Navegando por Assunto "Organizational culture"

Agora exibindo 1 - 2 de 2

Acesso aberto (Open Access)
Cultura e comportamentos de cidadania organizacional em uma instituição de ensino superior: uma aplicação de modelagem de equações estruturais
(Universidade Federal do Pará, 2024-02-16) VASCONCELLOS, Caitto Arroyo; MATTOS, Carlos André Corrêa de; http://lattes.cnpq.br/3337808570398709; https://orcid.org/0000-0002-3027-7479
This study aims to analyze how different cultural characteristics impact Organizational Citizenship Behavior (OCB) in Higher Education Institutions (HEIs). To achieve this, an exploratory-descriptive survey of a quantitative nature was conducted among 401 employees of a Federal University located in the state of Pará, Brazil. The questionnaire utilized the Organizational Culture Assessment Instrument (OCAI) and Organizational Citizenship Behavior (OCB) scales. Data were processed using the partial least squares structural equation modeling (PLS-SEM) technique through SmartPls4® software. Results indicated a prevalence of hierarchical and clan cultures, along with high OCB scores, both individual-focused (OCBI) and organization-focused (OCB-O). It was concluded that OCB-I is positively and significantly influenced by clan (H1a), adhocratic (H3a), and market (H4a) cultures, while OCB-O is influenced by clan (H1b), hierarchical (H2a), and adhocratic (H3b) cultures. The research contributes theoretically to understanding the role of OCB and its interrelation in the workplace. The expectation is that these findings guide managers in formulating organizational strategies, especially in the public sector.
Acesso aberto (Open Access)
Cultura organizacional, compartilhamento do conhecimento, habilidades profissionais e seus efeitos no desempenho organizacional em uma IFES
(Universidade Federal do Pará, 2023-03-28) NOGUEIRA, Nathalia Maciel; MARTINS, Harley dos Santos; http://lattes.cnpq.br/3094067019584624; https://orcid.org/0000-0002-1400-0939
This study started from a literature review to examine the relationship between Organizational Culture, Tacit and Explicit Knowledge Sharing, and Professional Soft Skills and Hard Skills, investigating their impacts on Organizational Performance, proposing a conceptual model that evidences the relationship that was empirically tested in a federal institution of public higher education of reference, using the path analysis model. The analysis validated the hypotheses formulated and demonstrated that tacit knowledge sharing has a partial mediating effect on the relationship between organizational culture and performance. This study will contribute theoretically with a little-explored approach on the connection between knowledge sharing and professional skills, with a proposition of the concept of skill, and with the strengthening of the approach to building a culture of knowledge sharing in organizations. Its managerial implications, on the other hand, consist of management's investment in knowledge-sharing strategies and practices for the success of organizational performance.