An Organisational Culture Model for Comparative Studies and Assessment of IT Projects

An Organisational Culture Model for Comparative Studies and Assessment of IT Projects

Imran U. Khan (University of the West of Scotland, UK), Abel Usoro (University of the West of Scotland, UK) and Grzegorz Majewski (University of the West of Scotland, UK)
DOI: 10.4018/jhcitp.2012040105
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The research supports the notion that values affect work practices. It develops a comparatively simple organisational cultural model based on four work practices: support orientation, innovation orientation, co-ordination orientation, and rules orientation. For validation, it was operationalised into a 21 item survey questionnaire that mainly used a Likert scale from “strongly agree” to “strongly disagree.” This paper presents the validity and reliability of the items with Cronbach alpha values of between 0.8 and 0.9. Both positive and negative values like trust, honesty, and selfishness affect work practices which are presented as good reflections and measures of organisational culture. The four work practices are reliable and valid reflections of organisational culture. Though not yet extensively tested, the model can be used by IT professionals for assessing IT projects from organisational culture perspective. It also constitutes a useful platform for other research, e.g., effect of organisational culture on knowledge sharing.
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Some of the key studies that attempted to measure organisational culture are Cooke and Lafferty (1987), Hofstede et al. (1990), Denison and Mishra (1995), Van Muijen et al. (1999), Cunha and Cooper (2002), Wilderom et al. (2004), Glisson (2007), MacIntosh and Doherty (2009), and Shim (2010). A common problem with most of these studies and others not mentioned here is that they were context specific; thus it is difficult to generalise their work (Keshavarzi, 2007). Keshavarzi (2007) also criticises some of the studies1 with regards to other aspects of their methodologies.

While context specific and qualitative study can unearth very rich aspects of organisational culture, a quantitative approach is needed to enable comparative studies with context freedom (Park et al., 2004; Eldridge & Crombie, 1974, p. 89). This is the aim of this study.

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