ISSN 1392-1142 (Print), ISSN 2335-8750 (Online)

ORGANIZACIJŲ VADYBA: Leonid NAKOV,

SISTEMINIAI TYRIMAI 2018.80
https://doi.org/10.1515/mosr-2018-0015
Igor IVANOVSKI

Managing the Learning Capacity of Organizational

Culture in Relation to Organizational Commitment:
Methodological and Empirical Overview

The primary objective of the paper is to offer qualitative analysis based on the previous relevant theoretical
and empirical work for the correlation between systematic and methodological implementation of organiza-
tional commitment throughout its learning capacity and organizational culture. The co-integration of the two
critical issues stresses the significance and influence of contemporary and holistic models, such as, the OCTA-
PACE model, and its convergence to High Commitment management Model (HCM), as highly important for
organizational growth and competitiveness of business entities.
Keywords: organizational culture, OCTAPACE model, organizational commitment, HCM.
Pagrindinis straipsnio tikslas yra pasiūlyti kokybinę analizę, pagrįstą ankstesniu atliktu teoriniu ir empiri-
niu tyrimu, siekiant suderinti sisteminį ir metodologinį organizacinių įsipareigojimų vykdymą pasitelkiant
organizacijos mokymosi gebėjimus ir organizacinę kultūrą. Dviejų svarbių klausimų integravimas pabrėžia
šiuolaikinių ir holistinių modelių, tokių kaip OCTAPACE modelis, svarbą ir įtaką bei jų sąsajas su aukšto
darbuotojų įsipareigojimo organizacijai valdymo modeliu, kuris labai svarbus verslo organizaciniam augimui
bei verslo subjektų konkurencingumui.
Raktiniai žodžiai: organizacinė kultūra, OCTAPACE modelis, organizacinis įsipareigojimas, aukšto
darbuotojų įsipareigojimo organizacijai valdymo modelis.

Introduction system which would constantly develop

the potential of placing the organizational
Nowadays organizations, analysed as busi- culture in the central business framework
ness form of entities, are facing an increased and, furthermore, integrating it with the
and profound number of challenges that behavioural dimension of the organiza-
are related to the necessity of their external tional environment, such as organizational
adaptation (focus/differentiation orienta- commitment. The tendency of managers
tion) and internal integration (flexibility/ to harmonize the process and behaviour-
control orientation). Possession of suffi- al segments of managing their prevalent
cient resources and capacities is evidently business model is highly dependent on
not sufficient for obtaining a managerial the organization’s orientation to build and

Leonid NAKOV – PhD in organizational sciences (management), associate professor; Director of the Centre for
Economic Researches (CER) at the Faculty of Economics, Ss. Cyril and Methodius University in Skopje, Republic of
Macedonia. Address: Skopje, Bul Goce Delcev bb., Republic of Macedonia. Phone: +389 23286842. E-mail: lnakov@
eccf.ukim.edu.mk.
Igor IVANOVSKI – PhD in organizational sciences and finance (insurance and pensions), assistant professor at the
Faculty of Economics, Ss. Cyril and Methodius University in Skopje, Republic of Macedonia. Address: Skopje, Bul
Goce Delcev bb., Republic of Macedonia. Phone: +389 23286836. E-mail: [email protected].
© 2018 Leonid NAKOV, Igor IVANOVSKI published by Sciendo.
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
90 Leonid NAKOV, Igor IVANOVSKI

s­ustain a model of organizational culture commitment with the prevalent practices

