Has COVID-19 affected the organisational culture of non-governmental organisations?

70 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Has COVID-19 a ec ed he o ganisa ional cul u e o non-go e nmen al o ganisa ions? Ma ie Mikušo á1, Pe a Ryd alo á2, Naděžda Klabusayo á3, F an išek Konečný4 1 Technical Uni e si y o Os a a, Facul y o Economics, Depa men o Managemen , Czech Republic, ORCID: 0000-0003-0183-806X, [email p o ec ed]; 2 Technical Uni e si y o Libe ec, Facul y o Economics, Depa men o Business Adminis a ion and Managemen , Czech Republic, ORCID: 0000-0002-4816-208X, [email p o ec ed]; 3 PRIGO Uni e si y, Depa men o Business Economics and Law, Czech Republic, ORCID: 0000-0003-1758-0729, [email p o ec ed]; 4 Technical Uni e si y o Os a a, Facul y o Economics, Depa men o Managemen , Czech Republic, ORCID: 0000-0002-1463-7147, [email p o ec ed]. Abs ac : O ganisa ional cul u e, as one o he key ea u es o any o ganisa ion, is ela ed o i s pe o mance. This is also ue o non-go e nmen al o ganisa ions. The pu pose o his esea ch is o iden i y changes in he dimensions o he o ganisa ional cul u e o hese o ganisa ions caused by he pandemic. Da a om 586 esponden s, iden i ied h ough an online OCAI ques ionnai e, we e collec ed o p e-COVID-19, cu en , and p e e ed s a e. S a is ically signi ican ep esen a ion o he dimensions was iden i ied in he ypes o cul u e. I was ound ha hie a chy cul u e was p e alen in p e-COVID-19. The hypo hesis o ying o inc ease compe i i eness in imes o h ea was no con i med. A e COVID-19, clan cul u e p e ailed. I can be no ed ha indi idual dimensions o o ganisa ional cul u e changed hei loca ion d ama ically du ing he epo ing pe iod. Bu he dimensions in he p e e ed o ganisa ional cul u e e u ned mos ly o he p e-pandemic s a e. Acco ding o McNema ’s es a an o e all signi icance le el o 0.05, he e was a di e ence be ween he now and p e e ed pe iods o dominan cha ac e is ics in hie a chy ype, o ganisa ional leade ship in ma ke and hie a chy ype, managemen o employees in clan and hie a chy, s a egic emphases in adhoc acy ype. O he 24 op ions, a s a is ically signi ican di e ence was con i med in six cases. The esponden s do no signi ican ly expe ience eelings o exhaus ion o dis up ion o wo k-li e balance in a pos -pandemic si ua ion. The p ac ical indings emphasise he necessi y o manage s o know he loca ion o dimensions, no only he ype o o ganisa ional cul u e. Con i med ac s can help manage s, leade s, and policy make s in choosing s a egies o shaping o ganisa ional cul u e in non-go e nmen al o ganisa ions o achie e he equi ed pe o mance. Keywo ds: Non-go e nmen al o ganisa ions (NGOs), o ganisa ional cul u e, OCAI, COVID-19. JEL Classi ica ion: M1, L31. APA S yle Ci a ion: Mikušo á, M., Ryd alo á, P., Klabusayo á, N., & Konečný, F. (2023). Has COVID-19 a ec ed he o ganisa ional cul u e o non-go e nmen al o ganisa ions? E&M Economics and Managemen , 26(3), 70–91. h ps://doi.o g/10.15240/ ul/001/2023-3-005 In oduc ion An impo an subsys em o any o ganisa ion is i s cul u e. O ganisa ional cul u e (OC) is c ea ed in all ypes o o ganisa ions, wha e e hei pu - pose, no jus p o i making. Al hough in angible and la gely in isible, i a ec s o ganisa ional pe - o mance, employee (and he e o e cus ome ) sa is ac ion, and quali y o wo k li e (Came on & Quinn, 1999; Mi anda-Wol , 2022; Schein, 1992; Schein & Schein, 2016; T ice & Beye , 1990). E+M_3_2023_kniha.indb 70 04.09.2023 16:39:56 71 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Thus, i can be said ha he ou come o an o ganisa ion’s ac i i ies is in luenced no only by he componen s ha can be quan i ied bu also by cul u e as an unquan i iable compo- nen , which acco ding o Denison (1990) con- sis s o he basic alues, a i udes and belie s ha exis in an o ganisa ion, he pa e ns o be- ha iou ha esul om hese sha ed meanings, and he symbols ha exp ess he connec ion be