Hofstede's Model Of Organizational Culture
A review of previous important literature is a significant feature of any research study. This chapter begins with a summary of the concept of organisational culture. After presenting different models of organisational culture, the Competing Values Framework is comprehensively debated. This is followed by a discussion on the main concepts of this study: organisational culture and turnover intention. This section dedicated to applicable organisational studies conducted in the Sri Lnakan Information Technology sector. And finally, this chapter concludes with hypothesised relationships between constructs of this study.
2.1 Organizational Culture:
The term organizational culture (OC) first appeared in the academic literature in 1979 in an article
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Hofstede's model is composed of six dimensions that emerged from his research. The model assists in understanding different kinds of organisational cultures based on these organisational dimensions: process-oriented versus results-oriented; employee-oriented versus job oriented; parochial versus professional; open system versus closed system; loose versus tight control; normative versus tight control. Hofstede’s organisational culture dimensions is based on his work on differences in societal cultures. Hofstede (2009) argues that societal culture lies in (often unconscious) values, while organisational culture resides more in (visible and conscious) practices. Consequently, Hofstede's model may be adequate for measuring societal culture where the focus is on those cultural values. However, it might be problematic to study organisational culture that resides more in practices. In this study, the focus is on organisational values and beliefs held by employees of Sri Lankan IT Sector. Thus, it is suggested that Hofstede’s model of organisational culture may not be suitable for measuring organisational culture.
From the previous discussion of measuring organisational culture, it is obvious that there are many approaches to the study and measurement of organisational culture. All of these models study organisational culture from perspectives influenced by studies of societal culture. The purpose of this current study is to investigate the impact of organisational culture on key organisational behaviours and attitudes. Therefore, measuring societal culture is out of scope for this
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