that is capable of identifying and perma- of Human Resource Management (HRM),
nently implementing the desired organiza- having an ultimate goal of increasing the
tional changes directed towards improving capacity for establishing a High Commit-
the overall business effectiveness and ef- ment Management model (HCM).
ficiency. It is evident from the majority of
researchers in the field of organizational
culture (Lawson, 2003) that it is more than Developing the learning
a basic pattern of values, beliefs, stand- organizational culture
ards, norms, expectations, motives, needs
etc., which aggregate at individual, group/ Each and every attempt to conceptualize
team and organizational level, mainly ow- the organizational culture should be fol-
ing to the orientation of every advanced lowed by particular attention to the fact
model of organizational culture to serve that, as a behavioural business concept,
as a source for attaining competitive ad- it does not exist and influence sufficiently
vantage and, furthermore, for the overall the organizational performances if it is
organizational identity. not properly ‘fitted’ within other imple-
The prior research object is focused menting elements of the organizational
on the holistic influence of the behav- strategy – structure and leadership style.
ioural dimensions of the learning model Fundamentally, organizational culture
of organizational culture, in the process of (Parrek, Rao, 1999) is perceived as cu-
increasing the learning capacity of man- mulative, crystalized and quasi stable life-
aging aimed at advancements in the in- style of people as reflected in the presence
tegral elements of organizational culture, of some states of life over others, in the re-
predominantly the values and beliefs. The sponse predispositions towards several sig-
connection of the proposed research ob- nificant issues and phenomena (attitudes),
ject with the prevalent research problem in the organized way of filling time in rela-
is fundamentally placed at contemporary tion to certain affairs (rituals), and in the
managerial challenges for enabling an ways of promoting desired and preventing
in-depth, structural causality of organi- undesirable behaviour (sanctions). It is ev-
zational commitment and organizational ident that the term implies the approach
culture, through the practices of Human of understanding the work atmosphere,
Resource Management (HRM), analysed potential to act in a certain way, repetitive
in terms of the significant variables of or- models of behaving while working and,
ganizational culture. in the end, restraining from the action
With regard to the research goals, the manifestations that are not commonly
paper integrates the following key research understood and applied. As a multi-level
goals: a) identifying and analysing the func- behavioural concept, it is highly depend-
tion and importance of the learning organi- ent on the organizational climate (Dwive-
zational culture, from its inter-dependence di, Kaushik and Luxmi, 2014), which is
with the organizational collaboration and determined as the perceived attributes of
commitment; b) empirical comparative an organization and its subsystems, as re-
modelling of the inter-dependence of trans- flected in the way it deals with its members,
formative leadership and organizational associated groups, and issues.
 MANAGING THE LEARNING CAPACITY OF ORGANIZATIONAL CULTURE IN RELATION
TO ORGANIZATIONAL COMMITMENT: METHODOLOGICAL AND EMPIRICAL OVERVIEW 91

Organizational culture is a reflection ­ eveloping a model of organizational cul-

d
of the core business assumptions and ture which would be able to influence cer-
beliefs that govern the overall processes tain behavioural performance concepts,
and objectives. However, the process of such as organizational commitment.
reframing and advancing the organiza-
tional culture depends on the learning
potential of the organization, whereas Managing the prior values and
learning (Rothwell, Cookson, 1997) as a beliefs in the OCTAPACE model of
continuous concept, will lead to perfor- organizational culture
mance improvement only when it is per-
formance-enhancing and actually applied In order to increase the awareness for a
in the workplace, meaning it is oriented higher level of business ethical dimen-
to application. The importance of the or- sions within the learning model of or-
ganizational learning process can be best ganizational culture, an OCTAPACE
illustrated through the learning process cultural model (Pareek, 1997, 2002) has
(Nonaka et al., 2001), fundamentally de- been developed, comprising of the most
scribed as the foundational cornerstone of influential behavioural factors for the or-
knowledge-creation practice which leads to ganizational successibility. An illustrative
collective knowledge – creation, which in
presentation of the elements of the OC-
turn, the created knowledge triggers anoth-
TAPACE model of organizational culture
er innovative learning process, possessing
is given in Figure 1 bellow:
an iterative character.
Although primary implemented in the
A closer determination of the learn-
IT and banking sectors, this model is be-
ing organizational culture emphasizes
coming increasingly popular in other sec-
that, as one of the most advanced behav-
tors, such as the public sector, the SME’s
ioural concepts that determines the or-
ganizational performances, it is defined sector, etc. The applicative importance
(Garvin, 1993) as an organization skilled of the model lies in its capacity to influ-
at creating, acquiring and transferring ence one of the most popular organiza-
knowledge, and at modifying its behavior tional environment components in the
to reflect new knowledge and insights. field of Human Resource Development
Learning organizational culture is cre- (HRD) that is inter-connected to the or-
ated by harmonizing the following inte- ganizational changes, innovative process
gral elements of learning (Watkins, Mar- and performances, i.e., the organizational
sick, 1993) within the prevalent pattern of commitment.
values, beliefs, standards and norms:
1. Continuous learning opportunities;
2. Inquiry and dialogue; 3. Collaboration Influence of the learning organizational
and team learning; 4. Empowering peo- culture on organizational commitment
ple toward a collective vision; 5. Systems
to capture and share learning; 6. Connect Fundamentally, organizational commit-
organization to its environment, and Stra- ment, somewhere stipulated as member
tegic leadership for learning practices. identity (Robbins, 2005) is defined as a
The importance of unifying the above state in which an employee identifies with
elements is placed in the necessity of a particular organization and its goals,
92 Leonid NAKOV, Igor IVANOVSKI

