Everything changes? A repeated cross-sectional study of organisational culture in the public sector

Pages283-296
Date04 December 2017
Published date04 December 2017
DOIhttps://doi.org/10.1108/EBHRM-03-2017-0018
AuthorNick Chandler,Balazs Heidrich,Richard Kasa
Subject MatterHR & organizational behaviour,Global HRM
Everything changes? A repeated
cross-sectional study of
organisational culture in the
public sector
Nick Chandler, Balazs Heidrich and Richard Kasa
Department of Entrepreneurship and Human Resources,
Budapest Business School, Budapest, Hungary
Abstract
Purpose The purpose of this paper is to explore how organisational culture has changed between 2011 and
2016 in a higher education institution (HEI) that has been faced with both significant internal and external
changes. There are three areas to be examined: the change in culture on an organisational level, the
demographic changes in the workforce, and the changes in values and perceptions of the workforce over time.
Design/methodology/approach This is an explorative study and a repeated cross-sectional study of the
organisation. The authors used the same methodology and approach for both the 2011 and 2016 studies,
namely, the Organisational Culture Assessment Instrument was used to ascertain respondents values and
perceptions. The instrument was distributed in printed format to all members of staff and approval was
received prior to distribution. Results were tested for significance using Cronbachsαand ANOVAs.
Findings There were demographic changes in the workforce primarily for age, occupation and tenure of
staff, but little change in gender. Despite these changes in the workforce, on an organisational level
perceptions and values have changed little over the five-year period, despite a multitude of external and
internal developments. Although there were statistically significant differences between culture types and
demographics (age, tenure, gender and occupation), there was no single demographic with a statistically
significant difference for a particular culture type, either in values or perceptions.
Research limitations/implications The study questions the concept of organisational culture being
affected by internal integration and external adaptation over time. Results indicate that culture is, by itself,
either slow to react change, or does not react at all. A high response rate would be best for getting a clear
picture of the culture of the organisation and a qualitative study is necessary (and planned) to develop the
findings further, as well as triangulate the findings of this study.
Practical implications This study should be of interest to practitioners as it presents the caveat that
organisational culture of this study cannot be expected to change on its own, and highlights the need for a
planned change process for the organisational culture to adapt to the changing needs of both the external and
internal environments. The potential for resistance to change in this organisation appears is high and values
and perceptions appear unrelated to any particular demographic.
Social implications Although the authors cannot generalise from this longitudinal case study, the
authors can consider some potential social implications, especially if further studies confirm the findings.
First, despite government attempts to develop higher education in Hungary, staff perceptions and values
within the institution are harder to change. Second, any attempts to revitalise the organisation from the inside
(such as in this case with the forced retirement of older employees) seem unfruitful. Finally, the HEI is
struggling to survive, and yet employees seem to not be a part of that struggle.
Originality/value Although there are studies of organisational culture in HEIs, very few have undertaken a
longitudinal approach. The study takes place in a unique situation: just before and just after extreme changes
both internally and externally have taken place. Few studies question the organic and evolving nature of culture
as it is difficult to predict when changes will occur. The study is in the unique position of having been able to do so.
Keywords Higher education, Change, Organizational culture, Internal integration, Workforce,
External adaptation
Paper type Research paper
Introduction
The staff, with their values, beliefs and norms, constitute the organisational culture.
Organisational culture, in turn, is seen as a product of external adaptation and internal
integration (Schein, 1985) as academic institutions attempt to adapt through the necessity
Evidence-based HRM: a Global
Forum for Empirical Scholarship
Vol. 5 No. 3, 2017
pp. 283-296
© Emerald PublishingLimited
2049-3983
DOI 10.1108/EBHRM-03-2017-0018
Received 22 March 2017
Revised 12 May 2017
30 June 2017
Accepted 3 July 2017
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2049-3983.htm
283
Organisational
culture

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