A THEORETICAL FRAMEWORK ON ORGANIZATION CULTURE DIMENSIONS

Ms. Pallavi Tandon et al., Journal of Management Research and Analysis (JMRA)
Available online at http://jmraonline.com
ISSN: 2394-2770, Impact Factor: 4.878, Volume 05 Issue 04, December 2018, Pages: 263-269
Homepage: http://jmraonline.com, Email: jmraeditor@gmail.com Page 263
A THEORETICAL FRAMEWORK ON ORGANIZATION CULTURE
DIMENSIONS
1
Ms. Pallavi Tandon, 2
Dr. Shikha Mishra and 3
Dr. Jyotsna Diwan Mehta
1
(Research Scholar, Amity University, Sector-125, Noida – 201313 (UP))
2
(Associate Professor, Amity University, UP, Sector-125, Noida – 201313 (UP))
3
(Professor, S.S. Jain Subodh Management Institute, Shipra Path, Mansarovar, Jaipur-302020, India)
Abstract:
Aim of the study: The aim of the study is to explore various culture dimensions and how these dimensions help
to understand the culture concept. The study helps in identifying the various phases of culture in terms of values
and beliefs that dominate in the organization using different dimensions.
Methodology: The paper is the critically review based. This study archives the outcome of a literature review
instruments for exploration of organizational culture.
Finding: The findings of the study reveals that the different organizations have followed different
organizational culture and each culture have different dimensions affecting the working of the organizations.
Understanding of dimensions is essential to understand the culture of the organization.
Limitations: This researcher considers only the facts and reviews based on past literature; no quantitative data
is being collected.
Originality/ Value: There is no study conducted taking into consideration various dimensions of organization
culture. However empirical studies are conducted considering single dimension of the culture. This paper
includes review of six dimensions of the organization culture.
Key Words: Organization, Culture, Leadership, Organization culture, Dimensions
1. INTRODUCTION
Organizational culture refers to the culture in an organization including that of schools, colleges, universities,
not-for-profit organizations, government offices, or business entities. Organizational culture is viewed as
something that describes an organization; it can be controlled and adjusted relying on leadership and members.
Organizational culture speaks to the aggregate esteems, convictions and standards of hierarchical individuals
and is a result of such factors as history, item, advertise, innovation, methodology, kind of workers,
administration style, and national culture; culture incorporates the organizations vision, values, standards,
frameworks, images, dialect, suppositions, condition, area, convictions, and propensities (Needle 2004). It is the
culture which deciders how employees in the organization interact with each other basically it forms the
employee behavior towards each other. In the light of the importance of organizational culture to managers and
leaders in a changing business setting and its conceivable effect on the organizational outcome, this research
empirically examines various organizational dimensions to have a deeper understanding to culture and why the
understanding culture is important for the organizations.
2. THE RATIONALE OF THE STUDY
Understanding organizational culture is a complex phenomenon, which is characterized by many dimensions
(Marcoulides & Heck 1993). Every organization has its own culture. People may or may not have deliberately
built that culture, but it is there in every organization. If individual begin to examine the dimensions of
organization's culture, it helps in making decisions and provides the right direction organization want to move
on. Understanding dimensions of an organization’s culture help us identify, measure, and manage that culture
more successfully. Researchers, who analyze organization culture, worked on various dimensions of
organizational culture
3. RESEARCH OBJECTIVE
The main objective is to explore studies on various culture dimensions and how these dimensions help to
understand the culture concept.
4. LITERATURE REVIEW
Organizational culture can be defined by its aspects (Nahavandi & Malekzadeh 1993), dimensions (Van der
Post, et al. 1997; Lee, & Yu 2004; Quinn & Cameron 1983), traits (Denison & Mishra 1995), elements (Quinn
& Cameron 1983; Weber & Camerer 2003). The dimension of organizational culture is closely associated with
the effectiveness of the organization. The researchers in the twenty-first century dealing with different
dimensions of organizational culture by applying the extensive research of the twentieth century, are: Joanne
Martin wrote in her book Organizational Culture: Mapping the Terrain 2000 represents the potential
effectiveness of an awareness of different angles on organizational culture. Edgar Schein in his three distinct
releases of Organizational Culture and Leadership 1985, 1992, 2004 feature his broad distribution rundown, and

his exploration is alluded to by a few creators as giving a benchmark of comprehension on organizational
culture, and Mats Alvesson has framed Understanding Organizational Culture 2002 as a prompt and
development of his productions on organizational culture.
Regardless of huge research consideration attracted to the organizational culture, there are no single definitions
identified in the conception. Analyzing the writings on the management and organizational conception, one can
determine that the number of organizational culture definitions equals the number of researchers dealing with
the subject. After analyzing literature, in which organizational culture is depicted but solid dimensions are not
picked out, it becomes clear, that there are various cultural dimensions. Therefore, dimensions of organization
culture need to be analyzed. This will help to choose, regardless of whether they can be included in research
instrument of organization culture or not.
