DC FieldValueLanguage
dc.contributor.authorSahinidis, Alexandros-
dc.contributor.authorXanthopoulou, Panagiota-
dc.contributor.authorBakaki, Zorzeta-
dc.date.accessioned2024-06-20T09:05:10Z-
dc.date.available2024-06-20T09:05:10Z-
dc.date.issued2022-10-18-
dc.identifierscopus-85140609647-
dc.identifier.issn2076-0760-
dc.identifier.other85140609647-
dc.identifier.urihttps://uniwacris.uniwa.gr/handle/3000/2557-
dc.description.abstractExisting literature suggests that a strong culture is essential to the success of an organisation. However, some researchers have since disputed this claim, arguing that while some strong cultures lead to success, others fail. Examining several examples over time, the so-called “case for a strong culture” presents significant weaknesses. The present study, based on the Competing Values Model, examines the effects of a culture’s strength on the organisational performance in the public sector. A sample of 92 departments of Greek public organisations was examined, of which a total of 424 people responded to an online questionnaire. The participating organisations and their departments range in size, in terms of the number of their staff, from 15 to 54 members, and come from different segments of the public administration. The results showed that there is no relationship between culture’s strength and an organisation’s performance and that strong cultures do not have a significant impact on organisational performance in the public sector. The main objective of this research is to enrich the existing knowledge on the relationship between culture and performance, especially in the area of the public sector, since existing studies mainly focus on culture comparisons between large companies using mainly small samples. This study highlights the importance of culture given the chronic problems of Greek public administration to create public value and to be innovative and effective. The results are also of particular importance for the post-pandemic period indicating the need for major changes and reforms in public administration.en_US
dc.language.isoenen_US
dc.relation.ispartofSocial Sciencesen_US
dc.subjectOrganisational cultureen_US
dc.subjectPerformanceen_US
dc.subjectPublic sectoren_US
dc.subjectStrong cultureen_US
dc.subjectWeak cultureen_US
dc.titleThe Impact of Strong Cultures on Organisational Performance in Public Organisations: The Case of the Greek Public Administrationen_US
dc.typeArticleen_US
dc.identifier.doi10.3390/socsci11100486en_US
dc.identifier.scopus2-s2.0-85140609647-
dcterms.accessRights1en_US
dc.relation.deptDepartment of Business Administrationen_US
dc.relation.facultySchool of Administrative, Economics and Social Sciencesen_US
dc.relation.volume11en_US
dc.relation.issue10en_US
dc.collaborationUniversity of West Attica (UNIWA)en_US
dc.subject.fieldSocial Sciencesen_US
dc.journalsOpen Accessen_US
dc.publicationPeer Revieweden_US
dc.countryGreeceen_US
local.metadatastatusverifieden_US
item.grantfulltextnone-
item.cerifentitytypePublications-
item.openairetypeArticle-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.fulltextNo Fulltext-
item.languageiso639-1en-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.orcid0000-0001-7564-5813-
crisitem.author.orcid0000-0003-2503-3901-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
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