20.500.12556/RUL-142092 Organisational culture in public university a case study in Kosovo Organizacijska kultura na javni univerzi študija primera na Kosovu In recent decades, there has been a significant increase in research that focuses on organisational culture as an important construct that can support or hinder the implementation of changes in higher education. In developing countries of Europe, limited studies are assessing organisational culture and its alignment with planned changes in higher education institutions. Hence, the objective of this research was to identify the dominant organisational culture types in higher education and understand how the planned changes are aligned with the dominant cultures. The research was conducted in a large public university in Kosovo. The Competing Values Framework was used to assess the organisational culture. The study adopted a quantitative research approach. The sample consisted of 102 academic staff from a population of approximately 960. The data were collected using a standardised instrument (The Organisational Culture Assessment Instrument (OCAI)) to identify the dominant organisational culture based on four organisational culture types: clan, hierarchy, adhocracy, and market. The data related to the planned changes of the university were collected through document analysis. The research identified hierarchy and market cultures as the dominant cultures. The results also show that the dominant organisational cultures militate against the main planned changes. The findings confirm the relevance of the Competing Values Framework in assessing the organisational culture in higher education institutions and provide direction to academic leaders about how they can align their planned changes with the organisational culture to achieve better outcomes. V zadnjih desetletjih se je precej povečalo število raziskav, ki se osredinjajo na organizacijsko kulturo kot pomemben konstrukt, ki lahko podpira ali ovira izvajanje sprememb v visokem šolstvu. V razvijajočih se državah v Evropi je le malo študij, ki ocenjujejo organizacijsko kulturo in njeno usklajenost z načrtovanimi spremembami v visokošolskih ustanovah. Zato je bil cilj te raziskave opredeliti prevladujoče tipe organizacijskih kultur v visokem šolstvu in razumeti, kako so načrtovane spremembe usklajene s prevladujočimi kulturami. Raziskava je bila izvedena na veliki javni univerzi na Kosovu. Za oceno organizacijske kulture smo uporabili okvir konkurenčnih vrednot (Competing Values Framework). V študiji je bil uporabljen kvantitativni raziskovalni pristop. Vzorec sestavljata 102 visokošolska uslužbenca iz populacije približno 960 oseb. Podatki so bili zbrani s standardiziranim instrumentom (The Organi-sational Culture Assessment Instrument (OCAI)) za ugotavljanje prevladujoče organizacijske kulture na podlagi štirih tipov organizacijske kulture: klana, hierarhije, adhokracije in trga. Podatke, povezane z načrtovanimi spremembami univerze, smo zbrali z analizo dokumentov. V raziskavi smo ugotovili, da prevladujeta hierarhična in tržna kultura. Ti rezultati pokažejo, da prevladujoči organizacijski kulturi nasprotujeta glavnim načrtovanim spremembam. Ugotovitve raziskave potrjujejo pomembnost okvira konkurenčnih vrednot pri ocenjevanju organizacijske kulture v visokošolskih ustanovah in visokošolskim voditeljem dajejo usmeritve, kako bi lahko načrtovane spremembe uskladili z organizacijsko kulturo, da bi dosegli boljše rezultate. academic leaders competing values framework decision making organisational culture planned changes javne univerze visoko šolstvo vodenje Kosovo visokošolski voditelji true false true Angleški jezik Slovenski jezik Podatek o licenci CC BY 4.0 je naveden na pristajalni strani članka (glej zgoraj izvorni URL). (Datum opombe: 17. 9. 2025) Članek v reviji 2022-10-20 03:20:51 2022-10-27 08:29:32 2025-09-17 12:02:25 0000-00-00 00:00:00 2022 0 0 Str. 127-147 no. 3 Vol. 12 2022 0000-00-00 Zaloznikova Objavljeno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 378(497.115) 1855-9719 10.26529/cepsj.1198 86171907 Krek_Organisational.pdf Krek_Organisational.pdf 1 01745FDBE8D47B8EDE24CA270D793F92 75e95120d7ac7d24f8b1c516122d44a042b5c51c8ec7a542f76a198e69ba9c77 990ed0fb-1ab7-11f0-b232-0050569b8976 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=208133 https://cepsj.si/index.php/cepsj/article/view/1198 0 d97bb498-93ac-11f0-9328-0050569b8976 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=217910 Pedagoška fakulteta CEPS journal 0 0 0