Organizational culture types and individual readiness for change: evidence from Indonesia

Aktsar Hamdi Tsalits; Gugup Kismono

doi:10.14710/dijb.2.2.2019.86-95

DOI: https://doi.org/10.14710/dijb.2.2.2019.86-95

Organizational culture types and individual readiness for change: evidence from Indonesia

Aktsar Hamdi Tsalits¹

, Gugup Kismono²

¹Universitas Diponegoro, Indonesia

²Universitas Gadjah Mada, Indonesia

Citation Format:

Abstract

This study aims to examine the effect of organizational culture types on individual readiness for change in Indonesia as a country with high collectivism. Specifically, this study examines the effect of four types of culture namely clan, adhocracy, market, and hierarchy on individual readiness for change. The sample of this study was 264 employees of XYZ Company, a family company in Indonesia that made changes by releasing part of its shares into the stock market. Test results using simple regression support the hypothesis that clan culture and adhocracy have a positive effect on individual readiness for change. However, the influence of market culture and hierarchy on individual readiness for change was also found to be positive instead of negative as hypothesized. Discussions and suggestions for future research are presented.

Fulltext View|Download

Keywords: organizational culture types; clan culture; adhocracy culture; market culture; hierarchy culture; individual readiness for change

Article Metrics:

Article Info

Section: Articles

Language : EN

In Vol 2, No 2 (2019)

Recent articles

Back matter Front matter Organizational culture types and individual readiness for change: evidence from Indonesia Observing pro-environmental behavior based on consumer attitudes and norms The effect of inflation, profit-loss sharing loan, and capital adequacy towards performance of Indonesian Islamic banks More recent articles

Aiken, M., & Hage, J. (1971). The organic organization and innovation. Sociology, 5(1), 63-82
Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human relations,46(6), 681-703
Bommer, W. H., Rich, G. A., & Rubin, R. S. (2005). Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change. Journal of Organizational Behavior, 26(7), 733-753
Cameron, K.S. & Quinn, R.E. (1999). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Reading, MA: Addison-Wesley
Cameron, K.S. & Quinn, R.E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Fransisco: Jossey-Bass
Cassidy, S., & Eachus, P. (2002). Developing the computer user self-efficacy (CUSE) scale: Investigating the relationship between computer self-efficacy, gender and experience with computers. Journal of Educational Computing Research, 26(2), 133-153
Choi, M., & Ruona, W. E. (2010). Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, 10(1), 46-73
Choi, M. (2011). Employees' attitudes toward organizational change: A literature review. Human Resource Management,50(4), 479-500
Clegg, C., & Walsh, S. (2004). Change management: time for a change!. European Journal of Work and Organizational Psychology, 13(2), 217-239
Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of management journal, 34(3), 555-590
Eby, L. T., Adams, D. M., Russell, J. E., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: Factors related to employees' reactions to the implementation of team-based selling. Human relations, 53(3), 419-442
Gist, M. E., Schwoerer, C., & Rosen, B. (1989). Effects of alternative training methods on self-efficacy and performance in computer software training. Journal of applied psychology,74(6), 884
Haffar, M., Al-Karaghouli, W., & Ghoneim, A. (2014). An empirical investigation of the influence of organizational culture on individual readiness for change in Syrian manufacturing organizations. Journal of Organizational Change Management,27(1), 5-22
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. (7th Eds.). 2010. Multivariate Data Analysis. New Jersey: Pearson Education
Hanpachern, C., Morgan, G. A., & Griego, O. V. (1998). An extension of the theory of margin: A framework for assessing readiness for change. Human Resource Development Quarterly, 9(4), 339
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American psychologist, 44(3), 513
Hobfoll, S. E. (2001). The influence of culture, community, and the nested‐self in the stress process: advancing conservation of resources theory. Applied psychology, 50(3), 337-421
Hobfoll, S. E. (2011). Conservation of resource caravans and engaged settings. Journal of occupational and organizational psychology, 84(1), 116-122
Hofstede, G. (1983). National cultures in four dimensions: A research-based theory of cultural differences among nations.International Studies of Management & Organization, 13(1-2), 46-74
Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. (2007). Readiness for organizational change the systematic development of a scale. The Journal of applied behavioral science, 43(2), 232-255
Hofstede G., Hofstede G. J. & Minkov M. (2010). Cultures and organizations: software of the mind: intercultural cooperation and its importance for survival, 3rd ed., New York: McGraw Hill
Howard, L. W. (1998). Validating the competing values model as a representation of organizational cultures. The International Journal of Organizational Analysis, 6(3), 231-250
Jarvis, C. B., MacKenzie, S. B., & Podsakoff, P. M. (2003). A critical review of construct indicators and measurement model misspecification in marketing and consumer research. Journal of consumer research, 30(2), 199-218
Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change. Journal of Management Studies, 42(2), 361-386
Jung, D. D., Wu, A., & Chow, C. W. (2008). Towards understanding the direct and indirect effects of CEOs' transformational leadership on firm innovation. The leadership quarterly, 19(5), 582-594
Kwan, P., & Walker, A. (2004). Validating the competing values model as a representation of organizational culture through inter-institutional comparisons. Organizational Analysis, 12(1), 21-37
Kwantes, C. T., & Boglarsky, C. A. (2007). Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries. Journal of International management, 13(2), 204-230
Quinn, R. E., & Rohrbaugh, J. (1981). A competing values approach to organizational effectiveness. Public productivity review, 122-140
Quinn, R. E., & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management science, 29(3), 363-377
Roldán, J. L., Leal-Rodríguez, A. L., & Leal, A. G. 2012. The influence of organisational culture on the Total Quality Management programme performance. Investigaciones Europeas de Dirección y Economía de la Empresa, 18(3), 183-189
Schein, E. H. (2004). Organizational Culture and Leadership. San Fransisco: Jossey Bass
Thompson, V. A. (1965). Bureaucracy and innovation.Administrative science quarterly, 1-20