Confrontation Trust
Facing problems Building a sense of
and challenges assurance and
boldly and not confidence in each
carpeting them other
Openness
Freedom to Authenticity
communicate, share Congruence
and interact without between what one
hesitation feels, says and does

Eight Steps to Creating Functional Ethos

Experimentation Proaction
Taking a fresh lo ok Taking initiative,
at things and preplanning and
fostering creativity taking preventive
action

Collaboration Autonomy
Giving help to and Using and giving
accepting help from freedom to plan and
others as in a team act in one’s own
sphere

Fig. 1. Dimensions of the OCTAPACE model of organizational culture

Source: F. T. Azmi and R. Sharma (2007).

and wishes to maintain his membership arises that organizational commitment

in the organization. This contemporary comprises also of affective, psychologi-
definition is a continuation of the initial cal, continual, empathic, as well as learn-
determination of the concept (Hall, Sch- ing component. For empirical purposes
neider and Nygfre, 1970) as the process in the work, we would follow its affec-
by which the goals of the organization and tive, continuance and normative dimen-
those of the individual become increasingly sions. In this context, certain authors,
integrated or congruent. Having in mind like R. A. Ghani et. al. (2004), state that
that the state to which every employee employee with strong Organizational com-
is feeling integrated within the organiza- mitment continue employment with the
tion, as an individual, group/team or as a organization, because they want to do so,
whole organizational system, is far more enacting specific behaviors due to the be-
than a normative concept, in practice it lief that it is morally correct rather than
 MANAGING THE LEARNING CAPACITY OF ORGANIZATIONAL CULTURE IN RELATION
TO ORGANIZATIONAL COMMITMENT: METHODOLOGICAL AND EMPIRICAL OVERVIEW 93

personally beneficial. Learning organiza- culture happens to be an intermediary

tional culture influences organizational influencing factor to organizational com-
commitment both directly – through the mitment, starting from leadership and
fundamental cultural values and beliefs ending with the organizational perfor-
and indirectly – through the practices mance which results from organizational
of the Human Resource Development commitment. In the empirical segment
(HRD). Empirically, above relationship of our work, their influence on organiza-
(Shannawaz and Hazarika, 2004) has em- tional commitment will be regionally and
pirically been tested on the OCTAPACE internationally tested. The findings of the
organizational culture scale, indicating analyses are the cornerstone pathway for
that organizational culture is a significant undertaking the same empirical research
predictor of the success of organizational in several regional South-eastern Euro-
commitment. One of the most challeng- pean countries, including the Republic
ing issues in managing the necessary of Macedonia. In order to bear a mana-
organizational changes is undoubtedly gerial dimension, organizational com-
the proper explanation of the relation- mitment must be systematically man-
ship between the learning organizational aged and further developed, a need that
culture and organizational commitment. is undertaken with the implementation
Although certain experts, like T. Kassa- of the High Commitment Management
hun (2005), state that perceived job au- model (HCM). Fundamentally, HCM
tonomy, procedural and distributive jus- (Purcell, 1993) is determined as the visual
tice, organizational support and employee embodiment of the unitarist frame of ref-
age are the most important predictors of erence, both in the sense of legitimation of
organizational commitment. Another managerial authority and in the imagery of
group, like P. A. Sungmin, B. Henkin and the firm as a team with committed employ-
R. Egley (2005), clarify that far most im- ees working with managers for the benefit
portant determinants are trust and poten- of the firm. HCM is created with an aim to
tial for team work – illustrated through promote organizational commitment, in
cooperation. Besides, other authors, like order to harmonize between the organi-
J. Connel, N. Ferres and A. Travaglione zational and employee objectives.
(2003), state that organizational support,
transformational leadership and proce-
dural justice are the central factors for the Empirical analyses of the mutual
organizational commitment success. relationship of organizational culture
In order to detail the constitutive ele- and organizational commitment
ments of dimensions of the organizational
culture which influence organizational Even though a thorough examination of
commitment, the analysis will be focused the correlation between organizational
on the influencing potential of Collabo- culture and organizational commitment
ration (Dwivedi, Kaushik, Luxmi, 2014), has gained importance over the past
which, in fact, consists of enhanced team two decades, there is still limited num-
spirit, sharing of experiences, improved ber of profound national and interna-
communication, timely help and im- tional surveys and empirical analyses, as
proved resource sharing. Organizational a base for determining the applicability
94 Leonid NAKOV, Igor IVANOVSKI