ween he belie s, alues, and beha iou s o o ganisa ional membe s. The o ganisa ion’s cul u e is he esul o a lea ning p ocess. I is he esul o he accu- mula ion o expe iences passed on o indi idu- als h ough he socialisa ion p ocess. By being in o malised, OC can be mo e easily subjec o in e nal and ex e nal in luences, whe he nega i e o posi i e. One o he las majo changes aced by in- di iduals and o ganisa ions was he COVID-19 pandemic. I had (and s ill has) an impac on e - e yone’s pe sonal and p o essional li e. Manage- men mus be able o espond o changes and adop new solu ions so ha , among o he hings, he o ganisa ional cul u e as one o he p e eq- uisi es o pe o mance, is no weakened. The esea ch ques ion was o mula ed: RQ: Was he e a change in he dimensions o he o ganisa ional cul u e o non-go e nmen- al o ganisa ions du ing he COVID-19 pe iod? The p ocessing p ocedu e is as ollows. Fi s ly, he issue o o ganisa ional cul u e is elabo a ed, highligh ing i s impo ance o he o - ganisa ions, including non-p o i o ganisa ions. In he ollowing sec ion, he me hodology and me hods used a e desc ibed. The s a is ically p ocessed esul s ob ained om he ques ion- nai e su ey in NGOs a e p esen ed and dis- cussed. Finally, he key indings o he esea ch a e summa ised and he limi a ions and con i- bu ions o he esea ch a e discussed. 1. Theo e ical backg ound O ganisa ional cul u e (OC) is he image o lead- e ship and is seen as an impo an goal o lead- e s. O ganisa ional cul u e is no jus abou he indi idual o he o ganisa ion. In e pe sonal ela ionships, en i onmen , human ealisa ion and human pe sonali y de elopmen , employee pe o mance and sa is ac ion, image, and b and o he o ganisa ion a e all OC. I is associa ed wi h he beha iou and a i ude o he manage- men , he pe o mance o he o ga nisa ion and he beha iou o he o ganisa ion and he em- ployees. Wha e e poin o iew an o ganisa- ion conside s mos impo an , unde s anding he concep o OC is he key o unde s anding he o ganisa ion and all ha comes wi h i . The speci ic de ini ion o he con en o he e m a ies, bu he amewo k o unde s anding he concep o OC is simila (Denison, 1990; D ennan, 1992; Hall, 1995; Kilmann e al., 1985; Sackmann, 2006). Fo he pu pose o his esea ch, he e m o ganisa ional cul u e has been unde s ood as a se o basic assump ions, alues, a i udes, and no ms o beha iou ha a e sha ed wi hin an o ganisa ion and ha a e mani es ed in he hinking, eeling, and beha iou o o ganisa- ional membe s and in a e ac s o ma e ial and imma e ial na u e. I manage s wan o manage he o ganisa ion wi h conside a ion o i s cul u- al aspec s and pu pose ully shape he con en o cul u e o suppo pe o mance, hey need o know and unde s and he cul u e o hei o ganisa ion (Lukášo á, 2015). Based on hei knowledge o he con en o he cul u e, hey can iden i y i s s eng hs and weaknesses, and hey can pu pose ully choose e ec i e man- agemen ac ics. He e he p ac ical ele ance o he de eloped ypologies o OCs eme ges. Typologies can help manage s compa e he con en o hei o ganisa ion’s cul u e wi h ypi- cal cases, and hus o know and unde s and i be e (B idges, 1992; Ghinea, 2016; Handy, 1993; Ha ison, 1972; Ipiñaza e al., 2021; Lee & Jang, 2019; S a inoudis & Kaka ougkas, 2019; Yaa i e al., 2016). Fo he pu pose o he esea ch, he model o Came on and Quinn (1999) was chosen. The OCAI O ganiza ional Cul u e Assess- men has been used in a numbe o s udies. Fo example in in es iga ions o di e ences in he success o business p ocess manage- men ini ia i es (Š embe ge e al., 2017), in iden i ying he success o in o ma ion sys em implemen a ion (Ma diana e al., 2018; Samsie e al., 2020), in de e mining OC ela ionships wi h quali y pe o mance in cons uc ion indus- y (Te ä äinen e al., 2018), o wi h employee sa is ac ion (Čuček & Kač, 2020; Dob in e al., 2021). OCAI was used also in he explo a ions o he academic and high school en i onmen (Caliskan & Zhu, 2019; Kun & Ujhelyi, 2018), in he amily business esea ch ield (Ma ín e al., 2017), o in public ins i u ions (And ianu, 2020). E+M_3_2023_kniha.indb 71 04.09.2023 16:39:56 72 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Each ype is cha ac e ised by he goals he o ganisa ion is wo king owa ds and he ools i uses o achie e hem. The au ho s o he model desc ibe he ypes o o ganisa ional cul u e as ollows. The clan cul u e is cha ac e ised by a iendly wo king en i onmen , sha ed alues and goals, and eam hinking. I has mo e cha a c e is ics o an ex ended amily han an o ganisa ion en i y. The commi men o he o ganisa ion is high. The bene i s o each indi idual’s de elopmen a e emphasised, and cus ome s a e seen as pa ne s. Teamwo k, pa icipa ion, and consensus a e seen as pa a- moun in he o ganisa ion. The hie a chy cul u e ep esen s a s uc u ed and o malised wo k en- i onmen , emphasising p ocedu es and egula- ions, wi h o mal ules as he uni ying elemen . The au ho s chose his model because i cap u es he p e ailing o ganisa ional alues, he associa ed s a egic p io i ies in each ype o cul u e, cap u es he a mosphe e in he o - ganisa ion, he leade ship s yle, and he suc- cess c i e ia o he o ganisa ion. This ac is p obably ela ed o he ac ha he model was o mula ed in ela ion o he sea ch o he con- di ions o o ganisa ional e ec i eness and ha he deg ee o ep esen a ion o hese ypes in he cul u e o he o ganisa ion allows an im- plici assessmen o he s a egic o ien a ion o he o ganisa ion. The basic dimensions o he model a e lexibili y e sus con ol and in e - nal e sus ex e nal ocus. The ypes o cul u e de ined by he au ho s using hese dimensions a e e e ed o as he cul u e o clan, hie a chy, adhoc acy, and ma ke (Fig. 1). Fig. 1: Compe ing alues o leade ship, e ec i eness, and o ganisa ional heo y Sou ce: Came on and Quinn (1999) Flexibili y and disc e ion In e nal ocus and in eg a ion Cul u e ype Clan Cul u e ype Adhoc acy Ex e nal ocus and di e en ia ion O ien a ion Collabo a i e O ien a ion C ea i e Leade Facili a o Leade Inno a o Type Men o Team builde Type En ep eneu Visiona y Value Commi men Value Inno a i e ou pu s D i e s Communica ion De elopmen D i e s T ans o ma ion Agili y E ec i eness Human de elopmen Pa icipa ion P oduce e ec i eness E ec i eness Inno a i eness, ision New esou ces P oduce e ec i eness Cul u e ype Hie a chy Cul u e ype Ma ke O ien a ion Con olling O ien a ion Compe ing Leade Coo dina o Leade Ha d d i e Type Moni o , O ganize Type Compe i o P oduce Value E iciency Value Ma ke sha e D i e s Timeliness Consis ency, Uni o mi y D i e s Goal achie emen P o i abili y E ec i eness Con ol, e iciency Capable p ocesses P oduce e ec i eness E ec i eness Ha d compe ing Cus ome ocus P oduce e ec i eness S abili y and con ol E+M_3_2023_kniha.indb 72 04.09.2023 16:39:56 73 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen The smoo h unning o he o ganisa ion is conside ed pa amoun ; he goal is s abili y and e iciency. Success is de ined as eliabili y o deli e y, mee ing deadlines, and low cos s. Employee managemen is p ima ily ocused on ensu ing employee secu i y. In he adhoc acy cul u e, he e is a wo kplace wi h a dynamic business and c ea i e en i onmen . People a e willing o ake isks, manage s a e isiona ies and inno a o s. Inno a i e app oaches and ex- pe imen a ion b ing he o ganisa ion oge he . The emphasis is on being a leade in i s ield o de eloping new p oduc s. Inno a ion and he abili y o adap o a u bulen en i onmen is seen as a sou ce o p o i abili y, and he suc- cess o he o ganisa ion is judged in his sense. The main ask o manage s is o encou age indi idual ini ia i e and c ea i i y. The ma ke cul u e is cha ac e is ic o a esul s-o ien ed o - ganisa ion in which people a e compe i i e and ocused on hei goals. The o ganisa ion is ied by a win-win o ien a ion, wi h success de ined by gaining ma ke sha e. Long- e m a en ion is paid o compe i ion, ie ce compe i i eness p e ails (Came on & Quinn, 1999). 