Aplicaciones energéticas y medioambientales

Organizational culture serves as a ‘normative glue’ that keeps employees together in the organization (Alharbi et al., 2012). It can be determined as norms, values and beliefs (Gershon et al., 2004; Sellgren et al., 2008; Farag et al., 2009; Malloy et al., 2009; Ababaneh, 2010; Jacobs et al., 2013), behavioral expectations (Sellgren et al., 2008; Glisson & William, 2015), practices (Malloy et al., 2009; Jacobs et al., 2013), and rituals (Sleutel, 2000) that are shared by the group members in the organization. Also, it can be described as a ‘system of symbols and interactions’ that is determined in each organization, and the way of behavior, thinking, and beliefs of the employees (AbuAlRub & Nasrallah, 2017). Furthermore, culture is accepted to be a property of the organization (Sellgren et al., 2008; Bellot, 2011), therefore, members of the organization can control, influence and change it. As a result, it develops over the time and is not static (Bellot, 2011).

Organizational culture can be determined by ‘layers’; in particular, an outer and inner layer (Glisson, 2002; Glisson & James, 2002; Glisson et al., 2008; Glisson et al., 2012; Glisson & Williams, 2015). The outer layer is presented by behavioral expectations, and the inner layer represents values and assumptions (Glisson, 2002; Glisson & James, 2002; Glisson et al., 2008; Glisson et al., 2012).

Furthermore, behavior can be described as a visible part of culture, and values as an invisible part of culture (Glisson, 2002; Glisson & James, 2002; Glisson et al., 2008). However, organizational culture is expressed among employees through their shared behavioral expectations more than through values and assumptions (Glisson, 2002; Glisson & James, 2002; Glisson & Williams, 2015).

Organizational culture can be seen as having three typical subcultures, in particular, bureaucratic, innovative, and supportive. The authority and hierarchy in the organization, and also the regulation and systematization of the work

characterize a bureaucratic culture. In an innovative culture, employees are encouraged to be creative and free-minded, and also to achieve results and take risks. A supportive culture promotes a friendly environment and supports

are seen as the most important and complex in an organization in comparison with other subcultures, e.g. task subculture, role subculture (Ababaneh, 2010).

Culture can be described as a ‘social control mechanism’ that establishes expectations about particular attitudes and behaviors of the group members, so directing their behavior (Sleutel, 2000). The expectations and values about important issues in the organization are represented in the behavior of the group members and may socialize these members who look for ways of behavior that meet the expectations of their work environment (Aarons et al., 2012). The socialization of new members in an organization is implemented through social processes such as modeling, support and authority (Glisson & Williams, 2015).

Culture involves values that are related to the way work is done in the

organization (Banaszak-Holl et al., 2015). Individual socialization during life forms values that are different for each individual, due to issues of age, experience and culture (Hendel & Kagan, 2014). Values represent an understanding of what is right or wrong and help to decide what behavior is desirable to others (Hendel & Steinman, 2002). Values shape an individual’s attitudes, perceptions and beliefs, and also have an impact on the way individuals perform their roles and

responsibilities (Hendel & Steinman, 2002; Hendel & Kagan, 2014). Thus, the promotion of organizational culture is used as a managerial tool for improving the working environment by means of the main values that are essential for individual and organizational efficacy (Banaszak-Holl et al., 2015).

Organizational culture can be assessed using the OSC measurement system. It assesses culture by three dimensions: rigidity, proficiency, and resistance (Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Glisson & Williams, 2015; Beidas et al., 2014; Olin et al., 2014; Beidas et al., 2018).

Employees report a rigid organizational culture to be when they are expected to experience only a small amount of discretion and flexibility in their work performance, have a limited contribution to the main management decisions, and feel controlled by numerous bureaucratic rules and regulations (Glisson, 2007; Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Patterson-Silver Wolf et al., 2013; Glisson et al., 2014; Olin et al., 2014; Glisson & Williams, 2015). Rigidity is evaluated by subscales that measure centralization and formalization (Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Olin et al., 2014; Glisson & Williams, 2015; Beidas et al., 2018).

A proficient organizational culture is described by the expectations that employees will be responsive and attentive to the needs of each client, placing their well-being first, and also clinically skilled and have up-to-date knowledge (Glisson, 2007; Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Patterson-Silver Wolf et al., 2013; Glisson et al., 2014; Olin et al., 2014; Glisson & Williams, 2015). This dimension is measured by items assessing subscales of responsiveness and competence (Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Olin et al., 2014; Glisson & Williams, 2015; Beidas et al., 2018).

A resistant organizational culture expects employees to show little interest in change or in new ways of service provision, and suppress any innovation in their working environment with passiveness (Glisson, 2007; Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Patterson-Silver Wolf et al., 2013; Glisson et al., 2014; Olin et al., 2014; Glisson & Williams, 2015). This dimension includes subscales measuring apathy and suppression (Glisson et al., 2008; Aarons et al., 2012; Glisson et al., 2012; Olin et al., 2014; Glisson & Williams, 2015; Beidas et al., 2018).

Organizational culture can be considered as a ‘social force’ that is invisible, however, it affects the behaviors of the employees (Springer et al., 2012; Hogan & Coote, 2014). It is considered to ensure the quality of the provided services (Alharbi et al., 2012; Rovithis et al., 2017). Organizational culture also plays a crucial role in job satisfaction and staff turnover, and may improve managerial procedures and influence budgeting (Rovithis et al., 2017).

Organizational culture affects the behavior of all of the employees and groups within an organization, and has an impact on all issues of organizational life, e.g. how decisions are made, how employees are treated, and the organization’s responses to its environment (Spath et al., 2013).

The nursing profession and also individual nurse’s actions in the organization are guided by their values (Hendel & Steinman, 2002; Hendel & Kagan, 2014). Culture tends to influence managerial strategies (Sellgren et al., 2008). Managers can build an organizational culture that has an impact on employees’ behavior by developing particular values and norms, both of which can be seen in artefacts (e.g. organizational rituals) that are aimed to bring about desired behaviors (Hogan & Coote, 2014).

A survey of managers (Jacobs et al., 2013) showed that organizations tend to have a balanced culture rather than a dominant culture. Previous research on

organizational culture has shown that participants (including managers) worked in a culture that highlighted particular rules, and supported participation and

teamwork. Also, culture correlated with organizational resources and patient safety climate, and the relationships between them were strong (Singer et al., 2009). Furthermore, respondents (including managers) indicated that culture plays a stronger role in quality improvement practices and has a positive impact on it, and culture and quality improvement practices have been seen to have a strong positive correlation (Ababaneh, 2010).