Last update:

No citation recorded.

Last update:

No citation recorded.

Author(s) Rights

In order for Diponegoro International Journal of Business (DIJB) to publish and disseminate research articles, we need publishing rights (transferred from author(s) to publisher). This is determined by a publishing agreement between the author(s) and DIJB. This agreement deals with the transfer or license of the copyright of publishing to DIJB, while authors still retain significant rights to use and share their own published articles. DIJB supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.

As an author, you have rights to a large range of uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. Authors publishing in DIJB has wide rights to use their works for teaching and scholarly purposes without needing to seek permission, including:

use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;
use for internal training by the author's company;
distribution to colleagues for their research use;
use in a subsequent compilation of the author's works;
inclusion in a thesis or dissertation;
reuse of portions or extracts from the article in other works (with full acknowledgement of final article);
preparation of derivative works (other than commercial purposes) (with full acknowledgement of final article);
voluntary posting on open web sites operated by author or author’s institution for scholarly purposes,

(but it should follow the open-access license of Creative Common CC-by-SA License).

Authors/readers/third parties can copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material for any purpose, even commercially, but they must give appropriate credit (the name of the creator and attribution parties (authors detail information), a copyright notice, an open-access license notice, a disclaimer notice, and a link to the material) and provide a link to the license.

Authors/readers/third parties can read, print and download, redistribute or republish the article (e.g. display in a repository), translate the article, download for text and data mining purposes, re-use portions or extracts from the article in other works, sell or re-use for commercial purposes, remix, transform, or build upon the material, they must distribute their contributions under the same license as the original Creative Commons Attribution-ShareAlike (CC BY-SA).

Copyright Transfer Agreement for Publishing (Publishing Right)

The authors submitting a manuscript do so on the understanding that if accepted for publication, the copyright for publishing (publishing right) of the article shall be assigned/transferred to the Department of Management, Faculty of Economics and Business, Universitas Diponegoro as the publisher of DIJB.

Upon acceptance of an article, authors will be asked to complete a 'Copyright Transfer Agreement for Publishing (CTAP)'. An e-mail will be sent to the Corresponding Author confirming receipt of the manuscript together with a CTAP form by the online version of this agreement.

DIJB, the publisher, and the editorial board make every effort to ensure that no wrong or misleading data, opinions or statements be published in the journal. In any way, the contents of the articles and advertisements published in DIJB are sole and exclusive responsibility of their respective authors and advertisers.

Remember, even though we ask for a transfer of copyright for publishing (CTAP), our journal Author(s) retain (or are granted back) significant scholarly rights as mentioned before.

The Copyright Transfer Agreement for Publishing (CTAP) Form can be downloaded here