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Purpose The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach. Design/methodology/approach This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic regression models. This survey includes 528 employees working in 28 different industrial sectors in 37 countries, most of which are in Europe. Findings The results suggest a positive impact of organizational characteristics on the adoption of OI (i.e. including the adoption of outside-in and inside-out OI activities in participating organizations), showing that the openness of an organization’s culture increases its likelihood of adopting an OI paradigm. More importantly, the results highlight the positive mediating effect of employees’ knowledge and rewards on this relationship. Research limitations/implications The data set that was the basis of this paper was generated in European countries, the results of the analysis are limited and appropriate for this region and may vary when applied to other regions of the world. Practical implications The proposed multi-level approach offers new insight into organizational knowledge. It enables the improvement of OI and knowledge management practices in organizations by assisting practitioners and academics in recognizing the relationship between organizational culture; employees’ knowledge, attitudes and rewards; and the adoption of the OI paradigm. Social implications This paper offers a possible explanation on why open-border cultures are more likely to have a successful OI adoption, by relating it to factors that advance in the presence of an open-border culture, such as active participation of OI relative departments in knowledge sourcing and knowledge exchange, and rewarding employees for OI activities. Originality/value This paper presents a new framework which links organizational culture to OI, moving on from merely examining culture in terms of its positive or negative impact on OI adoption. It contributes to research on the OI paradigm and knowledge management by highlighting the significance of antecedents and mediators from a multi-level perspective using multiple units of analysis. Most previous studies focus on a single unit of analysis.

Amaç – Bu araştırmada, yapı, misyon, girdiler, kaynaklar, paydaşlar ve çevreyle ilişkileri açısından karmaşık örgütler olarak nitelendirilebilen üniversitelerin, stratejik plan gereği yapmak durumunda oldukları -ancak tanımı, sınırları, bileşenleri, analiz yöntemleri itibariyle çeşitlilik ve karmaşa içeren- örgüt kültürü ölçümlerini, hangi alt boyutlarda ve yöntemlerle yaptıklarını, mevcut stratejik planlarını inceleyerek ortaya koymak amaçlanmıştır. Yöntem – Araştırmanın çalışma grubunu 128 devlet üniversitesi oluşturmaktadır. Araştırma tarama modelinde desenlenmiş olup, veriler üniversitelerin stratejik planlarında yer alan örgüt kültürü analizlerini -var olduğu şekliyle- betimlemeye çalışmak için doküman inceleme tekniği kullanılmıştır. Bulgular – Araştırma sürecinde aktif stratejik plana sahip üniversitelerin sadece %17’si örgüt kültürü analizlerini “Üniversiteler için Stratejik Planlama Rehberi”nde önerilen yöntemlerle yapmış, diğerleri (%83) herhangi bir ölçüm yapmadan sadece genel değerlendirme ifadelerine yer vermişlerdir. 128 Devlet üniversitesinin 34’ü, (%33) stratejik planlarında örgüt kültürlerine ilişkin bilgiye yer vermemişlerdir. Tartışma – Üniversitelerin stratejik planlarında, örgüt kültürü analizlerinin amacına uygun yapılma oranı çok düşük düzeyde kalmıştır. Ölçümlenmeyen göstergeler, karşılaştırmalı analiz yapmaya fırsat veremeyeceğinden, hazırlanan planların örgütler üzerindeki etkisini izlemek de mümkün olamayacaktır. Stratejik planların bir zorunluluk ve prosedür olarak görülmesi, stratejik planlamanın gereği gibi uygulanması sonucu elde edilecek kazanımlar konusunda yeterli bilgiye sahip olunmaması, gerçekçi bir yaklaşım ve özenle uygulanmaması gibi konular bu sonucun nedenleri olarak sayılabilir. Purpose –With this study, the organizational culture measurements of universities, which can be defined as complex organizations in terms of structure, mission, inputs, resources, stakeholders and their relations with the environment, it is aimed to reveal what they did with which dimensions and methods by examining their existing strategic plans. Design/methodology/approach – The study group of the research consists of 128 public universities. The research was designed in the document screening model and the document analysis technique was used to try to describe the organizational culture analyzes- as they existin the strategic plans of the universities. Findings –In the research process, only 17% of the universities with an active strategic plan made their organizational culture analyzes using the methods proposed in the "Strategic Planning Guide for Universities", while others (83%) included only general evaluation statements without making any measurements. 34 of the 128 state universities (33%) did not include information about organizational cultures in their strategic plans. Discussion – In the strategic plans of universities, the rate of performing the organizational culture analysis in accordance with its purpose remained at a very low level. It will not be possible to monitor the impact of the prepared plans on the organizations, as the indicators that are not measured cannot provide an opportunity for comparative analysis. Topics such as the fact that strategic plans are considered as a necessity and procedure, not having enough information about the gains to be obtained as a result of the proper implementation of strategic planning, a unrealistic approach and uncareful implementation can be counted as the reasons for this result.

Objectives: to analyze the perception of nursing professionals about patient safety culture in three highly complex hospital institutions. Methods: descriptive and quantitative study with professionals working in care. The Hospital Survey on Patient Safety Culture questionnaire was applied, classifying its dimensions according to the percentage of positive responses (strengthened: ≥75.0%; potential for improvement: 50.0%; weakened: ≤50.0%). Results: four hundred sixty-seven professionals (79.6%), mostly women (88.4%), nursing technicians/assistants (57.2%), 20 to 39 years (60.8%), less than five years in the institution (57.8%) and exclusive bond (79.2%) participated in the study. Safety culture was considered fragile, seven dimensions assessed as such, highlighting “Openness to communication” and “Non-punitive responses to errors” with 50.0%; debilitado: ≤50.0%). Resultados: 467 profesionales (79.6%), en su mayoría mujeres (88.4%), técnicos/asistentes de enfermería (57.2%), 20 a 39 años (60.8%), menos de cinco años en el estudio, participaron en el estudio. institución (57.8%) y bonos exclusivos (79.2%). Cultura de seguridad fue considerada frágil, siete dimensiones fueron evaluadas como tales, destacando “Apertura a las comunicaciones” y “Respuestas no punitivas a los errores” con 50,0%; enfraquecidas/fragilizadas: ≤50,0%). Resultados: participaram do estudo 467 profissionais (79,6%), a maioria mulheres (88,4%), técnicos/auxiliares de enfermagem (57,2%), 20 a 39 anos (60,8%), menos de cinco anos na instituição (57,8%) e vínculo exclusivo (79,2%). A cultura de segurança foi considerada fragilizada, e as sete dimensões foram avaliadas como tal, destacando-se “Abertura para as comunicações” e “Respostas não punitivas aos erros” com

