دانلود رایگان مقاله انگلیسی مدل های فرهنگ سازمانی - اشپرینگر 2018

18.3 A Broader View on Cultural Dimensions

Even though Cameron and Quinn created a sophisticated model that will lead to valuable insights, it might prove to not be sufficient. In order to understand the full complexity of the inherent cultural characteristics of Scrum, more than just a typology might be needed. “The value of typologies is that they simplify thinking and provide useful categories for sorting out the complexities we must deal with when we confront organizational realities. [...] The weakness of culture typologies is that they oversimplify these complexities and may provide us categories that are incorrect in terms of their relevance to what we are trying to understand. They limit our perspective by prematurely focusing us on just a few dimensions, they limit our ability to find complex patterns among a number of dimensions, and they do not reveal what a given group feels intensely about” (Schein 2010, p. 175). So with the Organizational Culture Assessment Instrument (OCAI), the dimensions of analysis might have been narrowed.

Broadening the horizon of this research could happen through a survey, expert interviews, or group workshops. In Schein’s opinion, “culture cannot be assessed by means of surveys or questionnaires because one does not know what to ask, cannot judge the reliability and validity of the responses, and may not want to influence the organization in unknown ways through the survey itself” (Schein 2009, p. 101). These concerns are well founded, but do not fit to the situation at hand. Since not one individual organization is assessed, there is no risk to influence an organization by means of a questionnaire. A survey is never reliable, but neither are interviews or workshops. However, by gathering a large enough data sample (e.g. 200), the significance can be statistically verified. To find out which questions to ask, one can consult literature: Even Schein himself (2009, 2010) gives ample examples of what to ask.