of ­theoretical proofs. In order to test and level. They have made a selection of 15
validate the above given theoretical ori- BPO units with different industry profile
entations, in this empirical part, we are and number of employees, creating three
referring to certain prominent empirical strata, i.e., BPO units up to 250, from 250
work done on a comparable basis. Fur- up to 500 and over 500 employees. Funda-
thermore, we seek to stress the initiative mental analytical conclusions regarding
for empirical study, based on our created the tested relationship are the following:
theoretical model for national or regional, firstly, there is differentiation in the per-
South-eastern European countries, level. ception of the employees in the three stra-
We particularly point out that most of ta about organizational culture in terms
the analysed empirical work has been of more positive perception in the smaller
done at national level, and frequently is BPO units than in the following middle
segmented across the business sector, a and larger BPOs. In this regard, they con-
moment that raises dilemma for its entire clude through ANOVA testing that there
applicability, as a general process for all is no difference in the perception of the
institution types. Credible results can be dimensions of organizational culture,
found in the work of S. Dwivedi, S. Kau- openness, authenticity, autonomy and
shik and Luxmi (2014), that examined the collaboration. However, the other case
link between organizational commitment is with the dimensions of confrontation,
and organizational culture in the Busi- trust, proaction and experimentation, as
ness Process Outsourcing (BPO) in Indian the employees’ perception of them differs
economy, with an excessive usage of the (Table 1), confirming the first results that
OCTAPACE cultural model. The authors employees in smaller companies under-
selected 15 out of 40 BPO units in the final stand and perceive organizational culture
stage of their analysis, in which they have and some of its dimensions more closely
evaluated Questionnaires on 524 employ- compared to other BPO units in the sec-
ees at three levels – top, middle and lower ond and third stratum.

Table 1. Analysis of variance (ANOVA) of dimensions of organizational culture in three organizational

strata of BPO units (under study)

Confronta- Authenti- Collabora- Experimen-

Strata N Openness Trust Proaction Autonomy
tion city tion tation
Std. Deviation

Std. Deviation

Std. Deviation

Std. Deviation

Std. Deviation

Std. Deviation

Std. Deviation

Std. Deviation
Mean

Mean

Mean

Mean

Mean

Mean

Mean

Mean

I 240 2.43 0.476 2.40 0.423 2.42 0.500 2.19 0.390 2.57 0.596 2.17 0.348 2.43 0.422 2.50 0.539

II 136 2.33 0.525 2.25 0.589 2.28 0.577 2.21 0.378 2.29 0.561 2.14 0.483 2.42 0.466 2.27 0.486

III 148 2.33 0.511 2.27 0.459 2.30 0.542 2.22 0.411 2.47 0.653 2.22 0.411 2.38 0.455 2.32 0.515

Total 524 2.37 0.500 2.32 0.485 2.35 0.535 2.20 0.393 2.47 0.614 2.18 0.405 2.41 0.443 2.39 0.528
F-Value: F-Value: F-Value: F-Value: F-Value: F-Value: F-Value: F-Value:
ANOVA 2.621 5.240 3.464 0.408 9.449 1.327 0.823 10.277
(p=0.074) (p=0.006) (p=0.032) (p=0.665) (p=0.000) (p=0.266) (p=0.440) (p=0.000)
Source: S. Dwivedi, S. Kaushik, and Luxmi (2014).
 MANAGING THE LEARNING CAPACITY OF ORGANIZATIONAL CULTURE IN RELATION
TO ORGANIZATIONAL COMMITMENT: METHODOLOGICAL AND EMPIRICAL OVERVIEW 95