Bu çalışmanın amacı otantik liderlik ile bilgi yönetimi arasındaki ilişkide örgüt kültürünün düzenleyici bir rolü olup olmadığını araştırmaktır. Araştırmanın örneklemini Nevşehir Hacı Bektaş Veli Üniversitesi’nde çalışan öğretim üyeleri oluşturmaktadır. 8 akademik birimde çalışan 103 öğretim üyesine anket uygulanmış ve analiz yapılmıştır. Elde edilen veriler üzerinde frekans analizi, doğrulayıcı faktör analizi, güvenilirlik analizi, korelasyon analizi ve düzenleyici etkiyi ölçmek amacıyla hiyerarşik regresyon analizleri uygulanmıştır. Bulgulara göre otantik liderlik ile bilgi yönetimi arasında pozitif ve anlamlı bir ilişki vardır. Buna karşılık destekleyici örgüt kültürünün bilgi yönetimi ile otantik liderlik arasındaki ilişkide düzenleyici bir etkiye sahip olmadığı bulunmuştur. Bu sonuçların yanında teori ve uygulama açısından bazı kısıtlar ve gelecekteki araştırmaları yönlendirme bakımından öneriler sunulmuştur. The aim of this study is to investigate whether organizational culture plays a moderating role in the relationship between authentic leadership and knowledge management. The sample of the study consists of the faculty members working at Nevşehir Hacı Bektaş Veli University. A questionnaire was applied to 103 faculty members working in 8 academic units and analyzed. Hierarchical regression analyzes were performed to measure frequency analysis, confirmatory factor analysis, reliability analysis, correlation analysis and moderating effect. According to the findings, there is a positive and significant relationship between authentic leadership and knowledge management. On the other hand, it has been found that the supportive organization culture has no moderating effect on the relationship between knowledge management and authentic leadership. In addition to these results, some limitations in terms of theory and practice and suggestions for future research are presented.

Social changes, transformation of human activity from labour to creative work, alteration of material conditions and use of new production factors are bound to cause changes in the organization itself. In the article the author tries to show how the organization could change in the future. The author depicts how the organization changed under the influence of its activity development and under the impact of the external environment. Organization models in industrial, post-industrial and information society are described. Some of these models are designed by the author himself. The organization model in economy of knowledge was considered in detail. The author’s concept implies that in economy of knowledge features and aims of organizations of business and social field will be somewhat similar. Organizations of the future will differ from current organizations in the following way: 1) another organizational culture, which will foster creativity and freedom of man; 2) broad application of knowledge in all fields of organization’s activity; 3) continuous, wide use of innovation in order to attain organization’s goals; 4) high degree of specialization; 5) minimum number of hierarchical levels in management, reducing the use of the command (project) approach to work (task) fulfillment, changing the role of management. Theoretical conclusions are corroborated by examples from world practice, which are not so numerous today.

This research aims to analyze the efforts of the head of Madrasah in developing organizational culture and teacher’s performance in learning process. This is a qualitative research, with observation, interview and documentation as the data collection tehniques. The research is conducted at MIN 5 Majalengka regency, as many as 5 (five) respondent are interviewed during the research. The research finds that (1) the organizational culture at MIN 5 Majalengka regency appears in some school activities, brotherhood atmosphere, and good examples performed by the head of madrasah; (2) The efforts of the head of madrasah to develop school’s organizational culture done in two ways through the head of madrasah’s role and responsibility as the leader of the school and through students’ self development activities; (3) The techniques employed by the head of madrasah to develop teacher’s performance are through class visit, personal meeting, teacher meeting, work-group discussion, teacher training and guidance.

The purpose of this study was to analyze the impact of variable mediation knowledge management innovation in relation to organizational performance and analyze the impact of innovation on the relationship mediating variables of organizational culture on an organi­zation. Population performers in this study were employees of XYZ. Collecting data in this study was conducted using the questionnaire method. Data analysis method used in this study is Partial Least Squares is a powerful method of analysis because it does not assume the data must use a certain scale and can use a small sample. The results showed that (1) knowledge management influence on innovation; (2) The effect on the organizational culture of innovation; (3) Knowledge Management of an effect on the performance of the organi­zation; (4) The organizational culture influence on organizational performance (5) innovation does not affect the performance of the organization, (6) the innovation did not mediate the relationship of knowledge management to organizational performance; (5) innovation does not mediate the relationship of organizational culture on organizational performance. Results obtained interviews innovation does not affect the performance of the organization for their gaps and differences in perception between the authority and powers of innovation, so that innovation is always dependent on the individual who is willing to turn these innovations.

Telkom Divisi Digital Service (DDS) is a unit responsible for product innovations for Telkom. An internal survey conducted in June 2016 showed the lack of good understanding about the innovation process among employees. Entropy measurement showed that the organization culture categorized as “less than healthy”. Moreover, the implementation of virtual organization resulted in a lot of confusion among the employees. This research aimed to investigate the influence of Organization Culture variable and Organization Structure variable to the Innovation Process variable. Data were collected by distributing online questionnaires to 308 DDS employees and got 202 valid responses. Path analysis with SPSS showed that both Organization Culture and Organization Structure, either simultaneously or partially, had a positive influence toward Innovation Process. The Organizational Culture variable has a 37.27% influence towards Innovation Process variable, whereas the Organizational Structure variable has an 8.94% influence towards Innovation Process variable. In accordance with the research result, it is suggested that Telkom DDS focuses on the improvement of the organization culture to increase the innovation process. And for further research, it is recommended to explore other variables uncovered yet in this research, such as leadership within an organization, work environment, etc.

Governments, companies, universities, institutes, and individuals all over the world have prioritized innovation on their agenda and some have declared innovation as a strategic goal, but for a few of them, innovation has been a way of life. Organizational development depends on human capabilities more than ever. Not just intellectual, emotional, executive, experiential, and physical quotients of human capacity, but also creative, spiritual, passionate, motivational, and social quotients now need to be considered. When an invention is valued, it becomes an innovation. Although, innovation began with human, it is hard to pinpoint the first inventor in history. Transformation from a learning organization to a thinking organization is needed to be able to sustain innovative culture. At this point, the hard question is how? A smart, creative and dynamic innovation culture will help organizations to see the value of invention. In this study, a brief review is first made on the historical backgrounds of universities, institutes, industrial revolutions, and management systems in order to understand the evolution of the concept of innovation. Then, IVALUE7, a management model for dynamic, smart innovation organizational culture, will be introduced and discussed.