1.1 O ganisa ional cul u e in NGOs –Selec ed indings NGOs add ess a wide ange o esponse and e- co e y needs. NGOs alue hei independence and neu ali y; hey end o be decen alised, a e commi ed, and a e highly p ac ice-o ien ed (Coppola, 2020). NGOs mus mos ly und aise o apply o g an s o ope a e. As Helmig e al. (2015) s a ed, esea che s o en assume a unique non-p o i alue se , which is a pa o OC as a non-p o i speci ic sou ce o compe i i e ad an age. Thei indings ejec he idea o a unique non-p o i alue p io i isa- ion. NGOs do no di e in hei alue implemen- a ion ei he , hough some implemen ed alue se e as o ganisa ional sou ces and a e associ- a ed wi h be e pe o mance. Pinho e al. (2014) p o e ha o ganisa ional pe o mance is highe in luenced in ma ke o ganisa ional cul u e ype. The esea ch o Chen e al. (2019) demons a ed he impo an ole o OC in shaping isk manage- men p ac ices in NGOs and he c ucial ole ha leade s play in c ea ing and nu u ing such a cul u e wi hin hei o ganisa ions. The esul s show ha he ma ke - ype and inno a ion a e posi i ely associa ed wi h he ma u i y o he isk managemen p ac ices. The inno a ion sys em in luences he success o he whole sys em, and he OC has in luence on he inno a ion capaci y o he o ganisa ions (Oka an & Alankuş, 2017). Also, Lange and LeRoux (2017) a gue ha OC, cha ac e ised by inno a ion and isk- aking, may help NGOs espond o change in hei en i on- men s and be mo e e ec i e a hei ac i i ies. Human esou ces a e he d i ing o ce behind inno a ion p ocesses. Ronquillo e al. (2021) ound ha job lexibili y, he quali y and epu a- ion o he o ga nisa ion a e posi i ely ela ed o non-p o i inno a ion clima es. Resea ch by Chumg e al. (2016) suppo he no ion ha employee sense o well-being is connec ed wi h OC and employees’ knowledge-sha ing beha iou . Knowledge and human capi al can be seen as he mos impo an NGOs esou ces (Zbuchea e al., 2020). Wang (2021) iden i ied low o ganisa ional commi men om employees. His esea ch e ealed ha commi men was posi i ely ela ed o engaged leade ship, com- muni y engagemen e o , deg ee o o malisa- ion in daily ope a ions, and in angible suppo o employees. The commi men is linked o he willingness o employees o p omo e hei o ganisa ions (Ruge e al., 2020). O ganisa ional cul u e shapes beha iou s and con lic handling s yles (Roy & Pe in, 2021). O ganisa ional cul u e in luences he use o media. Ihm and Kim (2021) ound ha NGOs wi h au ho i a ian cul u es used all possible medium, including adi ional media, while amily-like NGOs lagged in using new ICTs. T anspa en in o ma ion p ac ices p edic ed mo e use o ICTs, whe eas collabo a i e and democ a ic communica ion p ac ices did no . O ganisa ional cul u e has an impac on s a egic planning. Panda (2021) ound ha he collabo a i e and e o manage- men cul u e posi i ely impac ed he c ea ion and concep ualisa ion o s a egic plans in NGOs. This o e iew, al hough b ie , is su icien o make manage s awa e ha OC does indeed in e e e wi h all o he o ganisa ion’s ac i i ies. The COVID-19 e a p esen s challenges o bo h manage s and esea che s. The i s is inding ou how esilien he o ganisa ional cul- u e is. Which elemen s o i will be ans o med, and which will be sus ained? Does he mo e online lead o ise o decline o he symbolic i uals o o ganisa ion li e? How will he ela- ionships be ween people wo king om home change? Wha is he impac o sepa a ion on you well-being? Wha impac will change in o ganisa ional cul u e ha e on o ganisa ional pe o mance? (Spice , 2020). The COVID-19 E+M_3_2023_kniha.indb 73 04.09.2023 16:39:56 74 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen c isis should be an incen i e o build a lea n- ing capabili y o o ganisa ional esilience (O h & Schuldis, 2021). Mo eo e , OC has a signi i- can e ec on c isis managemen s a egies no only in