Professional Documents
Culture Documents
to psychometric assessment. The majority of these are at a acceptability, feasibility, number of dimensions, Tim Scott is a senior lecturer in organization at
the University of St. Andrews School of Management.
preliminary stage of development. The study’s conclusion is items, and scales; instruments’ psychometric assess- His publications include articles on a range of topics,
including improving communication with people with
that there is no ideal instrument for cultural exploration. ment, including validity, reliability, association with cancer and heart disease, organizational culture,
The degree to which any measure is seen as “fit for purpose” outcomes, and sensitivity to change; as well as further health information technology, and ethnography. He
has published books on health care performance and
depends on the particular reason for which it is to be used detailed information relating to instruments’ under- organizational culture, and on implementing new
information technology in Kaiser Permanente. His
and the context within which it is to be applied. pinning conceptual models of culture and previous current book, advocating a poststructural revision of
O
rganizational culture is widely considered the field, and offers practical guidance to anyone who Huw T. O. Davies is a professor of health
care policy and management at the University of
to be one of the most significant factors is interested in exploring organizational culture. St. Andrews School of Management. His research
in bringing about organizational change interests include public service delivery encompass-
ing evidence-based policy and practice, performance
and modernizing public administration and service Given the varied conceptualizations of “organizational measurement and management, accountability, gov-
ernance and trust. He also has a particular interest in
delivery (Claver et al. 1999; Kloot and Martin 2007; culture” and the many connotations of “instrument,” the role of organizational culture and organizational
Mannion, Davies, and Marshall 2005; Morgan and it is important to outline our perception of these learning in the delivery of high quality services, and
in developing greater understanding of the working
Ogbonna 2008; Waterhouse and Lewis 2004). As terms. Despite its intuitive appeal and widespread relationships between service professionals and
service managers.
such, a practical need to explore and understand use by researchers, practitioners, and policy makers, E-mail: hd@st-andrews.ac.uk
culture has arisen among public sector researchers and there is little agreement as to how culture should be Peter Bower is a reader working in the National
Primary Care Research and Development Centre at
practitioners. Researchers are looking for explanations, conceptualized (Kralewski, Wingert, and Barbouche the University of Manchester. His background is in
psychology and health services research, and he has
and they are trying to understand and conceptual- 1996; Lurie and Riccucci 2003). Indeed, the concept specific expertise in the application of systematic
ize organizational culture, its has been described as “a riddle review methods and psychometrics. He has an
interest in the impact of culture on the delivery of
nature, its key determinants wrapped in a mystery wrapped high-quality primary health care.
Practitioners are interested E-mail: peter.bower@manchester.ac.uk
and predictions, as well as the in an enigma” (Pettigrew 1990). Diane Whalley is a research fellow in the
relationships among culture’s in the management of Within the literature, well over National Primary Care Research and Development
Centre at the University of Manchester. Her main
diverse set of variables. Prac- organizational culture, and 100 dimensions associated with areas of interest include the psychological aspects of
recruitment and retention in the primary care work-
titioners are interested in the they are looking for answers organizational culture can be force, and the design and psychometric evaluation of
management of organizational and solutions: how can an identified. These range from measurement tools in health care.
E-mail: diane.whalley@manchester.ac.uk
culture, and they are looking organization’s culture be observable phenomena such Rosalind McNally is the library and information
services manager for the University of Manchester’s
for answers and solutions: how as “rituals” and “structures” to
changed and adjusted to meet National Primary Care Research and Development
can an organization’s culture be abstract ideas such as “warmth,” Centre, where she works as a member of the Com-
quently, a wide array of instruments for assessing and De Coning, and Smit 1997). Typologies that cluster a master’s degree in library and information science
from Manchester Metropolitan University.
measuring culture have been constructed and utilized such dimensions into categories constituting various E-mail: rosalind.c.mcnally@manchester.ac.uk
Russell Mannion is the director of the Centre
across a broad range of settings. levels of culture differ in scope, number of items, and for Health and Public Services Management and a
defining characteristics (Hawkins 1997; Ott 1989; senior lecturer in health policy and management at
the York Management School, University of York.
This article documents the findings of a literature Schein 1989). There are unresolved debates about He has a particular interest in interdisciplinary
work, and his research interests encompass health
review of existing qualitative and quantitative instru- the most appropriate approach to researching culture service organization, management and delivery,
performance measurement and management in
ments for the exploration of organizational culture. (Morey and Morey 1994; Tucker, McCoy, and Evans the public sector, international health policy reform,
The article has two purposes: (1) to document existing 1990; Yauch and Steudel 2003), about the existence and the role of social capital, clinical networks, and
organizational culture in health care productivity.
instruments, and (2) to offer some initial guidance on and role of different cultural levels (Boisnier and E-mail: rm15@york.ac.uk
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Findings The contexts within which the instruments were developed and
Seventy instruments for exploring and assessing organizational applied include both the private and the public sectors. Private sec-
culture were identified. Psychometric information could be obtained tor applications cover a wide spectrum of business activities, ranging
Table 2 Assessment Framework Table 3 Instruments and Approaches for Exploring Organizational
Culture
• Description
o Country of origin
Assessing Learning Culture Scale*
o Development date
Assessment of Organizational Readiness for Evidence-Based Health Care Inter-
o Available versions
ventions
o Stated definition and/or intended conceptual model of culture
Competing Values Framework (ipsative)*/(Likert scale)*
o Intended purpose for measure
Competing Values Instrument for Organizational Culture (Chang and Wiebe)
o Format
Competing Values Instrument for Organizational Culture (Howard)
o Dimensions, items and response scale
Competing Values Instrument for Organizational Culture (Quinn and Spreitzer)
o Level of measurement
NIC/Q 2000 Tool
o Procedure for deriving scale scores, including aggregation proce-
Competing Values Instrument for Organizational Culture (Zammuto and Kra-
dures
kower)
o Level of measurement
o Methods used in item generation and reduction National VA Quality Improvement Survey (NQIS)
o Methods used in item reduction and modification Organizational Culture Assessment Instrument (OCAI) (Cameron and Quinn)
• Appropriateness Concept-Mapping and Pattern-Matching Approach
o Face validity Core Employee Questionnaire
o Acceptability Corporate Culture Questionnaire*
o Feasibility Culture Gap Survey
o Susceptibility to systematic bias CULTURE Questionnaire in the Contextual Assessment of Organizational Culture
• Reliability (CAOC Approach)*
o Internal consistency Culture Snapshot
o Reproducibility over time (test-retest) Culture Survey*
o Reproducibility over respondents (interobserver) Critical Incident Technique
• Validity The Cultural Audit*
o Content Cultural Assessment Survey*
o Criterion Cultural Consensus Analysis*
o Predictive/concurrent Denison Organizational Culture Survey*
o Convergent Ethnography
o Discriminative Five Window Culture Assessment Framework
o Cross-cultural FOCUS Questionnaire*
o Dimensional structure General Practice Learning Organization Diagnostic Tool*
• Responsiveness Global Leadership and Organizational Behavior Effectiveness (GLOBE) Culture
• Interpretability Scales*
o Norms Grid/Group Model
o Calibration Group Practice Culture Questionnaire*
• Applications Hofstede’s Culture Measures