefficient of organizational climate is 0.708). In addition, it has been proven that the organisational environment influences organizational silence, not vice versa. Leadership turned out to be the most significant of the investigated determinants of the organizational climate (leadership, organizational structure, working conditions, participation in decision-making, and communication), which allows for reducing organizational silence. The leader’s behaviour plays a vital role in mitigating the negative consequences of organizational silence, can strengthen employees’ trust, and strengthen their sense of identification or attachment to their organizations. Communication has the most significant influence, and organizational structure has the most minor influence of all the determinants of organizational climate. The article studied two types of organizational silence: submissive silence and defensive silence, and the first was more significant from teachers’ perceptions than the second. The results of this study can be helpful in the management of universities and other educational institutions to adapt the current organizational structure, create conditions for direct dialogue between management and employees, help more active agents of positive change, increase the overall level of decision-making efficiency, create more opportunities for teachers to take on themselves more responsible, improve working conditions in universities, etc.

K. Nemashkalo, Vadim Ostrikov, Oleksandr Maliuk

The article explores the critical aspects of transformation processes in the contemporary business environment and the role of leadership in their successful implementation. Enterprises operating in rapidly changing market environments often need organizational transformations to adapt to new conditions and ensure competitive development. The article examines the main stages and aspects of managing organizational transformations, including analyzing the organization’s needs and opportunities, developing change strategies, and planning and implementing new initiatives. The importance of strategic leadership in the transformation process is emphasized, as well as the necessity of engaging all levels of staff for successful change implementation. Special attention is paid to the critical success factors of organizational transformations. Among them are proper strategic leadership, creating a conducive corporate culture, effective change management, employee engagement, and the flexibility and adaptability of the organization to change. The article highlights the importance of technological innovations as a critical success factor in organizational transformations. The impact of digitization and cutting-edge technologies on business processes is examined, and the necessity of integrating these innovations into strategic planning is emphasized. Furthermore, the article addresses the importance of strategic partnerships in the transformation process. Collaboration with other organizations, experts, and consultants can provide access to additional resources and expert support, facilitating the successful implementation of changes. The article also analyzes the importance of evaluating the results of transformation processes and providing feedback for continuous improvement of management strategies and practices. The author calls for systematic monitoring and assessment of change effectiveness and the use of obtained data for process and strategy enhancement. In conclusion, the article illuminates the significance of managing organizational transformations for enterprise development in the contemporary business environment. The author underscores the importance of a comprehensive approach to this process, including strategic leadership, employee engagement, effective change management, and cutting-edge technologies. Keywords: organizational transformations, enterprise development, strategic leadership, change management, corporate culture, employee engagement, technological innovations, strategic partnerships, evaluation of results, continuous improvement, business environment, competitive development, digitalization, innovation integration, strategic planning.

Vânia Rodrigues

What is it exactly about the quest to “green” the performing arts that so fundamentally challenges the sector’s modi operandi? A sense of urgency around climate change and ecological degradation is informing profound changes in the way the arts field sees itself and slowly inducing a discussion on the sustainability of its working practices. However, despite the undeniable planetary emergency, the lumping together of environmental issues and cultural policy and management frameworks remains complex and controversial, especially if considered from the perspective of the European semi-peripheries. By exploring the preliminary results of a nation-wide inquiry among 140 performing arts regularly funded organisations based in Portugal, this paper discusses the implications of the overarching challenge of environmental sustainability for cultural policymaking and arts management, seeking to contribute to a more nuanced and context-sensitive understanding of the “green transition.”