he COVID-19 c isis. 2. Resea ch me hodology A esea ch ques ion was o mula ed: RQ: Was he e a change in he dimensions o he o ganisa ional cul u e o non-p o i o gan- isa ions du ing he COVID-19 pe iod? The hypo heses we e cons uc ed: H1: The dominan ype o o ganisa ional cul u e in he p e-COVID-19 is he clan. Despi e he s udy o a la ge numbe o sou ces, he au ho s a e no known o ha e a s udy ha would ocus on he es ablished hypo heses. The hypo heses a e es ablished on he basis o in e iews wi h NGO employees and discussions wi h expe s om he social sphe e. The au ho s assume ha o ganisa ions whose pu pose is no o make p o i s bu o help people will c ea e a elaxed wo k en i onmen mo e like an ex ended amily. They will no pu p essu e on hei employees, hey will no equi e hei employees o compe e wi h each o he . This assump ion is ela ed o he ac ha many ac i i ies a e p o ided by olun ee s. H2: A e COVID-19, he e is a s a is ically signi ican inc ease in he p e e ence o place dimensions in he ma ke ype. H3: A e COVID-19, he e is a s a is ically signi ican inc ease in he p e e ence o place dimensions in he adhoc acy ype. NGOs ha e di e en goals han p o i o - ganisa ions. Howe e , his does no mean ha hey do no s i e o success, ha hey do no compe e o ma ke posi ioning o o clien s. To su i e and con inue o g ow, e en NGOs mus beha e in ways ha make hem compe i i e. H4: In he cu en and p e e ed si ua ion, he p e e ences in each dimension ha e no changed signi ican ly. The changes o OC e lec he chal- lenges o a changing en i onmen , o cing o ganisa ions o be dynamic and lexible o seek new solu ions. The au ho s sugges ha employees ha e also unde s ood he need o help hei o ganisa ion o be able o adap o he apidly changing en i onmen . A en ion is also paid o he pe sonal impac o he pandemic on he wo ke s hemsel es, i.e., on he a ea o well-being and wo k-li e balance. This issue is add essed only ma gin- ally. Howe e , o illus a e he pe sonal si ua ion in which he esponden s e alua e he di e en dimensions o OC, he au ho s also p oceed, al- bei in a limi ed way, o he ollowing hypo heses. H5: The e is a s a is ically signi ican ela- ionship be ween o ganisa ional cul u e and employees’ eelings o exhaus ion. H6: The e is a s a is ically signi ican ela- ionship be ween o ganisa ional cul u e and he pe cep ions o wo k-li e balance. The e o e, i is necessa y o ind he ype o OC in p e-pandemic and cu en ime. The p e e ed ype o OC will also be iden i ied. Fo he p e e ed ype o o ganisa ional cul u e, esponden s e lec on he ques ion: i you o ganisa ion is o lou ish, o achie e d ama ic success, in, say, i e yea s, wha kind o cul u e will be equi ed? To iden i y he ype o o ganisa ional cul u e, he esea che s chose he Came on and Quinn (1999) model, which c ea ed he O ganisa- ional Cul u e Assessmen Ins umen (OCAI). The con en o he o ganisa ional cul u e o he su eyed o ganisa ions is de e mined by six con en componen s on which he ques ion- nai e is based. They a e as ollows:  Dominan ea u es o he o ganisa ion (cha ac e is ics o he en i onmen and a mosphe e p e ailing in he o ganisa ion);  The way o leade ship in he o ganisa ion (wha is unde s ood as leade ship in he o - ganisa ion, wha is conside ed as leade - ship skills);  The way employees a e managed (wha cha ac e ises he managemen s yle, wha me hods a e used);  O ganisa ional cohesion (which ensu es o ganisa ional cohesion);  P io i y s a egic ac o s (wha is empha- sised in he o ganisa ion, wha is he ocus o he o ganisa ion);  Success c i e ia (how success is de ined in he o ganisa ion). Fo each o he six dimensions, ou s a emen s a e p esen ed, each o which cha ac e ises one o he ou ypes o cul u e lis ed abo e. Responden s a e asked o di- ide he 100 poin s among he s a emen s o cap u e he si ua ion in hei o ganisa ion, in E+M_3_2023_kniha.indb 74 04.09.2023 16:39:56 75 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen he p e-pandemic pe iod, in he cu en pe iod, and also hei p e e ed ype. Fo he selec ion o esponden s, he au- ho s used he classi ica ion o NI se ices acco ding o he pu pose o which he NGOs spen unds (CZ-COPNI). Social wel a e se - ices appea ed o be he mos sui able a ea, which is also cha ac e ised by olun ee ing (o he a eas a e public uni e si ies, ec ea ional and spo s se ices, o he s). Responden s a e o dina y employees o NGOs ac oss he Czech Republic iden i ied om The Regis e o Social Se ice P o ide s (mps .cz), whe e 5,500 NGOs a e egis e ed. The si ua ion wi h NGOs is comple ely di e en han, o example, wi h business en i ies. Mos NGOs in social se ices ha e a small numbe o employees (shel e s, day ca e cen e s, homes o he elde ly, homes o people wi h disabili ies, shel e ed housing, nu sing se ices, ehabili a ion, e c.). Fo his eason he selec ion included NGOs ope a ing in he social sec o wi h mo e han 20 employees. Manage s we e asked o dis ibu e he link o he ques ionnai e o hei employees. 586 alid esponses we e ecei ed. The su ey was conduc ed online o h ee weeks in Ap il 2022 (CAWI). The da a was p ocessed by a s a is ical p og am SPSS. The means o he dimensions in each ype o o ganisa ional cul u e in he p e-pandemic, cu en , and p e e ed s a e a e summa ised in ables and g aphs (Appendix; Tab. A1 and Fig. A1). To p oceed u he and as a condi- ion o ind ela ionships, i was necessa y o de e mine he ep esen a ion o he ou ypes o OCs. To his end, he λ2 goodness-o - i es was applied. The McNema es was used o iden i y ends be ween he dimensions o he ypes o OC in he s udy pe iods, and he Holm-Bon e oni signi icance le el co - ec ion was applied. In he las pa , λ2 es and Mann-Whi ney es we e used o iden i y po en ial ela ionships be ween dimensions o he ypes o cul u e and in luenced ac o s. A signi icance le el o 5% was chosen. 3. Resea ch esul s and discussion I is impo an o he manage ’s decision-mak- ing o know in which ypes he di e en dimen- sions o o ganisa ional cul u e a e loca ed. 3.1 Types o o ganisa ional cul u e (OC) and changes in he loca ion o dimensions in OC ypes o e hepe iodsunde  e iew By calcula ing means om he ela i e alues o he dimensions, he p e e ences o he ypes in he pe iods o in e es can be de e mined Fig. 2: Types o o ganisa ional cul u es in he pe iods unde e iew Sou ce: own 0.00 10.00 20.00 30.00 40.00 Clan Adhoc acy Ma ke Hie a chy P e-Co id-19 Cu en P e e ed E+M_3_2023_kniha.indb 75 04.09.2023 16:39:56 76 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen (Appendix; Tab. A1). This is he way in which he ep esen a ion o OC ypes in he pe iods unde s udy is ound. Fu he mo e, i can be seen ha o ganisa ions end mo e owa ds in- e nal ocus and owa ds s abili y (Fig. 2). A i s iew, one could deduce he s a us o he di e en ypes o o ganisa ional cul u e. How- e e , gi en he di e en s a is ical signi icance, he conclusion could be misleading. I is neces- sa y o p oceed o he nex s eps. We examine he ypes and hei dimensions, hei s a is ical signi icance, and he s a is ically signi ican di - e ences be ween hem. Such con i med ac s can help manage s, leade s, and policy make s in choosing s a egies o shaping OC in NGOs o achie e he equi ed pe o mance. No o gan- isa ions we e cha ac e ised only by one cul u e (i.e., none ga e all 100 poin s o he same cul- u e ype on all ques ions). To answe he hypo heses, i is necessa y i s o ind ou wha changes ha e occu ed in each dimension. No all changes will be s a is ically signi ican . The compa ison is done in wo s eps: i s , he chi-squa ed goodness-o - i es is cal- cula ed o es whe he he ep esen a ion o all ou ypes o cul u e is he same. I i s p- alue is less han 0.05, i is shown a he 0.05 signi i- cance le el ha he ep esen a ion o he ou cul u e ypes is no equal. This ac is con i med in he p esen in es iga ion in all dimensions. In he second s ep, pos -hoc es ing ollows, in