5. ANALYSIS OF DIMENSIONS OF ORGANIZATIONAL CULTURE
5.1 OCTAPACE
(Jayanthi and Bhuvaneshwaari 2014) had completed a study on OCTAPACE in Ponni Sugars Disintegrate
Pvt Limited utilizing OCTAPACE structure. This investigation goes for deciding viewpoint of workers towards
proactive and creative measures taken by the administration and in addition recognizing and estimating qualities
and conviction of workers relating to OCTAPACE culture of their organization. To the degree estimations of
OCTAPACE are concerned, collaboration positioned in the first place among the ethos of association culture,
following authenticity, autonomy, trust, proactivity, openness, and confrontation. In contrast, with
measurements of OCTAPACE confrontation positioned lowest.
(Jallavi and Petonjee 2015) contemplated organizational culture in Power segment associations which was
an endeavor to assess social philosophy utilizing OCTAPACE profile which indicates how much every
philosophy is esteemed and accepted by administrative and non-administrative workers of control segment
associations. The computed methods for OCTAPACE philosophy of culture have been contrasted and small and
extraordinary standards of OCTAPACE. It is seen that Authenticity was most minimal esteemed in contrast with
different ethos while Autonomy and Experimentation are towards the higher end of recommended standards
while mean score of Openness, Confrontation and Trust were observed to be towards bringing down the end of
standards. It is portrayed from comes about that workers see their manager and their partners to be true in their
conduct.
Organizational culture is made up of values, beliefs, ethics, attitudes, climate, norms, and environment.
There are eight dimensions of OCTAPACE culture i.e. Openness, Confrontation, Trust, Authenticity, Pro-
action, Autonomy, Collaboration, and Experimentation which are critical for a resilient and prosperous
organization.
i) Openness- Openness can be characterized as an unconstrained articulation of emotions and musings and
the sharing of these without defensiveness. It leads to greater clearness of targets and free communication
among individuals; more fair-minded execution criticism; beneficial gatherings and enhanced usage of
frameworks and advancements (Harish 2016).
ii) Confrontation -Confrontation can be characterized as confronting instead of shying far from issues.
(Harish 2016).
iii) Trust- Trust in the organization is stated as maintaining confidentiality and mutual understanding. (Harish
2016).
iv) Authenticity- Authenticity is the consistency between what one feels, says and does. (Harish 2016).
v) Proactivity- Proactivity implies stepping up, preplanning, taking preventive activities and ascertaining
adjustments of an elective game-plan. (Harish 2016).
vi) Autonomy- Autonomy identifies with the more extensive level of designation. It alludes to discharging
power that the representatives as of now have. Individual appreciates the flexibility of activity in his own
particular region of duty. He sets for himself the way a specific attempt to be embraced and sets down need.
(Harish 2016).
vii) Collaboration- Collaboration alludes to cooperating for shared advantages. (Harish 2016).
viii) Experimentation- Experimentation alludes advancing imagination and development in the organization.
(Harish 2016).
5.2 Hofstede's Culture Dimensions
Geert Hofstede is a Dutch researcher who is viewed as a huge source and a researcher in intercultural
ponders. Many business studies have taken his theory as a structure and numerous culturally diverse preparing
programs depend on his information. In the year 2000, look into by Bulgarian researcher Michael Minkov
utilizing information from the World Values Survey (Minkov 2007) allowed another check of the fifth, and the
expansion of a sixth measurement (Hofstede, Hofstede, and Minkov 2010). The six measurements are:

i) Power Distance- Power distance can be defined as, ―...the extent to which the less powerful members of
institutions and organizations within a country expect and accept that power is distributed unequally‖ (Hofstede,
Hofstede, and Minkov 2010, p. 61).
ii) Individualism vs. collectivism- ―Individualism pertains to societies in which the ties between individuals
are loose... Collectivism as its opposite pertains to societies in which individuals from birth onward are 22
integrated into strong, cohesive in-groups...‖ (Hofstede, Hofstede, and Minkov 2010, p.92)
iii) Long-term orientation- ―Long-term orientation stands for the fostering of virtues oriented toward future
rewards- in particular, perseverance and thrift. Its opposite pole, short-term orientation, stands for the fostering
of values related to the past and present, in particular, respect for tradition, preservation of ―face,‖ and fulfilling
social obligations‖ (Hofstede, Hofstede, and Minkov 2010, p.239)
iv) Masculinity vs. femininity- ―A society is called masculine when emotional gender roles are clearly
distinct—men are supposed to be assertive, tough and focused on material success, women are supposed to be
more modest, tender and concerned with the quality of life. A society is called feminine when emotional gender
roles overlap—both men and women are supposed to be modest, tender, and concerned with the quality of life‖
(Hofstede, Hofstede, and Minkov 2010, p.140)
v) Uncertainty avoidance- ―Uncertainty avoidance can... be defined as the extent to which the members of a
culture feel threatened by ambiguous or unknown situations. This feeling is, among other manifestations,
expressed in nervous stress and in a need for written and unwritten rules‖ (Hofstede, Hofstede, and Minkov
2010 p.191).