Levan Lazviashvili

Modern organizations are faced with the challenge of global competition, therefore, they will have to implement rationalization and restructuring in a systematic and situational way, which affects the content of work, the development of new models for planning business tasks, and the quality of responsibility. Creating motivating working conditions and an employee-oriented corporate culture is central to the future health of organizations. Identifying employees with the company's values and goals will increase their loyalty. Cultural intervention will help change in the desired direction. A clear and inspiring vision should reflect the desired culture. This must be communicated and demonstrated in all areas of the organization. Open communication about the goals of the culture change and the progress of the process helps build trust and buy-in. Here, it is necessary to make decision-making processes transparent and to take into account the feedback of employees. The sustainable operation of the organization is conditioned by the implementation of adaptive changes in the following areas: Corporate values and Participatory management; Action competence and development opportunity; Change management and Goal oriented decision making; Development of social and professional diversity of human resources. The management of organizational development should be linked to the identification of social factors (social iteration and group dynamics greatly influence work behavior and motivation; raising awareness of the impact of individual behavior on the group in order to reflect and develop new behaviors; analyzing interpersonal skills and group dynamic processes). Organizational development is a systematic approach to organizational change. For the head, the achievement evaluation system has the following importance: to clearly understand the connection between strategic tasks and department tasks; optimal ratio between efforts and results; Better understanding of the reasons for success and failure; Specifying the need for the learning process; better evaluation of the effectiveness of the learning process; Increasing employee motivation and awareness. Keywords: participatory management. Good teaching. situational vision. Professional management. process quality.

Hafezah Zainudin, N. Othman, Asymal Wajdi Mokhtar@Muhd Akhir

This study examines the integration of technology and human factors in public sector performance management, highlighting the synergy between digital tools and human-centric practices. It explores the role of technological advancements, such as data analytics and AI, in enhancing efficiency and decision-making processes, while also addressing the critical importance of leadership, organizational culture, and employee engagement in ensuring the effectiveness and sustainability of these systems. This study proposes a human-centric design framework that prioritizes user experience and accessibility, emphasizing the balance between technological efficiency and empathetic management. Additionally, it discusses the challenges of integrating technology, including resistance to change, ethical considerations, and the need for sustainable practices, while also exploring opportunities for innovation through emerging technologies like AI and blockchain. The study contributes to the ongoing discourse by offering a conceptual framework for balancing technological and human elements in public sector performance management, providing insights for policymakers and public sector leaders.

A. A. Zawawi, Norsyazwani Ab Halim, Nur Zafifa Kamarunzaman et al.

This review examines the pivotal role of followership in organizational success, focusing on prominent typologies such as Kelley’s follower types and Chaleff’s concept of courageous followership. These models provide a foundational understanding of how followers influence leadership effectiveness and team dynamics. Kelley’s framework categorizes followers based on their independent thinking and engagement levels, while Chaleff’s model emphasizes the active role followers play in both supporting and challenging leaders. By analysing various follower behaviours, this review highlights the reciprocal relationship between leaders and followers, where each contributes to the other’s success. In addition to synthesizing key typologies, the review identifies gaps in the literature, particularly in understanding the fluid transitions between follower types and how organizational culture impacts follower behaviour. It also addresses the evolving role of followership in modern organizations, influenced by changes in workplace dynamics, technology, and leadership practices. The insights presented call for further research to explore these emerging complexities, expanding the understanding of followership beyond traditional frameworks.

Mahdi Alizadeh, Alireza Koushkie Jahromi, Behnosh Fouladi

In organizations today, employees are expected to be involved and creative in their work and to show initiative. Achieving such a situation requires organizations to create conditions in the workplace where there are sufficient sources of motivation and energy. These motivational resources are considered as job resources. The main purpose of this study was to determine the effect of job resources and cultural intelligence on meeting basic job needs, work involvement and job performance of Karafarin Bank employees. Therefore, in this study, the effect of established factors on the job performance of Karafarin Bank employees, including job resources and cultural intelligence on basic job needs, work conflict and job performance of Karafarin Bank employees has been investigated. The present research is applied in terms of purpose, in terms of data collection is descriptive (non-experimental) research and field studies. . Data were collected using a questionnaire. In this study, in order to analyze the data, the structural equation modeling method was used to investigate the significance of the assumed effect of the variables on each other. work conflict has the highest positive and significant effect on task performance and also cultural intelligence has the lowest positive and significant effect on work conflict.

