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Organizing corporate culture: a case study of a Turkish software company

Çalışır, Meliha
The purpose of this research is to establish an innovative organizational culture in a Turkish software company. In order to do this, the perceived current and the preferred organizational cultures of the company were studied. The preferred culture of upper management and the differences between the perceived current and preferred organizational cultures by different employee groups were also investigated. The culture assessment was performed using Cameron and Quinn’s (1999) Organizational Culture Assessment Instrument (OCAI). According to the survey results, the company’s current culture was Hierarchy culture, and the least perceived current culture was Adhocracy. The preferred organizational culture of employees was Clan and Adhocracy was the second. Top management’s preferred organizational culture was Adhocracy. Different from the employees, top management also believed that Adhocracy also exists in the company after Hierarchy culture. After analyzing the company’s current and preferred cultures, a model based on Lewin’s (1958) model of Organizational Change was adapted. Lewin’s model was modified by removing the first stage of the model: unfreezing; it is believed that there will be no resistance to change when trying to establish an innovative culture. As for further research, a tactical plan should be established according to the proposed actions and the model established for the company should be tested if it reaches its goal or not.