vi) Indulgence versus Restraint- ―Indulgence stands for a tendency to allow relatively free gratification of
basic and natural human desires related to enjoying life and having fun. Its opposite pole, restraint, reflects a
conviction that such gratification needs to be curbed and regulated by strict social norms.‖ (Hofstede, Hofstede,
and Minkov 2010, p.191).
5.3 Edgar H. Schein Dimensions
As indicated by Schein 1996, culture can be extensively comprehended as an arrangement basic tacit
assumptions about how the world is and ought to be shared by a group of people and those determine their
perceptions, thoughts, feelings, and, to some degree, their overt behaviour (Cabrera, Cabrera and Baraja 2001).
Schein 1985 used three levels to explain organizational culture, namely artifacts, values and basic underlying
assumptions.
i) Artifacts- Artifacts symbolizes the surface of the organization. They are the noticeable components in the
association, for example, logos, architecture, structure, forms and corporate apparel. These are unmistakable to
the workers as well as noticeable and conspicuous. These are not only noticeable to the employees but also
noticeable for external parties.
ii) Exposed values-Values are concerns with standards, values, and rules of conduct. How does the
organization express strategies, objectives and theories and how are these made open? Issues could emerge
when the thoughts of the organization are not in accordance with the fundamental assumptions of the
organizations.
iii) Basic underlying Assumptions- The basic underlying assumptions are deeply installed in the organizational
culture and are experienced as self-evident and unconscious behavior.
5.4 Wallach Dimensions
Wallach 1983 recommended that there are three main types of organizational cultures i.e. bureaucratic,
supportive and innovative.
i) Bureaucratic culture- A bureaucratic culture is hierarchical and compartmentalized. There are clear lines of
authority and responsibility. Work is organized and this systematic, and this culture is normally in light of
control and power. Such organizations are stable careful, generally mature, power-oriented, established, strong,
directed, structured, procedural and hierarchical.
ii) Innovative culture- An innovative culture alludes to an imaginative, outcome-oriented, challenging work
environment It is described as being entrepreneurial, aspiring, invigorating, driven and risk- bearing.
iii) Supportive culture- A supportive culture shows cooperation and a people-oriented, empowering, trusting
workplace. Supportive cultures are portrayed as open, agreeable, trusting impartial, amiable, humanistic, shared,
and likened to an extended family.
5.5 The Competing Value Framework Dimensions
Quinn, Rohrbaugh brings the concept of the competing value framework which is a traditional model
established from the study conducted on the most important indicators of organizational effectiveness. Cameron
and Quinn 1999 have proposed an order including the four structures now broadly utilized for culture review
and correlation purpose- Clan, Hierarchy, Market, and Adhocracy.
The OCAI model is used to identify the organizational culture prevailed in the organisations and
categorize the results under four factor model against Internal vs. External and Flexibility vs. Stability. The

OCAI Model consists of twenty four statements classified under six dimensions like Dominant Characteristics,
Organizational Leadership, Management of Employees, Organizational Glue, Strategic emphases and Criteria of
success.
Table 1.1: The Competing Values Framework
Source: Cameron Kim S., & Quinn R. E., 2006, Diagnosing and Changing Organizational Culture: Based on
the Competing Values Framework
Consequent research (Deshpandé et al. 1993; Moll and Wlach 2003) takes into account the
accompanying extension on these culture types. Quinn and Cameron 1983 additionally built up an evaluation
instrument utilizing the Competing Values Framework as a method for deciding the relative significance of
cultural traits within an organization and establish the organization’s dominant culture type characteristic
furthermore, general culture profile as far as the four social structures specified above and six key
measurements of organizational culture:
i) Dominant Characteristics: The level of collaboration and sense of belonging, level of innovativeness and
dynamism, focus on goals and competition, dependence upon frameworks and accentuation on effectiveness.