Davood Vaseghi, Mahdi Maleksabet, . Mohammad Kazem Kahdooyi

1.Introduction Mulana Jalal Al-din, is among Islamic world walked mystic, who never leave off Hazrate-Janan demand until his death and reach so many positions and experience in this line. He could guide so many humans in the water and clay world derision, using his alight course, and reached them to the court of nearness to God. Masnavi Maanavi, which is result of experience and meditation of Balkhi clerical mystic, is a complete collection in which, was emerged all behavior learnings as Mulana believes Masnavi Manavi is elder and head of the right seeker, after him. In Sepahsalar paper quoted from him was” after us, Masnavi will elder and head of seekers and will impllent and former of them” (Sepahsalar, 2008, p. 61). Sultan Valad-elder Mulana Jalal al-din child- who was treated in his father –Mulana- ideology, provide with infinite doctorines (love path searcher), by creation the literation like tri- Masnavi (Ebteda Naameh, Robab Naameh & Enteha Naameh), Divane Ashaar & Majmooeh Maaref. Aflaki said :“he wrote 3 Masnaviat book and one Divan book, fulfill the world with educations and truths and strange mystry and make so many foolish Balidan to mystic learned and learned skilled, and express and wrote all his father’s words with strange example and unparalleled similar things”. (Aflaki, 1983, p. 2, 804). Valad reached in new experienced and exquisite positions in Tarighat path and guided seekers following that and his father Mulana and other grandee of Mulaviyeh Tarighat trainings. In this opinion, Mulana words were so eminent and it should be mystic like Bayazid who could get this truths. (Aflaki, 1983/ 1, p. 434). As a result, he made description to his father toughts and exposed spiritual secrets for peoples (Sultan Valad, 1980, p. 472).   2.Methodology Current research which is on library studies base with analytical descriptions method, aimed to show how much the trainings present in Masnavi Maanavi, reflects in Sultan Valad Masnavi’s, and what strange expressions were used by Sultan Valad in it’s description and illustration? At the beginning of every subject, Mulana words analyse and explain, and after that, Sultan Valad views express and will revealed these new concepts from spiritual subjects. In this regard, this study could represent reflection emounts Masnavi Manavi trainings in Sultan Valad Masanavis introduce Sultan Valad more and more to researchers.   3.Discussion Human being enter in Solook route in purpose of reaching intended destination and cognition his spiritual existence, but supreme goal, which is reaching to scarification in Allah grade and cognition survival position, is not possible for everyone. On the other words, Saalek could reach to truth derivation, that is by contravene authority from himself, hearten in divine saints love and walk by these grandee training shining light and pass continuation and maelstrom of Solook route, healthy. Mystics, everyone, manage program for Saalekan, relying on their scientific power and intuition experiences and with this strategy, guide them from matter world perigee to virtually world. Mulana and his following Sultan Valad, are raised different subjects, in terms of spiritual Solook; in this research, some subjects evaluated. 1/ Solook and mortification and self-fighting which included: 1-1: abandon self-will and reaching to beloved court. 1-2: concupiscence and good doings lapse. 1-3: self-mortification necessity. 1-4: Jihan with himself. 1-5: killing himself by God attention and divine view of mature human. 2/ mystic Solook and hunger necessity which included 1-2: acclaim to hunger. 2-2: hunger and mental exaltation. 2-3: hunger belong to divine and gentlefolks. 3/ mystic Solook and solitude and Chele Neshini which included: 3-1: solitude necessity. 3-2: existence in front of complete human beyond of Chelleh and solitude. 4/ mystical Solook and God mention necessity which included: 4-1: acclaim to mentioning. 4-2: mention to let human go from attachment lock. 4-: mention to burnish thought. 4-4: oral mention and heartfelt mention. 4-5: mentioner degrees. 4-6: mentionfrom divine side. 4-7: correlation between mentioner and mention and mentioned. Valad, who demonstrate Mulana tought, try to explain and detail his father words, relying on tought heritage of Mulavieh group and it’s observational learnings, and guided followers by this strategy to divine nearness derivation.   4.Conclusion . It could be concluded, from collaborative trainings of Mulavi Masnavi and Sultan Valad Masnavi, that Mulana believes the major route of self-examination is mertification and self-fighting and believes, one follow his curnal desire, stop from ascension to heaven. Also, Sultan valad believes attention to animal side and loosen divine side of human existence, results human to reman in soil world. Aaref Balkhi believes, soul is like a mouse, which destroy human worship, because contaminate human worship and deeds to affectation. Sultan Valad, too, following Mulana, believes folling concupiscence cause wasting doings. In Mulana opinion, no treasury would reach without ascesis afflication, and Saalek could reach to edification and refinement, when restrain oneself by living hard and moritification. This opinion appeare in Sultan Valad Masnavi’s, too. Mulana emphasize not be deceived by oneself, because never can be sure of his death, maybe if it is possible, continue his deceiving. In this regard, the remedy is Jihad with self, which, is possible with complete mortal attention. Sultan Valad, too, know the continue Jihad with self, in essential difficulties of Solook and believes that complete human could release Salek fromself devil by divine view. Mulana, know arbitrary hunger, among one the supreme Solook principles and try to save this divine soul blessing from overburding and cause it’s flying in divine universe. Sultan Valad, too, following his practical manner of his father, Mulana, forbidden Salekan-e-Tarighat from long haired to secular foods and believe, hunger obligation would make the heart clear and glossy and prepare theophany the beloved saintship preliminary. Mulana and Sulatan Valad know the hunger belong to divine court specialists. In mulana thought, when the companion were inharmony with Salek, solitude is necessary, on the other hand, when the companion were good, Salek should remain beside his sacred partner. However, in complete human view, presence is better than Chelleh and solitude. Sultan Valad, like Mulana, cherish presence by divine saint and believe the solitude should be from strangers, not from selected human. Mulana, knows the God mention, burning the sensual demands and believes that human could discharge the heart from strangers by undertaking mention and released from mental trap. This idea exist in Sultan Valad Masnavi, too. In Aaref Balkhi opinion, mention devided in two type, oral and by heart, which heartfelt mention could discharge Salek existence from stranger. Sultan Valad, too, by dividing mention to oral and by heart, prepare heartfelt so much and believe true Salek should pay from entire to divine mention. Both Mulana and his son Sultan Valad, knows the mentioner degrees different and believe that mention is from God sake and in upper degrees, mention, mentioner and mentioned become one.