Secondly, the most important data can commitment, with exclusion of the dimen-
be seen in the authors’ correlation and re- sion of openness and autonomy. Regarding
gression analysis, treating the relationship the role of cooperation as an element of
between organizational commitment and the OCTAPACE model, we must note that
the dimensions of organizational culture. even though it has one of the highest cor-
In this case, there is significant Pearson relation coefficients, yet, in the regression
correlation between the commitment and model, its influence and statistical signifi-
the eight organizational culture dimensions cance is among the lowest one, as our most
for all three strata of employees, pointing important future research challenge. In
the proaction as the dimension with the addition, the under average coefficient of
strongest correlation and autonomy with determination that amounts to 31.5% of
the weakest correlation (Table 2). the population, does not allow too much
These results served as a basis for the space for general empirical conclusions.
regression model, in which organizational Other scholars (Simosi, Xenikou,
commitment was a dependent variable 2010), in a survey and empirical study of
(Table 3). The findings confirmed that the a Greek service company, examined the
dimensions of organizational culture are influence of organizational culture, parti-
predicting the perception, model and im- cularly the role of leadership in the em-
plementation of employees’ organizational ployees’ commitment – a methodological

Table 2. Correlation between organizational culture and organizational commitment

Open- Confron- Authen- Pro- Autono- Collabo- Experimenta-

Trust
ness tation ticity action my ration tion
Commitment 0.346** 0.418** 0.392** 0.299** 0.481** 0.151** 0.309** 0.384**
0.000 0.000 0.000 0.000 0.000 0.001 0.000 0.000
Note: Pearson Correlation (only significant correlations are displayed).
** Correlation is significant at 0.05 levels.
Source: S. Dwivedi, S. Kaushik, and Luxmi (2014).

Table 3. Step-wise regression analysis – organizational commitment

Standardized
Regression
Dimensions Coefficients t Sig. Summary
Model
(Beta)
(Constant) 10.951 0.000 Adjusted R2= 0.315

Proaction 0.162 3.225 0.001 Durbin Watson= 1.902

Confrontation 0.140 3.183 0.002 ANOVA(F) 41.148

Experimentation 0.152 3.440 0.001 Sig. 0.000

Authenticity 0.135 3.508 0.000

Collaboration 0.118 2.884 0.004

Trust 0.123 2.797 0.005

Source: S. Dwivedi, S. Kaushik, and Luxmi (2014).
96 Leonid NAKOV, Igor IVANOVSKI

representative constraint, consisted of 300 Correlation data was used in the ana-
employees, distributed by their age, gen- lysis for creation of the two regression
der and more important by the position model evaluating the influence between
(55% non-managers and 45% managers) transformational leadership and contin-
and length of service (74% > 4 years and gent reward, jointly with cultural orien-
24% < 4 years). They examined the em- tations on the affective and normative
ployees’ dimensions of commitment, i.e., commitment. The regression analysis
affective, continuance and normative. The confirmed, with different significance, po-
researchers placed the elements of trans- sitive correlation of leadership behaviour
formational leadership and contingent and contingent reward to the dimensions of
reward behaviour, as well as humanistic, organizational commitment.
affiliative, achievement and self-actuali- In our opinion, the most important
zation culture orientations as additional analytical conclusions of this second
variables to the main three dimensions. study are the following ones:
The results of correlation analyses (Table Firstly, the positive correlation between
4) showed positive and statistically signifi- transformational leadership and contin-
cant correlation between transformational gent reward to affective and normative
leadership and contingent reward regar- commitment, and this can be interpret-
ding the cultural orientations to affective ed as an organizational environment in
and normative commitment, whilst there is which transformational leaders have cre-
low correlation the aspects of cultural influ- ated conditions for fairness, performance-
ence to continuance commitment, i.e., per- based expectations and achievements,
sonal sacrifice and perceived alternatives. while contingent reward behaviour is

