Page 264 - Proceeding 2015

FAMP PROFIROIU Alina-Georgiana and HURDUBEI (IONESCU) Roxana Elisabeta
CCASP A REVIEW OF ORGANISATION CULTURE ASSESSING INSTRUMENTS

theoretical approach, level of culture they tap into and pragmatism, there is a little practical application of

these tools.

N. Delobbe, R.R. Haccoun and C. Vandenberghe (2005) have presented the comparative study of 20
organisation culture instruments. In their research, they started from the idea that to date, there is no

consensus on a finite set of key dimensions able to describe and compare organisational culture across
a large range of organisations and tried to fill this gap. Therefore, they analysed the dimensions measured
by current questionnaires and synthetized them into four core dimensions that are common: people

orientation, innovation, control and outcome orientation.

Some scholars (Davies, Nutley and Mannion 2000; Shortell &al .2001) were interested in quantitative
measurement of organizational culture in order to determine its relationship with performance and

products and services quality.

Scott et al. (2003, p.924) consider that the option for the best assessment instrument depends on how
the ‘‘culture’’, ‘‘measurement,’’ and ‘‘organization’’ are defined, on the purpose of the investigation, on the

intended use of the results, and the availability of resources. Scott & al (2003) concluded in their study
that the choice of the instruments used is depended of context of cultural assessment and recommended PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest
a multimethod approach.

4. FINDINGS AND CONCLUSION

Different concepts of culture, stemming from anthropology and sociology, have been applied to

organisational studies and there is no consensus on a determined set of dimensions that can describe
the organisational culture across a large range of organisations.

In choosing the instruments for measuring and profiling the organisation culture, there are a variety of

instruments in the market that offer standardisation and the opportunity of benchmarking with other
organisations. However, a multimethod approach that combines qualitative with quantitative approaches
might be more useful in understanding the underlying elements of the culture by putting the culture

investigated into context.

REFERENCES

Balthazard, P.A., Cooke, R.A (2004). ”Organizational Culture and Knowledge Management
Success:Assessing The Behavior–Performance Continuum”, Proceedings of the 37th Hawaii
International Conference on System Sciences, pp.1-10.
Cameron, K.S., Quinn, R.E. (2000). Diagnosing and changing organizational culture, Pearson Education,
Inc. Upper Saddle River, New Jersey, USA.

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