L. I, Batyr Yu., Krutii O.

The modern dimensions of corporate and managerial culture development in public administration in Ukraine has been justified. Corporate and managerial culture development is highlighted in particular different approaches. It is emphasized that the effectiveness of mechanisms in cultural modernization of public administration in Ukraine is a combination of objective (organizational-legal) and subjective (socio-psychological) components in development of corporate culture in public management. Objective components are analyzed, which provide for regulatory, structural, functional and methodological ordering the activities of state structures, taking into account the factors of corporate culture development. Subjective components have been shown to ensure the multidimensionality of communication tools. The basic characteristics of an innovative corporate culture such as knowledge, information, creativity and institutionalization are highlighted. It is proved that innovative corporate culture contributes to changing the status of professional activity of public servants, from managerial-controlling (power-influence), to consciously subordinate to the needs of citizens (power-interaction), and secondly to protect the culture of public administration from destructive influence global values and also the mobilization of public servants; and the public; consciousness towards engagement and mutual responsibility.

Ioseb Gabelaia, O. Bucovețchi

In today's changing environment organizations either employ or look for corporate training or/and learning opportunities. Corporate training and learnings help to improve employee effectiveness and efficiency. It is a morale booster that addresses specific organizational needs and brings lifelong learning back into the picture. In Industry 4.0 era, organizations need to provide e-learning and e-training. It is an employee development and growth initiatives through an online environment. Corporations must understand the difference between learning and training. Training helps to develop skills to accomplish or achieve specific goals and tasks. Whereas learning is acquiring knowledge to perform unexpected tasks. The right chosen direction enables prospects of crafting corporate cultures and permits employees to evolve to become better versions of themselves. An organization that embraces both learning and training into its corporate culture inspires employees to create a vibrant and versatile working atmosphere. A combination of learning and training with traditional and online settings facilitates employee growth. It enhances the skills that employees possess and enables achieving professional goals while bringing more productivity. The article aims to create awareness of sustainable e-learning and e-training for long-term corporate success in the constantly changing digital era. In order to achieve the research objectives, there were used several methods of investigation: interviews with several corporate trainers and surveys. The study discusses and analyzes the relevance of e-learning/e-training for job development. The paper emphasizes how important it is to create a resourceful working condition. The paper emphasizes how important it is to create a resourceful working condition.

Z. Karbetova, A. Zhakupov, Sholpan Karbetova et al.

This article shows relationship of corporate culture influence on organization efficiency and relevance of this topic, which is of great interest due to lack of development of this issue. The study of corporate culture of organization is due to qualitative changes in approaches regarding the influence of corporate culture on organization effectiveness. Organization efficiency requires that its culture, strategy, environment and technology are interconnected and aligned with each other. There are two ways that corporate culture can influence the life of an organization. Firstly, culture and behavior mutually influence each other. Secondly, culture affects not so much what people do, but how they do it. In process of formation and implementation of corporate culture, in our opinion, factors such as leader’s culture and national culture, organization’s mission, industry, external environment, structure and size of organization, etc. should be taken into account. The ability to solve goals and objectives set for corporate culture determines its effectiveness. In the study, authors revealed theoretical foundations of formation of corporate culture and its content, examined methods of studying corporate culture of organization and identified best methods for developing corporate culture of foreign countries. As a result of analysis and sociological research to improve corporate culture of BadysSidi Company LLP, authors developed recommendations for further development. Corporate culture requires ability to manage it in order to make changes effective. Effective management requires availability of appropriate management tools and real assessment of state and level of development of corporate culture.