Table 4. Correlation coefficients of the variables

Variables (1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
Affective Commitment (1)
-
Normative
Commitment (2) Con-
.49*** -
tinuance commitment:
Personal sacrifice (3) Con-
.27*** .40*** -
tinuance commitment:
Perceived alternatives (4) -.14* .03+ .26*** -
Transformational Leader-
.15* .20** .13+ .05+ -
ship (5)
Contingent Reward (6) .25*** .30*** .19** -.004+ .84*** -

Humanistic Culture (7) .30*** .35*** .25* -.003+ .57*** .55*** -

Affiliative Culture (8) .26*** .28*** .15* .04+ .56*** .52*** .88*** -

Achievement Culture (9) .28*** .32*** .16** .03+ .63*** .51*** .82*** .77*** -
Self-actualizing Culture
.24*** .25*** .11+ .06+ .59*** .52*** .80*** .78*** .79*** -
(10)
Notes: N = 300; *p ≤.05; **p ≤ .01; ***p ≤ .001.
Source: M. Simosi and A. Xenikou (2010).
 MANAGING THE LEARNING CAPACITY OF ORGANIZATIONAL CULTURE IN RELATION
TO ORGANIZATIONAL COMMITMENT: METHODOLOGICAL AND EMPIRICAL OVERVIEW 97

likely inspiring the feeling of honesty, certain affairs (rituals), and in the ways
faith and trust among employees. of promoting the desired and preventing
Secondly, their models, did not get the the undesirable behaviour (sanctions). A
full picture of the impact of transforma- closer determination of the learning or-
tional leadership on continuance commit- ganizational culture emphasizes that, as
ment, since only the element of personal one of the most advanced behavioural
sacrifice was linked to contingent reward, concepts that determines the organiza-
probably as a result of turbulent economic tional performances, it is defined as an
surrounding, economic crisis and mid- organization skilled at creating, acquir-
term instability, to which employees react ing and transferring knowledge, and at
with their determination to keep mem- modifying its behaviour to reflect new
bership in its organization. knowledge and insights.
And thirdly, limited correlation be- In order to increase the awareness for
tween organizational culture and organi- a higher level of business ethical dimen-
zational commitment, is followed by the sions within the learning model of organi-
authors’ conclusion that the more employ- zational culture, an OCTAPACE cultural
ees perceive their organization as a group model has been developed, comprising of
that promotes social support and construc- the most influential behavioural factors
tive interpersonal relations, goal achieve- necessary for the organizational success.
ment and self-actualization, the more they Organizational commitment, some-
would remain in the same organization, where stipulated as member identity, is
exercising moral reciprocity towards it. defined as a state in which an employee
identifies herself/himself with a particular
organization and its goals, and wishes to
Conclusions maintain her/his membership in the or-
ganization. The learning organizational
The tendency of managers to harmonize culture influences organizational com-
the process and behavioural segments of mitment both directly – through the fun-
managing their prevalent business model damental cultural values and beliefs and
is highly dependent on the organizations’ indirectly – through the practices of Hu-
orientation to build and sustain a model man Resource Development (HRD).
of organizational culture that is capable of As a brief conclusion to the relations-
identifying and permanently implement- hip of organizational culture and commi-
ing the desired organizational changes tment, the first empirical analysis perfor-
directed towards improving the over- med by S. Dwivedi, S. Kaushik and Luxmi
all business effectiveness and efficiency. made a pioneer attempt to test the cor-
Fundamentally, organizational culture is relation between organizational culture
perceived as cumulative, crystalized and and its dimensions with organizational
quasi stable life-style of people as reflect- commitment. Their findings are conclu-
ed in the presence of some states of life sive and affirmative for the role of orga-
over others, in the response predisposi- nizational commitment in the companies’
tions towards several significant issues functioning and growth. Even though
and phenomena (attitudes), in the or- they are limited in business profile as well
ganized way of filling time in relation to as in location, the empirical study is a
98 Leonid NAKOV, Igor IVANOVSKI

s­olid base for national and international Fundamentally, a serious role of the four
studies of this kind. cultural orientations to organizational
As a conclusion to the second ana- commitment stresses the role of organi-
lysed study, conducted by M. Simosi and zational culture and the positive role of
A. Xenikou, we can say that the authors leaders who inspire the follower’s crea-
made a sound study which, even with the tivity, initiative, promote organizational
systematic limitations of the non-causali- context and align personal to organiza-
ty possibility, as a cross-sectional analysis tional principles, in raising the employee’s
has been used, confirmed the previous emotional attachment to the group and
empirical and theoretical conclusions. organization itself.