In this study,the author investigate the relationship of leaderhip, organization culture and work satisfaction toward organizational citizenship behavior on employee in PT Batavia Prosperindo Finance,Tbk. In the company’s life, there are several holders an important role in the company itself. Employee can give a contribution to productivity in the firm by extra role without compentation.Researcher use leadership, organization culture, work satisfaction, and also OCB as the variables. Researcher use SPSS version 22 to descriptive analyses and also structural equation model (SEM) by lisrel 8.8 software. The research show there is influence leadership, organizational culture and work satisfaction to OCB on employee with R determination 0,43. Keywords: leadership, organization culture, work satisfaction and OCB

The article is about the question of information transparency as the quality characteristics of the organizational culture. The author describes the new properties of the organizational culture arising in the conditions of informatization of economic relations, the relation between information content and organizational culture, the role and functions of information transparency in a modern company. In study elaborated a model of interaction between the components of organizational culture through information transparency.

Değişmekte ve gelişmekte olan küresel piyasalarda insan gün geçtikçe daha önemli bir unsur haline gelmektedir. Sıradan ve monoton bir düşünce yapısının aksine fark yaratmaya odaklı bir gelişim söz konusudur. Bu gelişimi, örgüt içerisinde yer alan farklılıklara yönelmekle gerçekleştirmek mümkün olmaktadır. Her farklılık, işletme içerisinde farklı bir yaklaşım ve düşünce akımı sağlamaktadır. İşletmeler, başarısını arttırabilmek için farklılıklara açık olmakla yetinmemeli ve bu durumu örgüt içerisinde kültür haline getirmelidir. Farklı bakış açıları yenilik getirmektedir, işletmeyi iyileştirmekte ve yükseltmektedir. Örgüt içinde farklılıkların yönetilmesi işletmelere birçok avantaj sağlar. Farklılıkların yönetimi, örgüt yapısını esnek bir hale getirerek karar almada ve sorunların çözümünde büyük rol oynamaktadır. Farklılıklar etkin yönetilmediğinde, çalışanlar ve yöneticiler arasında ön yargılardan kaynaklı çatışmalar ortaya çıkmakta ve tehdit olarak algılanabilmektedir. Bu çatışmaların önüne geçmek ve farklılıklara karşı olan olumsuz tutumları ortadan kaldırmak için örgüt içerisinde düzenlemelere gitmek gerekmektedir. Oluşturulacak yazılı ve yazısız kurallar ile bu düzenlemeleri kültür haline getirmek mümkün olmaktadır. In changing and developing global markets, people are becoming more and more important. Contrary to ordinary and monotonous thinking, there is a development focused on making a difference. It is possible to realize this development by turning to the differences within the organization. Each difference provides a different approach and current of thought within the enterprise. Businesses should not confine with being open to differences to increase success, it should turn this into a culture within the organization.Managing differences within the organization provides businesses with many advantages. Diversity management plays a major role in decision-making and problem solving by making the organizational structure flexible. When differences are not managed effectively, conflicts arising from prejudices between employees and managers arise and can be perceived as threats. In order to prevent these conflicts and eliminate negative attitudes towards differences, it is necessary to make arrangements within the organization. With written and unwritten rules to be created, it is possible to transform these arrangements into culture.

The banking sector is one that is characterized by the high need of management experience and agility to cope with the fast-paced competition raised by the international alliances in this business. The Omani banking sector in general is one of the infrastructure businesses that has essential role in the realization of the Omani Renaissance. This sector has achieved remarkable improvements in terms of the cutting edge technology it has adopted. To reach the Omani aspiration in its economic renaissance, various soft issues beyond technology are to be tuned well to reach of the required competitiveness. Softer issues such as knowledge management are one of the critical soft issues that forms the aim of the study presented, and in particular, to explore how organizational knowledge is shared and nurtured in the sector. Questionnaire-based survey and semi-structured interviews were used to collect both qualitative and quantitative data from over 300 hundred banking employees from five different banks. Clustered sampling was used for the survey and interviews were selective; targeting senior administrator in the sector. The qualitative data was analyzed using SPSS descriptive statistics and thematic analysis was used for analyzing the qualitative data. The study found that the sector has built a competitive cutting edge banking technology over relatively short span of time; however there is still vast room for improvement at the administrative side of the work. Among the recommendations, is having a conscious systematic effort by the sector administration to build physical and virtual facilities for exchanging knowledge among its employees and to provide work stability and an effective reward system for knowledge sharing behavior.

The article deals with the question which management philosophy is better, management philosophy based on culture HOW or management philosophy based on culture WHY. With respect to this article, author used these techniques, namely quantitative research, case methodology and literature analysis. Consequently, from the research, it can be predicted that most companies prefer a management model which inclines more towards planning, organizing and controlling than to leadership. This approach is a part of the traditional management system through which the organizational culture of “HOW” is implemented. The hidden costs of this model are apathetic staff, lost revenues and mainly work-related stress. These factors, which cause a lack of participation in the workplace, similarly lead to paralysis of innovation capabilities of most companies. They negatively affect the overall productivity of the economy and cause considerable social costs. However, there is also alternative management system based on the WHY culture. This management system, which releases initiative, creativity and enthusiasm, was investigated in the Toyota, FAVI and W. L. Gore. Author found out that these companies are able to eliminate the negative consequences of the traditional management model. The key features of this model are trust, freedom and responsibility, all three of which enrich the system with the ability to learn iteratively from one’s own mistakes.

A lecturer has to understand the intellectual capital for creating qualified graduates. The aim of this research is to find out the impacts of organization culture and corporate governance on the lecturers intellectual capital. The population is the lecturers from three public universities; samples are 300 respondents, were taken by accidental sampling method. Data was collected by questionnaire; data analysis method is discriminant analysis with SPSS. The results are (1) There is no difference of organization culture and corporate governance factors in affecting intellectual capital. (2) Organization culture has insignificant effects on lecturer's intellectual capital. (3) Corporate governance has significant effects on lecturer's intellectual capital.

