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@article{ART001025390},
author={geeweon chang and Jin, Jongsoon},
title={Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea},
journal={Korean Society and Public Administration},
issn={1225-8652},
year={2006},
volume={17},
number={3},
pages={33-54}

TY - JOUR
AU - geeweon chang
AU - Jin, Jongsoon
TI - Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea
JO - Korean Society and Public Administration
PY - 2006
VL - 17
IS - 3
PB - Seoul Association For Public Administration
SP - 33
EP - 54
SN - 1225-8652
AB - This study analyzes how organizational culture affects employees’ reform tendency by employing Kimberly and Quinn’s Competing Values Model (1984). The organizational culture is categorized by type of group, hierarchical, development, and rational cultures. The effect of the ten central government agencies’ organizational cultures on public employees’ reform tendency is analyzed. The study shows that every type of the organizational culture positively affects public employees’ reform tendency. Development culture which emphasizes creativity, group culture which emphasizes participation, rational culture which focuses on performance, and hierarchical culture which emphasizes balanced organizational management all have a positive effect on public employees’ reform tendency. In addition, public employees have a higher reform tendency when their government agency has a strong and balanced organizational culture. The result of this analysis shows the pooled effect of the four types of organizational culture on the public employees’ reform tendency. Like the argument of the Competing Values Model, all the organizations have mutually exclusive values, and achieve higher performance when they have strong and balanced organizational cultures. Therefore, instead of supporting one individual type of organizational culture, every organizational culture should be developed in order to lessen public employee backlash against organizational reform.
KW - organizational culture;reform tendency;public employees]
DO -
UR -
ER -

geeweon chang and Jin, Jongsoon. (2006). Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea. Korean Society and Public Administration, 17(3), 33-54.

geeweon chang and Jin, Jongsoon. 2006, "Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea", Korean Society and Public Administration, vol.17, no.3 pp.33-54.

geeweon chang, Jin, Jongsoon "Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea" Korean Society and Public Administration 17.3 pp.33-54 (2006) : 33.

geeweon chang, Jin, Jongsoon. Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea. 2006; 17(3), 33-54.

geeweon chang and Jin, Jongsoon. "Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea" Korean Society and Public Administration 17, no.3 (2006) : 33-54.

geeweon chang; Jin, Jongsoon. Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea. Korean Society and Public Administration, 17(3), 33-54.

geeweon chang; Jin, Jongsoon. Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea. Korean Society and Public Administration. 2006; 17(3) 33-54.

geeweon chang, Jin, Jongsoon. Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea. 2006; 17(3), 33-54.

geeweon chang and Jin, Jongsoon. "Organizational Culture and Employees‘ Reform Tendency: Central Government Employees in Korea" Korean Society and Public Administration 17, no.3 (2006) : 33-54.