Worluchem Ayodele, B. Onuoha, Best C. Eke

The study empirically investigates organizational culture and inter-group behaviour in Guaranty trust bank in Nigeria. Primary data was used for the study and the data for analysis was gotten through questionnaire. The questionnaire was issued to the staff of Guarantee Trust Bank in Rivers State. The data was analyzed with the use of Chi-square in other to measure the discrepancies existing between the observed and expected frequency and to proof the level of significance in testing stated hypotheses. From the result of the study, it was discovered that organizational culture has significant influence on inter-group behaviour. Therefore, the study recommends that Guarantee Trust Bank should encourage new entrants to get internalize first with the bank’s culture to know whether they can cope with them or not. Additionally, organizations should provide adequate motivational factors like housing allowance, car loan, holiday allowance, health allowance, etc. INTRODUCTION An organization refers to a collection of people, who are involved in pursuing defined objectives. It can also be referred as the second most important managerial function, that coordinates the work of employees, procures resources and combines the two, in pursuance of company's goals (Hall, 1999). The essence of organizations revolves around the development of shared meanings, beliefs, values and assumptions that guide and are reinforced by organizational behaviour. Employees are important asset to the organization. They serve as human capital to the organization. organizations make use of their employees’ skills, knowledge and abilities in carrying out and fulfilling their objectives. Culture is the environment that surrounds employees at work all of the time. Culture is a powerful element that shapes employees work enjoyment, work relationships, and work processes. However, culture is something that one cannot actually see, except through its physical manifestations in work place. The culture of the organization should be developed to support continuous improvement, improve employees’ style of performing their job and thus develop quality awareness. Organizational culture has influenced on inter-group behaviour as a result of the acceptable behaviours and attitudes to various jobs in the organization. organizational culture is a major determinant of an employee’s efficiency and effectiveness in carrying out their jobs. That is, organizational culture is one of the major key determinants of how employees perform or behaves in his job. Academic interest in organizational culture is evidenced by the level of attention it has received over the last few decades. The relationship between organizational culture and inter-group behaviour has been the subject of abundant research in several fields. While this topic is rich in studies, many researchers concur on the fact that there is no agreement on the precise nature of the relationship between organizational culture and inter-group behaviour. Despite the plethora of studies on organizational culture in the last few decades, there is no widely accepted causal relationship between organizational culture and inter-group behaviour. The empirical evidences emerging from various studies about the ISSN (Online): 2455-3662 EPRA International Journal of Multidisciplinary Research (IJMR) Peer Reviewed Journal Volume: 6 | Issue: 9 | September 2020 || Journal DOI: 10.36713/epra2013 || SJIF Impact Factor: 7.032 ||ISI Value: 1.188 2020 EPRA IJMR | www.eprajournals.com | Journal DOI URL: https://doi.org/10.36713/epra2013 499 effect of organizational culture on inter-group behaviour have so far yielded mixed results that are inconclusive and contradictory. Because of these contradictory results, the question of whether organizational culture improves or worsens inter-group behaviour is still worthy of further research such as the one being undertaken in this study. In addition, despite the existence of these studies, very little attention has been given to developing countries. This means that the impact of organizational culture on employee’s work behaviour has not received adequate research attention in Nigeria. Thus, there is a major gap in the relevant literature in Nigeria, which has to be covered by research. This research attempts to fill this gap by studying the situation of the Nigerian Banking Industry and providing more empirical evidence on the effects of organizational culture on inter-group behaviour in Guarantee Trust Bank Plc. Aim and Objectives of the Study The explicit objectives of this study are: (i) to ascertain if organizational culture influence inter-group work behaviour. (ii) to find out if organizational culture affects organizational productivity. (iii) to disclose whether a change in organizational culture could lead to a