Organizational Culture Trends in Light of Turbulent Times
DOI:
https://doi.org/10.14513/tge-jres.00448Keywords:
COVID-19, CVF, competing values framework, OCAI, Organizational Culture Assessment Instrument, resilienceAbstract
Purpose – The objective of the paper is to provide an overview and examine how economic disruptions and rapid digitalization have influenced organizational cultures of organizations, to identify trands and successful cultural strategies that have emerged during periods of crises.
Design/methodology/approach – The article is using PRISMA method for conducting a systematic literature review of Scopus-indexed articles applying Cameron and Quinn’s Competing Values Framework since 2019, start of the pandemic. Special focus is placed on studies linking organizational culture dynamics to resilience, stability, Covid-19, and innovation within organizations.
Findings – The review found that crisis periods significantly elevate the importance of internal integration within organizations. Shifts towards internal focus reflect in increased values of Hierarchy culture which supports control through structure and planning. Simultaneously, Clan culture gains significance by fostering a sense of security via collaboration and belonging. Adhocracy culture tends to emerge in response to innovation-driven strategies during crises. The measurement of desired cultures show, that post-crisis, organizations often express a desire to revert to their pre-crisis culture types. Market culture supports resilience via strong supply chain integration.
Originality – This study offers a comprehensive synthesis of empirical findings on cultural shifts in organizations facing crisis situations. It emphasizes the strategic applications of the Competing Values Framework in navigating organizational responses to disruption.
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