Tez, yazarı tarafından 25.01.2021 tarihine kadar erişime kısıtlanmıştır. Bu çalışmanın amacı, örgüt kültürü ve liderliğin performans üzerinde bir etkisinin olup olmadığının araştırılmasıdır. Çalışmaya öncelikle örgüt kültürü, liderlik ve performans konularının literatürde araştırılmasıyla başlanmıştır. Yapılan araştırmalarda bu üç konunun genellikle tek başlarına ele alındığı; örgüt kültürü, liderlik ve performans konularının birbirleri üzerine etkilerinin ele alındığı çalışmaların ise yeterince olmadığının farkına varılmıştır. Bu Çalışmada da literatürde ki bu eksiklik üzerine yoğunlaşarak, örgüt kültürü ve liderliğin performans üzerindeki etkilerinin neler olduğu incelenmiştir. Tezin ilk bölümünde örgüt kültürü kavramı açıklanmış ve örgüt kültürünü oluşturan boyutlar anlatılmıştır. Çalışmanın ikinci bölümünde liderlik kavramı açıklanmış ve liderliği oluşturan boyutlar incelenmiştir. Çalışmanın üçüncü bölümünde ise örgüt kültürü ve liderliğin performans üzerindeki etkilerinin neler olduğu, anket verilerinin yardımıyla incelenmiştir. Yapılan anketin ana kütlesini bir alış veriş merkezinin yöneticileri teşkil etmektedir. Yapılan analizler sonucunda: örgüt kültürü ile liderlik, örgüt kültürü ile performans ve liderlik ile performans arasında anlamlı bir ilişki olduğu görülmüştür. The aim of this study is to investigate whether the organizational culture and leadership have an effect on performance. The study, in the first place, starts with literature search on organizational culture, leadership and performance. The literature search displays that these three subjects are usually studied on their own and effects of organizational culture, leadership and performance on each other are not sufficiently tackled. Thus, this study intends to help filling this gap, through a survey-based investigation. In the first part of the study, the concept of organizational culture is defined and the dimensions that constitute the organizational culture are explained in detail. In the second part of the study, the concept of leadership is defined and the components that compose the leadership concept are described in detail. In the third part of the study, the impact of organizational culture and leadership over performance is examined with the assistance of survey data. The main mass of the survey is represented by the managers of a shopping mall. As a result of the analysis, it was seen that there is a meaningful relationship between organizational culture and leadership, organizational culture, performance and leadership and performance.

This research study investigates the relationship of innovation with organizational performance of the telecommunication sector. The independent variables are process innovation, product innovation and organizational innovation as an organizational culture as moderating variable. The research is survey research in which questionnaire is administered to 200 employees that are concerned with innovation in telecom industry present in Islamabad and Rawalpindi to ensure reasonable response. The data was analyzed through the SPSS v.20 software. Results showed that product innovation, process innovation and organizational innovation has a positive impact on organization performance.

[This corrects the article on p. 878 in vol. 7, PMID: 27378978.]. There was a mistake in the Intervention group values at Times 1 and 2 in Table 1. The correct version of Table 1 appears below. The authors apologize for the mistake. This error does not change the scientific conclusions of the article in any way.

The author, due to the didactic needs and seeing a small gap in the way of presenting scientific data on the area of social science, have decided to present this work hoping that it will influence on widening both the social science and geography knowledge of the recipients, having connected the development and creation of certain social phenomena with particular economic activity, that is, the extraction of mineral resources. The aim of the hereby text is to present such social phenomena like organizational culture, discourse and social capital. The notions mentioned above ought to concern not only students, but also the specialists and scientists dealing with any of those two fields, as it seems prudent to follow the path of closely connecting two major issues emerging from two distinctively separate areas of science if that may help to better understand how such mixture influence people’s behaviour and allows to draw conclusion on the effect such actions may have on community or society. Moreover, such fact was prior for the author to decide to work on the problem of protests for mining in the future. On the other hand, the article may help in organizing the process of exploitation of mineral resources in the different organizations involved in this type of activity.

The main purpose of this research is investigate organizational culture associate with sufficiency school management of secondary schools in upper northeastern provincial cluster 2, Thailand. In respect to this purpose, researchers study the relationship and effect of organizational culture toward the level of implementation in sufficiency school management. Research samples involved are 100 secondary schools under the Secondary Educational Service Area Office 22 and Office 23, selected by stratified random sampling. A five Likert-scale instrument used to collect data. Data analyzed by using descriptive analysis namely frequency, percentage, mean, standard deviation and inferential analysis like correlation and Stepwise multiple regression. Results reveal that organizational culture as well as sufficiency school management level are at high level. In addition, result shows that there is a positive and significance relationship between organizational culture and the level of sufficiency school management at the significance level as 0.05. Subsequently, contribute a total of 74.30 percent of variance on the level of implementation in sufficiency school management. The 3 significance predictors are quality, decision making and empowerment affecting sufficiency school management.

This research aimed to find out the direct and indirect effect of organization culture, head master’s entrepreneurial competence, and organization culture on the quality of education service of Islamic junior high schools at Islamic boarding schools in Central Lombok. This was a quantitative research with 76 staffs/teachers taken for sample with proportionate stratified random sampling. The data were collected by using questionnaire and analyzed by using path analysis. The result showed that: 1) there was effect of organization culture on the quality of education service, 2) there was no effect of headmaster’s entrepreneurial competence on the quality of education service, 3) there was effect of organization culture on organization climate.4) there was effect of head master’s entrepreneurial competence on organization climate, 5) there was effect of organization climate on the quality of education service, 6) there was effect of both organization culture and head master’s entrepreneurial competence on the quality of education service, 7) there was no effect of organization culture and head master’s entrepreneurial competence on the quality of education service mediated by organization climate. The implication is that the organization culture, head master’s entrepreneurial competence, and organization climate need to be optimized for increasing the quality of education service)Keywords: Organization Culture, Entrepreneurial competence, Organization Climate, The Quality of Education Service

Teacher’s performance is the main key of school organization’s success. As the key, teachers’ genuineness is highlighted to be the most demanding of the school operations. They are actors, patrons, front liner workers, and models for the future. It shows that the role of teachers is the center of school operations. In the same situations, school operations are affected by school culture and quality management practices that enhance the teachers to do their duties properly. Teachers’ performances are tied to the culture and total quality management practices of the schools. The purpose of this research is to elaborate the relationships between implementation of total quality management practices, organizational culture and teacher’s performance. The research results indicate that there is a strong relationship between total quality management practices and teacher’s performance. Also there is a moderate relationship between organizational culture and teacher’s performance. While the relationship between total quality management and oganizationa culture is moderate relationship. Both total quality management practices and organizational culture positively and significantly affect teacher’s performance. DOI : https://doi.org/10.21632/irjbs.6.2.105-119 Keywords: Teacher’s Performance, Quality Management Practices, Organization Culture, School Operation

