CAMERON AND QUINN'S MODEL OF ORGANIZATIONAL CULTURE: A CASE STUDY IN CAC BANK

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dc.contributor.authorBasar, Pinar
dc.contributor.authorIlkan, Emel
dc.contributor.authorMutair, Fazia
dc.date.accessioned2024-10-12T19:43:03Z
dc.date.available2024-10-12T19:43:03Z
dc.date.issued2022
dc.departmentİstanbul Ticaret Üniversitesien_US
dc.description.abstractThe main purpose of this study is to reveal the cultural profile of CAC (Corporate Agriculture Credit Bank). the cultural dimensions of an organization can be important for a number of reasons. a strong cultural structure can guide behavior and performance, and can help organizations achieve their desired outcomes. Understanding the cultural profile of an organization can also provide insight into the business environment and can be useful for improving the overall performance of the organization. This methodology is a deep interview with managers and employees and secondary data. It is designed to diagnose the cultural dimensions according to the Organizational Culture model of Cameron and Quinn. It is one of the businesses in which a mixture of organizational cultures (hierarchy, clan, adhocracy, and market cultures) serves its objectives. It went through various stages in changing the organizational culture and orientation of the bank. It has become one of the most important organizations targeted by employees. The results indicate that CAC-Bank Culture is dominated by firms with a mixture of clan and adhocracy cultures. The nature of organizational culture based on the competing values influence the performance of the employees and the corporate. It is very difficult to collect data from companies. A strong cultural structure is perceived to guide to behavior and performance desired by organizations. The framework provides the perspective for improving an understanding of organizational culture and business environment also outcome variables such as performance.en_US
dc.identifier.doi10.51847/NsL9E5rPjr
dc.identifier.endpage266en_US
dc.identifier.issn2528-9705
dc.identifier.issue2en_US
dc.identifier.startpage259en_US
dc.identifier.urihttps://doi.org/10.51847/NsL9E5rPjr
dc.identifier.urihttps://hdl.handle.net/11467/8721
dc.identifier.volume7en_US
dc.identifier.wosWOS:001033379600002en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.language.isoenen_US
dc.publisherGaziosmanpasa Univen_US
dc.relation.ispartofJournal Of Organizational Behavior Researchen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.snmzWoS_2024en_US
dc.subjectOrganizational cultureen_US
dc.subjectCameron-Quinn modelen_US
dc.subjectHierarchyen_US
dc.subjectClanen_US
dc.subjectAdhocracyen_US
dc.titleCAMERON AND QUINN'S MODEL OF ORGANIZATIONAL CULTURE: A CASE STUDY IN CAC BANKen_US
dc.typeArticleen_US

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