| Model |
Dimensions |
Sub-dimensions |
| Hofstede (1998) |
Authority distance |
|
| Ambiguity prevention |
|
| Individuality vs. collectivism |
|
| Masculinity vs. femininity |
|
| Time placement |
|
| Deal & Kennedy (2000) |
-Work-tough, play-tough culture |
-Urgency in doing obligations, group work, stress on job fascination, low risk activities, quick reaction to situation |
| -Hard –guy masculine culture |
-High risk activities, quick reaction to situation, stress on supporting the member’s abilities |
| -Procedure culture |
-Well-organized official procedure, low risk activities, gentle |
| -Bet-the-business culture |
reaction to situation, stress on task’s information |
| - values |
-stress on methodological abilities, high risk activities, gentle reaction |
| Basic underlying assumptions |
|
| Handy (1991) |
-Power culture |
|
| -Role culture |
-Extreme loyalty to authorities in organizations, actions based on rules |
| -Task culture |
-Emphasis on Bureaucratic structure, clear definition of |
| -Person culture |
tasks |
| Maguire (2003) |
-People and empowerment focused |
-Emphasis on functional standards, Hard efforts to reach goals |
| -Values creation through innovation and change |
-Protecting professionals and specialists |
| -Attention to the basics |
|
| -Hands-on management |
|
| -Doing the right thing |
|
| -Freedom to grow and to fail |
|
| -Commitment and personal responsibility |
|
| -Emphasis on the future |
|
| Denison (1990) |
Mission |
|
| Adaptability |
|
| Involvement |
|
| Consistency |
|
| O’Reilly, Chatman and Caldwell (1991) |
-Organizational Cultural Profile (OCP) |
|
| Rosauer(2014) |
The worker, The work, The customer |
|
| Johnson (1988) |
-The paradigm |
Strategic Direction and Intent, Goals and Vision |
| -Control system |
Creating change, customer Focus and Organizational Learning |
| -Organizational structure |
Empowerment, Team Orientation and Capability Development |
| -Power structures |
Core Values, Agreement, Coordination/Integration |
| -Symbols |
Innovation, Supportiveness, Stability, Respect for people, Outcome orientation, Attention to detail, Team orientation, and Aggressiveness. |
| -Rituals and routines |
|
| -Stories and myths |
|
| Stanley &Lawrence’(1978) |
-Self-in-organization schemata |
|
| -Person-in-organization schemata |
|
| -Organization schemata |
|
| -Object/concept-in-organization schemata |
|
| -Event-in-organization schemata |
|
| Cook &Rousseeau (1988) |
-Constructive cultures |
|
| -Passive/defensive cultures |
|
| -Aggressive/defensive cultures |
Achievement, self-actualizing, humanistic-encouraging, affiliative |
| Grant (2013) |
-Giver culture |
Approval, conventional, dependent, avoidance |
| -Taker culture |
Oppositional, Power, competitive, perfectionistic |
| -Matcher culture |
|
| Cameron & Quinn (2006) |
-Clan culture |
|
| -Adhocracy culture |
|
| -Market culture |
Internal focus and flexible |
| -Hierarchy culture |
External focus and flexible |