This intervention study examines the iterative reprocessing of explicit and implicit attitudes as the process underlying associations between positive employee attitudes (PsyCap), perception of positive organization culture (organizational virtuousness, OV), and work happiness. Using a quasi-experimental design, a group of school staff (N = 69) completed surveys at three time points. After the first assessment, the treatment group (n = 51) completed a positive psychology training intervention. Results suggest that employee PsyCap, OV, and work happiness are associated with one another through both implicit and explicit attitudes. Further, the Iterative-Reprocessing Model of attitudes (IRM) provides some insights into the processes underlying these associations. By examining the role and processes through which explicit and implicit attitudes relate to wellbeing at work, the study integrates theories on attitudes, positive organizational scholarship, positive organizational behavior and positive education. It is one of the first studies to apply the theory of the IRM to explain associations amongst PsyCap, OV and work happiness, and to test the IRM theory in a field-based setting. In applying attitude theory to wellbeing research, this study provides insights to mechanisms underlying workplace wellbeing that have not been previously examined and in doing so responds to calls for researchers to learn more about the mechanisms underlying wellbeing interventions. Further, it highlights the need to understand subconscious processes in future wellbeing research and to include implicit measures in positive psychology interventions measurement programs. Practically, this research calls attention to the importance of developing both the positive attitudes of employees and the organizational culture in developing employee work happiness.

O estudo contextualiza o processo de profissionalização da gestão hospitalar e destaca os desafios para a atuação das lideranças para lidar com a dimensão do conflito existente entre as subculturas médica, de enfermagem e administrativa. Trata-se de pesquisa descritiva, quanto aos fins, e pesquisa de campo, quanto aos meios, e os instrumentos de investigação foram observação participante e entrevista. A amostra envolveu trinta profissionais da organização. Os dados indicam que os conflitos entre as subculturas são derivados das formas de controle do trabalho, divergência de interesses e desigualdade de tratamento social. Nesse sentido, a atuação da liderança deve deslocar-se de uma perspectiva do comando e controle para outra mais subjetiva, como a construção de relações de confiança, a mediação ou ainda a atribuição de significado para a ação dos liderados. A ênfase do processo de gestão estaria apoiada na construção de relações de alteridade, entre sujeitos, orientada por processos de diálogo e negociação. This study analyzes the context of the hospital management professionalization process showing as the main challenges the leadership role to solve the conflict between the doctor, the nurse and the administrative sub-culture. This is a descriptive research and a field investigation based on the survey tools with interview and observation of thirty professionals from the hospital. The results show that the conflict between the various kinds of activities is derivate from the control rules within the hospital, the difference of social assistance and individual values. The conclusion points the need to change the leadership focus from total control to a more flexible kind of management, with emphasis in the dialog and negotiation between these activities in a hospital.

To keep pace with the rapid changes in the environment, organizations must keep pace, otherwise they are likely to perish. They have to remain flexible and continually improve to gain competitive advantage and must be able to adapt and strive to take the lead, otherwise their survival will be at stake. To meet the challenges posed by this rapidly changing environment, an organization must create and assimilate new knowledge at an increasing pace, encourage innovation and learn to compete in new ways. The culture of the organization plays a very significant role in keeping the process of learning vibrant in the organization leading it to become a learning organization. The present paper identifies the relationship between the organization culture and the learning organization in Indian business organizations and concludes that the organization culture plays a vital role in the development of a learning organization. It further contends that three major constructs of organization culture, i.e., openness, proaction and experimentation tend to provide the members of an organization with a sense of direction and creative thinking which in turn enhance organizational learning in turbulent environment.

The article rises the question about cultural (values, mentality) impact on attitudes to innovation. Data on innovation activity in Russia is given in comparison with information about other countries and results of cross-cultural researches of interrelationships between cultural values (according to Schwartz’ methodology) and attitudes to innovations in Russia and Canada. The authors also analyze the results of their research related to the social-psychological basis of innovations and share some ideas about Russia’s innovative climate. In addition, they offer some recommendations about how to overcome cultural and psychological barriers when aiming at the innovative development of Russia. Note: Downloadable document is in Russian.

The purpose of this research is to detect correlation between organization culture with organization commitment on Employee at PT. Yodya Karya. The research is done during for two months since May until June 2014. The method of research is survey method with correlation approach. The population research was employee in PT. Yodya Karya center board with total 57 employee, and 48 employees for sampling and usedprobability random sampling. Instrument that used to get variable data X (Organization Culture) and variable data Y measured by questionnaire using Likert scale. The analysis test by finding regression equation, that is Ŷ = 45,47 + 0,29X. Analysis rules test that is test normalitas while analysis rules test that is test normalitas regression estimation error Y on X with test Liliefors got Lhitung (0,1202) < Ltabel (0,1278) matters this means sample comes from population normal distribution. Significancy test and regression linearity by using analysis table varians (Anava) got regression similiarity Fhitung (8,67) > Ftabel (4,05) that declare regression very mean with regression linearity test that produce Fhitung (0,91) < Ftabel (2,04) that show the regression model that used linear. Correlation coefficient hypothesis test is done with formula product moment produce rhitung = 0,401. Significancy test with thitung (2,97) > ttabel (1,68). Because thitung > ttabel, from watchfullness result so researcher can conclude that found connection significant between organization culture with organization commitment on employee PT. Yodya Karya. Determination coeficient test produce KD as big as 16,1%. So can be taken conclusion found which are positive connection and significant between organization culture and organization commitment.Keywords : Organization Culture, Organization Commitment

Article discusses factors that influences college management performance, those are technology and information system, quality management system, and organization culture. The research is done by using Pearson correlation method, linear regression, and Customer Satisfaction Index (CSI) using cartesius diagram. Based on correlation test, there are only two out of three variables having significance correlation with performance management, that are quality management system and organization culture.

Motivation: The paper presents basic issues related to a safety culture. It shows the explanation of terms ‘culture’ and ‘organizational culture’, which safety culture makes a part of. There is also presented a model of shaping of a safety culture. The empirical part presents the studies on the impact of an attitude and behaviour of employees on the development of safety culture based on the model of shaping of a safety culture.Aim: The aim of the study was to analyze an attitude and behaviour of employees and their impact on shaping of a safety culture in a given enterprise. Research tools were: interview, documentation, analysis and anonymous survey given to enterprise employees.Results: The study shows that majority of employees act in accordance with rules and try not to take risky actions, they also feel responsible for the safety of themselves and their co-workers; the environment and working conditions are in line with legal requirements, and accidents rarely occur.