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Leonid NAKOV, Igor IVANOVSKI

ORGANIZACINĖS KULTŪROS MOKYMOSI GEBĖJIMŲ VALDYMAS PASITELKIANT
ORGANIZACINĮ ĮSIPAREIGOJIMĄ: METODOLOGINĖ IR EMPIRINĖ APŽVALGA

S a n t r a u k a

Šiuolaikinių verslo subjektų elgesys yra orientuotas į įmonių konkurencinį pranašumą. Be to, empiriniai
tendenciją sukurti integruotą organizacinės kultūros tyrimai patvirtina teorines išvadas ir pateikia esmines
plėtros modelį, kuris suvienytų ankstesnes vertybes, gaires, paveikiančias tam tikrą organizacinės kultūros
požiūrį, įsitikinimus, standartus ir normas, siekiant įvairovę ir orientavimąsi į organizacinį augimą, o tai
bendrų verslo tikslų. Šiame kontekste organizacinės leidžia dar labiau keisti ir transformuoti visus organi-
kultūros OCTAPACE modelio planavimas ir įgyven- zacinės plėtros subjektus.
dinimas yra procesas, kuris pabrėžia ir toliau tobulina Holistinis požiūris ir kūrybinis derinimas bei or-
organizacinės kultūros mokymosi elgsenos gebėjimus ganizacinės kultūros metmenų ir orientacijų rekom-
bei daugiausia siekia didinti organizacinio įsipareigo- binacija yra papildomas svarbus veiksnys inicijuojant
jimo gyvybingumą. Pagrindinis šios tarpusavio pri- ir išlaikant organizaciniam augimui ir organizacinei
klausomybės tikslas – suformuoti aukšto darbuotojų kultūrai pritaikomą įtaką, o ne praktika, orientuo-
įsipareigojimo valdymo modelį. ta į trumpalaikius prioritetus ar lūkesčius. Vidinės
Vidinio organizacinio įsipareigojimo modelio integracijos ir išorės prisitaikymo prie vyraujančios
sukūrimas, įgyvendinimas ir tobulinimas yra esminis sektorinės organizacijos kultūros tendencijų sinchro-
žingsnis link tvaraus organizacinės kultūros modelio, nizavimas turėtų būti grindžiamas konkrečių subjek-
kuris apima visus elementus ir susieja juos su įmonių tų pasiryžimu keisti ir nustatyti dinaminės aplinkos ir
organizacinio augimo samprata. Šiuo požiūriu orga- konkurencinio spaudimo metmenų derinį.
nizacinis elgesys ir tvarus vadovavimas yra svarbūs Metodologinės ir empirinės analizės bei orga-
veiksniai, kurie šiuo metu numato organizacinius įsi- nizacinės kultūros komponentų ir organizacinio įsi-
pareigojimus ir vėliau organizacinę kultūrą kaip vie- pareigojimo tarpusavio priklausomybės regioniniu
ną iš efektyviausių vidinių elementų siekiant sukurti ir tarptautiniu lygmeniu integracija yra mokslinė
100 Leonid NAKOV, Igor IVANOVSKI

tarpusavyje susijusių verslo subjektų, priklausančių vidaus procesų, skirtų ūkio subjektams valdyti, atsižvel-
Balkanų regionui, įskaitant Makedonijos Respubliką, giant į rinkos pažeidimus, riziką ir institucinį nestabilu-
santykių ir įtakos riba. Tai svarbu, ypač atsižvelgiant mą regione, kuris iš esmės mažina ir taip mažą vietos ir
į pažeidžiamumą ir konkurencingumo bei produkty- regiono verslo konkurencingumą, palyginti su Europos
vumo stoką, taip pat ir į tai, kad nėra stiprių ir tvarių Sąjungos bendrosios rinkos konkurencingumu.