**9. Organizational culture theories and models**

The study of organizational behavior and management has long recognized the significance of organizational culture in shaping employee behavior, influencing operational procedures, and impacting overall productivity. To gain insights into the diverse nature of organizational cultures, researchers have developed frameworks and models that offer a multidimensional understanding of cultural characteristics and their implications. By exploring these frameworks and models, organizations can gain valuable insights into their own culture, identify areas for improvement, and foster a positive and productive work environment.

The competing values framework (CVF) suggests four cultural kinds based on the contrasts between internal and exterior focus and flexibility and stability [61]. Clan, adhocracy, hierarchy, and market are a few examples of cultural types that offer insights into the norms, beliefs, and behaviors that distinguish various organizational cultures. The competing values framework's multidimensional structure is based on several theoretical stances. To create the framework, [62] drew influence from several disciplines, including organizational theory, management, and sociology. For a thorough knowledge of organizational culture, the CVF combines ideas from systems theory, organizational effectiveness, and cultural aspects. According to the CVF, there are four main cultural kinds, each of which is distinguished by organizational practices, attitudes, and behaviors.

1.Clan culture: Employee engagement, teamwork, and collaboration are prioritized in clan cultures. Clan cultures encourage a sense of community and prioritize fostering ties within the organization [61].


The CVF has applications for managing and comprehending organizational culture. The framework's cultural types can have an impact on organizational effectiveness, leadership philosophies, and strategic decision-making [61]. The framework supports attempts to promote cultural transformation, identify cultural gaps, and evaluate the current company culture.

The validity and application of the CVF in various organizational situations have been investigated through empirical investigations. Research by [63] gives proof of the CVF's ability to predict organizational outcomes such as employee commitment, performance, and satisfaction. These studies show the framework's applicability in actual organizational settings and add to its empirical underpinnings.

The Denison model highlighted the four cultural characteristics of engagement, consistency, flexibility, and mission [64]. It investigates the link between these cultural characteristics and organizational efficiency, emphasizing the value of a solid and adaptable culture in obtaining excellent performance. To provide a thorough knowledge of organizational culture, the Denison model draws on a number of theoretical stances. To provide a comprehensive framework, [64] combines ideas from systems theory, social psychology, and organizational behavior. The model places a strong emphasis on four crucial traits that together lead to a good organization: mission, adaptability, involvement, and consistency.

Mission: The Denison model's mission component is concerned with the strategic alignment and coherence of an organization. Strong mission-driven organizations display a common sense of purpose, specific goals, and a well-defined vision [64].

Adaptability: The adaptability dimension looks at an organization's capacity to meet changes and challenges from the outside. It includes traits such as adaptability, creativity, and the ability to learn and grow under challenging circumstances [64].

Engagement, participation, and employee empowerment levels within the organization are all reflected in the involvement dimension. Organizations with a high level of employee involvement encourage collaboration, ownership, and dedication [64].

Consistency: The alignment of systems, processes, and behaviors within the organization is the emphasis of the consistency dimension. Consistent organizations have coherence, distinct values, and a robust culture that penetrates every aspect of their operations [64].

The Denison model has applications in managing and comprehending organizational culture. It offers a framework for evaluating an organization's current cultural strengths and shortcomings, pinpointing opportunities for development, and directing cultural change initiatives.

#### *Organizational Culture Change and Technology: Navigating the Digital Transformation DOI: http://dx.doi.org/10.5772/intechopen.112903*

The three levels of culture described by [65] include artifacts and behaviors, professed values, and underlying presumptions. This approach places a strong emphasis on how shared presumptions and ideas influence company culture, and how it affects how employees behave and make decisions.

According to Schein's three levels of culture paradigm, culture may be seen in three different ways: through objects and actions, professed beliefs, and underlying presumptions. These levels engage in specific interactions that influence organizational culture [65].

Objects and behaviors: On the surface, artifacts and behaviors are how culture is expressed. They comprise the physical setting, signs, customs, language, and the outward behaviors of the group's members [65]. These components offer hints about the deeper facets of culture.

Espoused ideals: Individuals inside the organization's represent their declared ideas and values through their espoused values. They are the clear manifestations of the organization's values, including its mission, objectives, and ethical standards [65]. Embedded values direct behavior and decision-making.

Underlying assumptions: Unconscious or taken for granted, underlying assumptions are the foundation of organizational culture. They are the deeply ingrained attitudes, expectations, and beliefs that shape how members view and interpret the outside world [65]. These presumptions influence behavior and are hard to alter.

The three levels of culture paradigm developed by Schein offers useful applications for comprehending and controlling organizational culture. It offers a guide for evaluating the outwardly apparent behaviors and artifacts, understanding the values upheld, and discovering the underlying presumptions. Organizations may better communicate, establish a healthy work environment, and connect their culture with their strategic goals thanks to this understanding [66].

Clan, adhocracy, hierarchy, and market are the four main organizational culture types identified by the framework provided by the organizational culture assessment instrument (OCAI) created by [61]. This paradigm makes it easier to evaluate and quantify organizational culture, assisting in the discovery of cultural assets and opportunities for development.

The clan, adhocracy, hierarchy, and market organizational cultures are the four categories identified by the competing values framework (CVF), which serves as the foundation for the OCAI model [61]. According to the paradigm, every organization has a dominant culture type that influences its members' beliefs, actions, and practices.

The OCAI model provides useful insights for identifying and controlling organizational culture. It is a structured assessment tool that enables companies to determine the type of culture they currently have and contrast it with the culture they would like to have. This knowledge makes it possible to implement focused interventions that will promote employee engagement, harmonize culture with strategic goals, and boost organizational performance [61].

The adaptability and efficacy of the OCAI model in diverse organizational situations have been confirmed by empirical study. For instance, [67] looked at the connection between organizational culture and organizational success and discovered that there is a correlation between performance and culture congruence. These studies add to the empirical support for the OCAI model and demonstrate its value for comprehending and controlling corporate culture.