Nursing as a profession today still faces several challenges. There seems a dire need to produce such professional nurses that up bring the dignity of this distinct profession. The heavy responsibility of producing such professional nurses lies in the hands of nursing institutions and primarily the schools and colleges of nursing. The standard of the education offered by these institutions plays an important role in this regard. While addressing at the inaugural ceremony of the Aga Khan University School of nursing and midwifery, His Highness the Aga Khan, chancellor of the Aga Khan University spelt out the vision for the nursing profession in the following words “today, this is the beginning, the birth of a new medical institution in Pakistan, the Aga Khan University…and I hope, this day will also be the dawn of a new dimension for the profession of nursing in Pakistan”. Thus it is important that nursing institutions undergo continuous quality assurance process to maintain the high standards of nursing education to develop nurses that can claim their position in this challenging era. Link: http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/58/330

Bu çalışmanın amacı, örgüt kültürünün üretim işletmelerinin performansına etkisini araştırmaktır. Bu çalışmada örgüt kültürü ile işletme performansı arasındaki ilişki araştırılırken, öte yandan örgüt kültürü alt boyutları belirlenerek bu alt boyutlarla işletme performansı arasındaki ilişki araştırılacaktır. Bu sebeple Adana Organize Sanayi Bölgesinde faaliyet gösteren üretim işletmeleri üzerinde bir uygulama yapılmıştır. Bu araştırmada kullanılan veriler, anket yöntemiyle elde edilmiştir. Yapılan analizler neticesinde, örgüt kültürünün ve örgüt kültürünün sonuç ve destekleyicilik alt boyutu hariç, diğer alt boyutların üretim işletmelerin performansı üzerinde etkisi olduğu tespit edilmiştir.Anahtar kelimeler: Örgüt, örgüt kültürü, işletme performansı Aim of this study is to research effects of organization's culture on the production firms' performance. In this study, the relationship between organization culture and firm performance has been examined and on the other hand, the sub-dimensions of organization culture have been designated and also examined the relationship between these sub-dimensions and firm performance. Thus, a study on production firms which are located in Adana Organized Industrial Zone has been performed. Datas are collected by sample surveys. Finally, analysis has showed that organization's culture and sub-dimensions of organization's culture -except for consequence and support dimensions- have effects on production firms' performance.Keywords: Organization, organization culture, business performance 105

Possibility of Six Sigma implementation in small/medium enterprise (SME) in construction industry is the goal of this paper. Robust conception of Six Sigma is taken as one option of flexible approach used in construction industry for risk management. High level of risk on the operations management is very important feature in comparison between construction industry and other economy branches. This problem is connected with very restricted level of automation and robotics, influenced environment, etc. Hierarchical culture with fragmentation of activity and low cost preferences as typical approach in construction industry seems to be important reasons of problems in Six Sigma implementation process. Presented conception is based on hybrid approach for flexibility implementation: robustness (Six Sigma), adaptation, simplification (Japan flexibility school) and modification of organizational culture. All four elements were fitted together for achievement of synergy effect.

Vaikų socializacijos centro kaip netradicinės bendrojo ugdymo mokyklos veiklos turinys apima ne tik švietimo darbo ir pagalbos organizavimą, todėl ugdytinių socializacija vaikų socializacijos centruose laikytina sėkmingo sugrįžimo į sociumą ir integravimosi visuomenėje pagrindu. Atskleidus vaikų socializacijos centrų kultūros ir ugdytinių socializacijos proceso per vertybes, normas, nuostatas, elgesio taisykles ir kitas sąsajas, darytina prielaida, kad vaikų socializacijos centrų kultūros perėmimas yra viena svarbiausių pozityviosios socializacijos sąlygų. Šiame straipsnyje analizuojami vaikų socializacijos centrų kultūros veiksniai ugdytinių socializacijai, ugdytinių ir pedagogų požiūriu. Aptariami empirinio tyrimo rezultatai, išryškinant svarbiausius aspektus, siekiant gerinti socializacijos sąlygas šiose švietimo organizacijose The content of the activities of the children’s socialization centre as a non-traditional general education school covers not only the organisation of education work and assistance; therefore, children’s socialization in such centres should be considered a basis for successful return to the social environment and integration in society. Having revealed the connections of the culture of children’s socialization centres and children’s socialization process through values, norms, attitudes, rules of behaviour, etc., the paper assumes that the takeover of culture of children’s socialization centres is one of the most important conditions of positive socialization. The paper analyses the factors of culture of children’s socialization centres for children’s socialization with regard to children and pedagogues. It discusses the results of the empirical study, pointing out the key aspects, seeking to improve socialization conditions in these educational organisations.

Darbo objektas: organizacinės kultūros raiška Kauno miesto kelionių agentūrose. Darbo problema: nepakankamai atskleista organizacinės kultūros raiška Kauno miesto kelionių agentūrose, ir tai neleidžia pateikti veiklos gairių, kaip organizacijos kultūros valdymo procesai gali būti efektyviau išnaudoti, norint padidinti veiklos efektyvumą. Darbo tikslas: atskleisti organizacinės kultūros raišką Kauno miesto kelionių agentūrose. Darbo uždaviniai: 1. Išskirti organizacijos kultūros ir organizacinės kultūros teorines sampratas; 2. Teoriniu aspektu apibrėžti, kaip valdoma organizacijos kultūra; 3. Ištirti organizacinės kultūros procesų raiškos ypatumus Kauno miesto kelionių agentūrose. Rezultatai: atlikus Kauno miesto kelionių agentūrų apklausą paaiškėjo, jog daugumoje iš jų yra skatinami organizacinės kultūros procesai. Išvados: 1. Organizacijos kultūra — tai natūraliai susiformavusi organizacijos kultūra. Sąmoningai ir tikslingai veikiant organizacijos kultūrą, ji tampa organizacine kultūra, kurios dėka organizacijos veiklai galima suteikti norimo kryptingumo. 2. Organizacijos kultūros valdymas yra sudėtingas procesas, apimantis jos stiprinimą, keitimą ir formavimą. 3. Įmonės, norėdamos geresnių veiklos rezultatų, turėtų atkreipti didesnį dėmesį į šiuos veiksnius, darančius įtaką jų kultūrai ir visai veiklai apskritai: darbo kokybės vertinimo aiškumas, naujų galimybių paieška išorinėje aplinkoje bei nenuspėjamų rinkos veiksnių panaudojimas, darbų atlikimas pagal apibrėžtas taisykles. Didžiausią dėmesį reikia atkreipti į kolektyvo pagalbą asmeninių problemų klausimais ir į valdžios domėjimąsi darbuotojų asmeninėmis problemomis.