change in inter-group work behaviour. Research Hypotheses Three hypotheses were also put forward. They are: (i) organizational culture has a significant influence on inter-group work behaviour. (ii) organizational culture has a significant influence on organizational productivity. (iii) A change in organizational culture will cause a change in inter-group work behaviour. These objectives and hypotheses guide the researcher in his study. Organizational culture is based on the history and tradition of the organization or what an organization has been identified with to be consistent in doing from time past. It is the ability of inter-group to adapt to this organization tradition and systems that will enable them perform well in the job and thus boost organizational productivity. Therefore, this study will concentrate on organizational culture as a major factor that influences inter-group behaviour. LITERATURE REVIEW Conceptual Framework of organizational Culture An organization's culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors and understanding. The subject of organizational behaviour has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behaviour, management science, social sciences and organizational communication. The study of organizational culture has been widely accepted and explained by different scholars but there is no one definition of organizational culture that is generally accepted (Ojo, 2008). Organizational culture permeates organizational life in such a way as to influence every aspect of the organization (Hallett, 2003). Organizational culture also has effect on the productivity level of the organization in the sense that it influences employee’s behaviour to work and it is the input of the employees to the organization that determines the organizational productivity level. It has been suggested that organizational culture affects such outcomes as productivity, performance, commitment, self-confidence, and ethical behaviour (Buchanan and Huczynski, 2004; Shani and Lau, 2005; and Ojo, 2009). organizational culture is one of the core determinants of every organization’s success as it influences employee work behaviour. Organizational culture is one of the metaphors used for organizational analysis (Morgan, 1997). In this metaphor, the essence of organization revolves around the development of shared meanings, beliefs, norms, values and assumptions that guide and are reinforced by organizational behaviour. organizational values are important because they have effects on important individual and organizational outcomes. Organizational values are expected to produce higher levels of productivity (Jehn, 1994; Hall, 1999), job satisfaction (Jehn 1994), and commitment (Pettinger, 2000). organizational values are also important because the fit between organizational and individual values affects important individual and organizational outcomes. Values-fit has been shown to affect application decisions (Cable and Judge, 1996; Cable and Judge, 1997; Scott, 2000a), job satisfaction (Bretz and Judge, 1994), and job tenure (Bretz and Judge, 1994; Ritchie, 2000). organizational culture has been seen as the pattern or way a given group has invented, discovered or developed in carrying out a particular task or solving a particular problem or useful and effective in learning. This pattern must have worked well enough for the group to be considered valid and therefore must be taught to new members or entrants as the correct way to perceive, think and feel in relation to those problems. organization culture is a set of values that help organizational members know that which is ISSN (Online): 2455-3662 EPRA International Journal of Multidisciplinary Research (IJMR) Peer Reviewed Journal Volume: 6 | Issue: 9 | September 2020 || Journal DOI: 10.36713/epra2013 || SJIF Impact Factor: 7.032 ||ISI Value: 1.188 2020 EPRA IJMR | www.eprajournals.com | Journal DOI URL: https://doi.org/10.36713/epra2013 500 acceptable and that which is unacceptable within the organization (Ojo, 2010) How organizational Culture Develops The values and norms which are the basis of culture are formed through the following four ways (Finegan, 2000). i. By Leaders in the organization, especially those who have shaped them in the past. People identify with visionary leaders how they behave and what they expect. They note what such leaders pay attention to and treat them as role models. ii. Through Critical Incidents or Important events from which lessons are learned about desirable or undesirable behaviour. iii. Through effective working relationship among organizations members. This establishes values and expectations. iv. Through the organization’s Environment Culture is learned over a period of time. Where a culture has developed over long periods of time and has become firmly embedded, it may be difficult

