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Organizational Culture: A Longitudinal Study of a Public Sector Bank


Affiliations
1 Associate Professor, School of Business Public Policy and Social Entrepreneurship, Dr. B. R. Ambedkar University Gate, Delhi 110006, India
2 School of Business Public Policy and Social Entrepreneurship, Dr. B. R. Ambedkar University, Delhi 110006, India
 

This study aims to map cultural changes in the transformational journey of an Indian public sector bank (PSB) using longitudinal data collected at three different points. This study investigates the relationship between Organizational Culture (OC) and the financial performance. The survey was conducted out using the Organizational Culture Assessment Instrument (OCAI) based on the competing values framework. The findings revealed an emerging pattern between changing culture and financial performance of the Bank culture indicating a shift from clan culture of pre-change initiatives to market culture of phase 1 to primacy of market culture of phase 2, in phase 3 hierarchy was the dominant culture. The findings contradict the extant literature that categorizes public sector employees as resistant to change, adapting to the top leader’s mission in this case. This study maps cultural change in PSB through a longitudinal study using Competing Value Framework (CVF) in an emerging market context, examining the past (then), current, and preferred culture.

Keywords

Organizational Culture Assessment Instrument (OCAI), Competing Values Framework (CVF), Longitudinal Study.
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  • Organizational Culture: A Longitudinal Study of a Public Sector Bank

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Authors

Richa Awasthy
Associate Professor, School of Business Public Policy and Social Entrepreneurship, Dr. B. R. Ambedkar University Gate, Delhi 110006, India
Diwakar Singh
School of Business Public Policy and Social Entrepreneurship, Dr. B. R. Ambedkar University, Delhi 110006, India

Abstract


This study aims to map cultural changes in the transformational journey of an Indian public sector bank (PSB) using longitudinal data collected at three different points. This study investigates the relationship between Organizational Culture (OC) and the financial performance. The survey was conducted out using the Organizational Culture Assessment Instrument (OCAI) based on the competing values framework. The findings revealed an emerging pattern between changing culture and financial performance of the Bank culture indicating a shift from clan culture of pre-change initiatives to market culture of phase 1 to primacy of market culture of phase 2, in phase 3 hierarchy was the dominant culture. The findings contradict the extant literature that categorizes public sector employees as resistant to change, adapting to the top leader’s mission in this case. This study maps cultural change in PSB through a longitudinal study using Competing Value Framework (CVF) in an emerging market context, examining the past (then), current, and preferred culture.

Keywords


Organizational Culture Assessment Instrument (OCAI), Competing Values Framework (CVF), Longitudinal Study.

References





DOI: https://doi.org/10.23862/kiit-parikalpana%2F2023%2Fv19%2Fi2%2F223461