Bir toplum tarafından oluşturulan kadın ve erkeğe ilişkin değerler, roller, davranışlar vb. özellikleri tanımlayan toplumsal cinsiyet kavramı, örgüt içinde çalışanların davranışları üzerinde de belirleyici olmaktadır. Kadın ya da erkeğin toplum içindeki konumu gereği kendisi ile özdeşleştirilen eril ve dişil özellikler iş yapış biçimlerine de yansımaktadır. Örgütün “cinsiyete” ilişkin sahip olduğu değerlere bağlı olarak çalışanların örgüt içindeki görevleri, davranışları, değerleri vb. belirlenmektedir. Örgütsel cinsiyet temelinde kadın ve erkek çalışanlardan beklenilenlerin değiştiği, örgüt içinde kadına ve erkeğe farklı koşulların sunulduğu görülmektedir. Günümüzde, örgütsel cinsiyetin organizasyona yansımaları incelendiğinde, hem kadınsı hem erkeksi özellikleri içeren (androjen) bir yapıya doğru bir dönüşüm gözlenmektedir. Kadınların çalışma yaşamında üst kademelere ilerlemesini engelleyen ya da destekleyen unsurlardan birini de örgüt kültürü oluşturmaktadır. Örgüt kültürü, bir örgütte çalışanların paylaştıkları temel inanç, değer, varsayım ve normlardan oluşan VI bir sistemdir. Örgütsel kültür, çalışanları ortak değerler etrafında toplayarak örgütle bütünleşmesini sağlar ve onlara farklı bir kimlik sunar. Çalışma yaşamında erkeklerin çoğunlukta olması, örgüt kültürünün oluşmasında erkeklerin belirleyici bir faktör olmalarını sağlamıştır. Dahası örgüt kültürünün rekabetçilik, atılganlık ve bağımsızlık gibi erkeklere yakıştırılan özelliklere sahip olduğu bilinmektedir. Bu yüzden, aynı örgüt kültürü, benzer işleri yapan kadınlara ve erkeklere farklı gelişimi olanakları sunulması durumunu ortaya çıkarmıştır. Bu tezde; kültür, örgüt kültürü, toplumsal cinsiyet ve cinsiyete dayalı ayrımcılık kavramları ile ilgili literatür taraması yapılarak, kavramlar ve ilgili yaklaşımlar açıklanmıştır. Bu konunun seçilmesindeki temel hareket noktası; işgücü piyasalarının ve buna bağlı olarak çalışma örgütlerinin erkek egemen bir yapıda yani ataerkil kültüre hakim olmaları ve bunun da çalışan kadınlar üzerinde bir baskı yaratıyor olabileceği düşüncesidir. Bu araştırma Konya'da faaliyette bulunan kurumlarda gerçekleştirilmiştir. Araştırmada örgüt kültürünü oluşturan yönetici özellikleri ve yönetim tarzı gibi faktörler ve demografik özellikler ile kadın çalışanların kariyer gelişimleri arasında ilişki olup olmadığını belirlemek amaçlanmıştır. Örgüt kültürünün kadınların kariyer gelişimi üzerindeki etkisini tespit etmede anket yöntemi kullanılmıştır. Araştırmada elde edilen verilerin analizinde, yönetici özellikleri, yönetim tarzı ile kariyer gelişimi arasındaki ilişki araştırılırken korelasyon analizinden yararlanılmıştır. Ayrıca demografik özelliklerin kadınların kariyer gelişimi üzerinde bir farklılığa neden olup olmadığının araştırılmasında ise frekans tabloları ve varyans analizlerinden yararlanılmıştır., The concept of social gender is defined as all the values, roles and behaviors, which are related with women and men in society. The perception of social gender according to different societies affects the organizational behavior. Feminine and masculine characteristics of women and men in society according to their social roles are reflected in the job or in the way that they perform their job. Roles, behaviors, and values of the employees are determined according to the values, which are related with the concept of gender in the organization. Expectations from women and men differ under the basis of organizational gender. Opportunities of women and men are different in the organizations. However, the reflections of organizational gender in the organizational behavior have started to be perceived in the organizations, and androgen organizations have started to occur in today’s business world. Organization culture constitutes one of the elements preventing or supporting women in their work life to promote to higher positions. Organization culture is a system consists of basic principles, values, assumptions and norms shared by the employees in an organization. Organizational culture enables employees to unite with the organization by gathering them around the common values and offers them a different identity. The fact that men constitute the majority of the work force caused them to be a determinative factor in the formation of the organization culture. Moreover, it is known that the organization culture has the masculine characteristics such as competitiveness, enterprising and independence. Therefore, same organization culture offers different advancement opportunities to men and women doing similar jobs. In this thesis; culture, organizational culture, gender and gender discrimination concepts have been described through a detailed literature review; concepts and related approaches have been explained. The main factor of choosing this subject was the idea of masculine structure of labour markets and related organizations which may cause a work pressure on female employees. This study was carried out in the public institutions operating in Konya. It is aimed to determine whether there is any relationship between the factors forming organization culture such as manager’s characteristics, management styles and demographic features and career development of women workers. Survey method is used to determine the effect of organization culture on the career development of women. To study the relationship between the manager characteristics, management style and career development, correlation analysis is applied when analyzing the data obtained from this survey. Furthermore, in studying whether demographic features cause any difference on career development of women or not variance analysis used.

The issue of ethical behavior in Public Accountant Firms has received much attention in recent years. This research combines individual factors which includes emotional quotient, spiritual quotient and external factors as well as organization culture to predict and explain the auditors ethical behavior in Public Accountant Firms. The use of questionnaire instrument is adapted from Goleman (2005), Zohar & Marshall (2002), Robbins (2006), Arens, Loebbecke (1986). Population in this research is 49 auditors in East Java, as listed in the Directory of Public Accountant 2009. The results, which are based on multiple regression analysis, indicate that emotional quotient, spiritual quotient and organization culture increase auditors ethical behavior by 53,8%, while the remainder 46,2% is explained by other variables out of this model. Based on t analysis, spiritual quotient and organization culture have significant impacts on auditors’ ethical behavior. On the other hand, emotional quotient does not have significant effect on auditors’ ethical behavior. Future research is expected to extend area coverage, and use additional instrument to gain better insight for auditors’ ethical behavior. This research proposes that auditors’ ethical behavior could be improved so that audit profession could fulfill the ‘pillars of integrity’.