G. Latha

Erry Herman, Haryono Umar, Willy Arafah

These days, public and private organization have faced a new challenge to reach its value added products caused by the rise of globalization. It is characterized by the uncertain and turbulence environment. Consequently, every organization has to embrace a continuous improvement in order to reach an organization effectiveness. Similarly, defense industries are trying to produce advance defense weapon system. In Asia country, such as, China, Japan, South Korea, Taiwan and Singapore defense industry capability have developed significantly. Defense Industry is a complex organization with high technology platform. In the future, Indonesia defense industries need to improve its effectiveness by benchmarking with other advance defense industries nation. Currently, defense industries in the world have changed the way they are doing business in order to adapt and respond the new environment. Diversification strategy, restructuring, downsizing, merger and acquisition strategy have done to streamline the organization. However, these strategies are not enough, while culture and employee have not grasped carefully. Therefore, the crucial prerequisite to develop an effective defense industry is transforming corporate culture, developing human capital and improving employee engagement.

J. Konadu, S. Kanyandekwe

value, assumption, beliefs, hope, behavior, and norms that bound the organization together. Robbins (1984) mentioned it as common perceptions which are held by the members of an organization; a system of common meaning, while George and Jones (2002) stated it as the informal design of values, norms that control the way people and groups within the organization interact with each other and with parties Abstract: Every organization has its own culture, regardless of region, country, or sector. This culture is dynamic, which is usually created within the organization. What is ideal, however, is how such cultural changes can be managed to influence a company’s performance and effectiveness, its employees’ morale, and productivity, and its ability to attract, motivate and retain talented people significantly. This is a theoretical analysis of the organizational culture and performance at Valley View University. The study employed four cultural models to analyze the existing corporate culture in the University to determine the gap. The study revealed that the external models, which are adhocracy and market cultures, best describe the cultural practices of the University, and they are less effective in the use of the internal models, which are the clan and hierarchy cultures. Nonetheless, the University appears to be interested in employee development, which is cost-driven and has relaxed in its income-increasing strategies due to the inappropriate review, monitoring, and cultural implementation. In practice, some critical decisions do not involve the employees and students. The University focuses on standards, rules, and regulations but not on efficiency. The study concludes that although the University has spent more on some changed cultures, little is earned from them, hence, the financial challenges which have resulted in the retrenchment of some employees, employee and student apathy, and the teaching out of some programs, and the eventual closure of some centers. Therefore, a change of organizational culture not well thought through and managed adequately is worth remaining unchanged.