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An Organisational Culture Model for Comparative Studies and Assessment of IT Projects

An Organisational Culture Model for Comparative Studies and Assessment of IT Projects

Imran U. Khan, Abel Usoro, Grzegorz Majewski
Copyright: © 2012 |Volume: 3 |Issue: 2 |Pages: 21
ISSN: 1947-3478|EISSN: 1947-3486|EISBN13: 9781466612488|DOI: 10.4018/jhcitp.2012040105
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MLA

Khan, Imran U., et al. "An Organisational Culture Model for Comparative Studies and Assessment of IT Projects." IJHCITP vol.3, no.2 2012: pp.63-83. http://doi.org/10.4018/jhcitp.2012040105

APA

Khan, I. U., Usoro, A., & Majewski, G. (2012). An Organisational Culture Model for Comparative Studies and Assessment of IT Projects. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 3(2), 63-83. http://doi.org/10.4018/jhcitp.2012040105

Chicago

Khan, Imran U., Abel Usoro, and Grzegorz Majewski. "An Organisational Culture Model for Comparative Studies and Assessment of IT Projects," International Journal of Human Capital and Information Technology Professionals (IJHCITP) 3, no.2: 63-83. http://doi.org/10.4018/jhcitp.2012040105

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Abstract

The research supports the notion that values affect work practices. It develops a comparatively simple organisational cultural model based on four work practices: support orientation, innovation orientation, co-ordination orientation, and rules orientation. For validation, it was operationalised into a 21 item survey questionnaire that mainly used a Likert scale from “strongly agree” to “strongly disagree.” This paper presents the validity and reliability of the items with Cronbach alpha values of between 0.8 and 0.9. Both positive and negative values like trust, honesty, and selfishness affect work practices which are presented as good reflections and measures of organisational culture. The four work practices are reliable and valid reflections of organisational culture. Though not yet extensively tested, the model can be used by IT professionals for assessing IT projects from organisational culture perspective. It also constitutes a useful platform for other research, e.g., effect of organisational culture on knowledge sharing.

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