Balıkesir Üniversitesi, Sosyal Bilimler Enstitüsü, Eğitim Bilimleri Ana Bilim Dalı, Bu araştırmanın amacı, Balıkesir İlköğretim okullarında görev yapan yönetici ve öğretmenlerin çalıştıkları kurumun örgüt kültürünü nasıl algıladıklarını belirlemektir. Bu sebeple ilköğretim okullarında var olan kültürel yapıyı belirlemek üzere Terzi (2005) tarafından geliştirilen ölçek kullanılmıştır. Ölçeğin birinci bölümünde demografik özellikleri belirlemeye yönelik sorular, ikinci bölümünde ise okul kültürü boyutlarına ilişkin önermeler sunularak okullardaki mevcut durum belirlenmeye çalışılmıştır. Araştırmanın alt problemlerini; ilköğretim okullarındaki kültürel boyutlara ilişkin yönetici ve öğretmen görüşleri, ilköğretim okullarındaki kültürel boyutlara ilişkin öğretmen görüşlerinin cinsiyete, kıdeme ve öğretmenlik branşına göre farklılık gösterip göstermediği ve kültürel boyutlara ilişkin yönetici ve öğretmen görüşleri arasında anlamlı bir farklılık olup olmadığı oluşturmaktadır. Yeterli sayıda yönetici olmadığından dolayı yönetici görüşleri cinsiyet, kıdem ve branş değişkenine göre incelenmemiştir. Araştırmanın evrenini 2006-2007 yılında Balıkesir İli Milli Eğitim Müdürlüğü'ne bağlı il merkezindeki 33 ilköğretim okulu oluşturmaktadır. Ankete dâhil edilen yönetici ve öğretmen sayısı 1524'tür.Geri dönen anket sayısı 852'dir. Bu sayının 47'sini yönetici, 805'ini öğretmen oluşturmaktadır. Elde edilen verilerin analizinde SPSS (13.0) paket programı kullanılmıştır. Araştırma sonuçlarına göre; ilköğretim okullarında yönetici ve öğretmen görüşleri doğrultusunda en başat kültürel boyut görev kültürü çıkmıştır. Yönetici görüşlerine göre; görev kültüründen sonra sırasıyla, başarı kültürü, destek kültürü ve bürokratik kültür gelmektedir. Öğretmen görüşlerine göre ise; görev kültüründen sonra sırasıyla, destek kültürü, başarı kültürü ve bürokratik kültür gelmektedir., The purpose of this research is to determine the perceptions of primary school administrators and teachers on the organizational culture of the schools they work. In order to obtain information on the present organizational structure, a scale developed by Terzi (2005) was used. The first section of the scale interrogated the demographic factors while the second presented propositions on the aspects of school culture to investigate the present situation. The problems lead to the study were administrators and teachers' conceptions that relates to cultural dimensions at primary schools, whether teachers' conceptions on cultural dimensions vary in accordance with their gender, seniority and branches, and if there is a significant difference between administrators and teachers' conceptions. However, as the number of administers was not sufficient, the relationship between their conceptions and subject variables such as gender, seniority and branches was not investigated. Sample group of the study consisted of 1524 administrators and teachers who work at 33 primary schools in the province of Balikesir during 2006 - 2007 academic year. Nevertheless, 852 participants, 47 administrators and 805 teachers answered the questionnaire. The data were analyzed via the software SPSS (13.0). According the findings of the study, it was found that task culture is the most dominant cultural dimension in terms of teachers' conceptions. Also, the findings of the administrators' conceptions indicate that task culture is followed by achievement, support and bureaucratic culture. Finally, according to the teachers' conceptions, task culture is followed by support, achievement and bureaucratic culture.

This paper aimed to analyze the impact of servant leadership on organizational culture, organizational commitment, OCB; and employee performance; organization culture on OCB and employee performance; organization commitment on OCB and employee performance; and OCB on employee performance. Research involved managers and employees of Women Cooperatives in East Java (40 respondents). The analysis is descriptive and used Partial Least Square. The results showed: servant leadership impacted significantly on organizational culture, organizational commitment, OCB and employee performance; organization culture impacted significantly on OCB, but non significantly on employee performance; organizational commitment impacted non significantly on OCB nor on employee performance; and OCB impacted significantly on employee commitment

The paper is concerned with the investigation of organization culture and it sees organization as a complicated social mechanism, which is an especially topical issue in matters of state administration. Many researchers consider that organization culture is the principal potential for the survival of an institution, because organization culture is a factor that creates a sense of security and stability among the employees, it shows why people become members of this organization, how their mutual relationships are formed, what norms and principles of organization life and activities they adhere to; what, to their mind, is good or bad, and what image about the organization in general they present to a wider public. Besides, the quality of organization culture, being a substantially specific essence that affects the employees’ motivation, often shows how the organization copes with the problems of external adaptation and internal integration. The authors of the paper study these essential issues in relation to the problem concerning the competence and ability of contemporary women to occupy leading and important positions, which is often questioned in the labor market. The prevailing opinion as well as the existing perceptions and stereotypes about a male as a more capable organization or institution manager than a female, and also the perception that there is a connection between gender-roles and the quality of organization culture served as the basis for the selection and detailed analysis of this research theme. The “OCAI” methodology developed by Quinn and Cameron (Cameron, Quinn, 1999) was applied in the research on organization culture. The authors analyze the connection of organization culture with gender-roles of managers in various institutions of Latvia and evaluate other criteria of the organization profile as well – determine the criteria of the organization effectiveness, clearness of strategic goals, award system, the prevailing atmosphere in the organization, whether the organization complies with its goals or whether the culture of the organization has to be changed so that it should comply with its goals and should be effective. The research comprised 20 various state and local-government institutions with similar spheres of activity – 10 of them were managed by men, 10 – by women. Besides, the research involved 357 respondents: 174 employees – women, 183 employees – men. To make a more detailed analysis of the data, all respondents were subdivided into 3 age-groups: the 1st group – from the age of 25 to 34; the 2nd group – from the age of 35 to 44; the 3rd group – older than 45. To help the institution managers better understand their professional activity at creating the organization culture of the institution, in this research, the authors of the paper underline the role of gender differences and the influence of the employees’ age- criterion at resolving such problems.

Sustainable Livelihoods is a way of thinking that focuses on human development to recover and increase the ability and capital owned in the present and future. The aim of this research is analysing the relationship between social capitals to improve the ability in the use of governance on sustainable livelihoods. The population is coastal communities of Medan. Samples are 300 respondents were taken by accidental sampling technique. Data were collected by questionnaire; data analysis method is Structural Equation Modelling (SEM). The results are social capital significantly affects governance in Coastal Areas of Medan but governance does not significantly affect the sustainable livelihoods Coastal communities. And social capitals significantly influence sustainable livelihoods.