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.
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