(Igo & Skitmore 2006)
ii) Organizational Leadership: Leadership style and approach that pervades the organization. In prior
research, Quinn and Rohrbaugh 1981 portrayed eight ostensible classes of leadership and later fused these into
the OCAI audit process. The parts distinguished were the mentor, facilitator, innovator, broker, producer,
director, coordinator, monitor (Igo & Skitmore 2006)
iii) Management of Employees: How workers are dealt with, level of discussion, participation, and consensus,
working conditions (Igo & Skitmore 2006)
iv) Organizational Glue: Consists of constituents that hold the organization together such as unity and
teamwork, loyalty and commitment, entrepreneurship and flexibility, rules and policies, goal orientation and
competitiveness. (Igo & Skitmore 2006)
v) Strategic Emphasis: Organizational strategy drivers; long-term development of human capital, innovation,
stability and competitive advantage, growth and acquisition, achievement of goals. (Igo & Skitmore 2006)
vi) Criteria for Success: How is success defined and who gets rewarded profits, market share and penetration,
sensitivity to customers and concern for people, development of new products and services, dependability and
optimum cost. (Igo & Skitmore 2006)
5.6 Organizational Culture Profile (OCP) Dimensions
Culture is characterized by seven distinct values (Chatman & Jehn 1991; O’Reilly, et al. 1991).
i) Innovative Culture- According to the OCP framework, organizations that have innovative cultures are
elastic, adaptable, and try diverse things with new point of view. These organizations are portrayed by a level
chain of command and titles and other status distinctions tend to be highlighted.

ii) Aggressive Culture- Organizations following aggressive cultures value competitiveness and outperforming
competitors; by accentuating this, they frequently miss the mark in corporate social duty
iii) Outcome-oriented Culture- The OCP framework defines outcome-oriented cultures as those which
underline achievement, results, and activity as critical esteems.
iv) Stable Culture- Stable cultures are predictable, rule-oriented, and bureaucratic.
v) People-Oriented Culture- People-oriented cultures value equality, supportiveness, and respecting
individual rights.
vi) Team-Oriented Culture -Organizations with a team-oriented culture are collaborative and emphasize
cooperation among employees.
vii) Detail-Oriented Culture-Organizations by way of a detail-oriented culture are represented in the OCP
system as highlighting accuracy and concentrating on subtle elements. Such a culture gives an upper hand to
organizations in the accommodation business by helping them separate themselves from others.
Table1. Summary of organization culture dimensions.
Constructs Dimension Reference
OCTAPACE Openness
Confrontation
Trust
Authenticity
Pro - action
Autonomy
Collaboration
Experimentation
(Pareek, U. 2004)
Hofstede's Culture Power Distance
Individualism versus collectivism
Long-term orientation
Masculinity versus femininity
Uncertainty avoidance
Indulgence versus Restraint
(Hofstede, G. 1984)
Edgar H. Schein Artifacts
Exposed values
Basic underlying Assumptions
(Schein, E.H. 1996)
Wallach Bureaucratic culture
Innovative culture
Supportive Culture
(Wallach, E. 1983)
The Competing Value
Framework
Dominant Characteristics
Organizational Leadership
Management of Employees
Organizational Glue
Strategic Emphasis
Criteria for Success
(Quinn, R.E. and
Rohrbaugh, J. 1981)
Organizational Culture Profile Innovative Culture
Aggressive Culture
Outcome-oriented Culture
Stable Culture
People-Oriented Culture
Team-Oriented Culture
Detail-Oriented Culture
(O’Reilly, C. A., III,
Chatman, J. A., &
Caldwell, D. F.
1991)
6. METHODOLOGY
This paper is concerned with various culture dimensions and how they are perceived by the employees
and the organization. To construct methodology paper has employed the systematic review as well as previously
identified valid sources for relevant literature. The title and abstract of each of the references were screened and
assessed for potential relevance. The review prioritizes the identification of the widest range of instrument of
culture rather than the comprehensive assessment of smaller number of specific instruments outline of this
framework is providing in Table1. This study is an exploratory research design using literature to describe the
dimensions of organizational culture.

7. CONCLUSION
The main aim of the paper is to study the various dimensions of culture which help to form the
organizational culture and how these dimensions are perceived by the employees working in the organization. In
the paper, researcher covers various dimensions given by various researchers. The dimension studied is used to
study different aspects of culture. The findings show that OCTAPACE culture is essential for stimulating
organizational effectiveness and good governance. Hofstede's cultural dimensions state the effects of a
civilization's culture on the principles of its members, and how these principles relate to behavior. Schein
dimensions tell the degree to which the cultural phenomenon is visible to the observer. These degree ranges
from the very tangible overt manifestations that one can see and feel to the deeply embedded, unconscious, basic
assumptions that the researcher is defining as the essence of culture (Schein 1996). Wallach 1983 talks about
three types of culture: bureaucratic, innovative, and supportive. The competing value framework helps to
investigate the influence of organizational culture on organizational change initiatives, performance and job
satisfaction (Quinn and Cameron 1983). To identify, measure, and manage culture more effectively
Organizational Culture Profile dimensions will help.
8. LIMITATIONS
Since the researcher throws the light on the theoretical perspective on the dimensions of the organizational
culture. It considers only the facts and reviews based on past literature; no quantitative data is being collected.
Providing the quantitative data somehow can enhance the quality of research.
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