which all pai s o cul u es a e compa ed using chi-squa ed es s o goodness-o - i wi h Holm- Bon e oni co ec ion o he signi icance le el. S a is ically signi ican di e ences a e indica ed by an as e isk and s a is ically non-signi ican di e ences by n.s. (no signi ican ). The num- be o esponden s is always 586. Tab. 1 shows he da a in absolu e and ela i e equencies and he esul s o he es s wi h he signi icance ma ke s. Fo he o he dimensions, o simplic- i y, he da a a e lis ed in Appendix (Tab. A1) and e e ence is made only o - es s o s a is ical signi icance o changes in he mean alue a he signi icance le el o 5%. 3.2 Dominan cha ac e is ic How do esponden s cha ac e ise hei o gani- sa ion? (Tab. 1; Appendix – Fig. A1). In he p e-pandemic e a, esponden s clea ly cha ac e ise hei o ganisa ion as a e y con- olled and s uc u ed place (hie a chy 33 poin s). The o mal p ocedu es and ules se he ules o achie ing he goals in an in e nal compe i i e en i onmen (ma ke 30 poin s). A highe em- phasis on in e nal compe i ion is associa ed wi h low knowledge sha ing and a iendly wo kplace en i onmen (clan 19 poin s). The willingness o ake isks (adhoc acy 18 poin s) con as s wi h he compe i i e en i onmen (ma ke 30 poin s). The pandemic has b ough abou wo majo changes. Two ypes o OC a e he mos P e-COVID-19 Cu en P e e ed CA M H C A M H C A M H Cul u e ype Abs 111 105 176 194 194 134 194 64 170 111 141 164 Rel 19 18 30 33 33 23 33 11 29 19 24 28 p- alue 0.00 0.00 0.00 Pos -hoc Clan – n.s. n.s. * – n.s. – * – n.s. n.s. n.s. Adhoc acy – – n.s. * – – * * – – n.s. n.s. Ma ke – – – n.s. – – – * – – – n.s. Hie a chy –––––––––––– No e: *S a is ically signi ican a 5% signi icance le el; n.s. – s a is ically non-signi ican (no signi ican ); C – clan cul u e; A – adhoc acy cul u e; M – ma ke cul u e; H – hie a chy cul u e. Sou ce: own Tab. 1: Dominan cha ac e is ic E+M_3_2023_kniha.indb 76 04.09.2023 16:39:57 77 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen commonly iden i ied. Achie emen o ien a ion has inc eased sligh ly (ma ke +3 poin s) and now has he same alue as a e he signi ican inc ease in clan ype (+14 poin s). The o gan- isa ion is now seen no only as a e y pe sonal place bu also as a dynamic place (adhoc a- cy +5 poin s). The inc eased ep esen a ion o he h ee ypes is e lec ed in a sha p dec ease o he hie a chy (−22 poin s). Du ing he pan- demic, ules and bu eauc acy we e eplaced mainly by sha ing knowledge and expe ience. The esponden s do no conside he now iden i ied in o mal en i onmen wi h elaxed ules desi able. They p e e he same le el o se ules (hie a chy +17 poin s) and a iendly en i onmen (clan −4 poin s). Willingness o compe e wi h each o he has declined (ma ke −9 poin s) as has willingness o ake isks, which has d opped o p e-pandemic le els (ad- hoc acy −4 poin s). The p esen ed indings can be suppo ed by s a is ical signi icance. In he second pa o Tab. 1, s a is ically signi ican posi ions o he dimension in he OC ypes can be iden i ied. In he si ua ions p e- COVID-19, he ep esen a ion o he dimension in hie a chy is s a is ically signi ican ly highe , bu no di e ence om he o he ypes was con- i med. Cu en ly, he dimension has he same s a us in clan and ma ke ype. I is s a is ically signi ican ly highe han in hie a chy, bu no di e ence om he adhoc acy was con i med. No s a is ically signi ican di e ences in he p e- e ed ype a e iden i ied. Summa y. A e y signi ican di e ence be- ween cu en and p e e ed alues, 17 poin s, is iden i ied o he cul u e hie a chy. This a ea is de ini ely a poin o in e es . Also no ewo hy is he 9 poin s dec ease in alues o ma ke ype, al hough no s a is ically signi ican . 3.3 O ganisa ional leade ship How do employees pe cei e he leade s o he o ganisa ion, how do hey beha e? (Appen- dix; Tab. A1 and Fig. A1). Be o e he pandemic, leade s a e i s and o emos conside ed o be ha d d i e s, and com pe i o s (ma ke 31), hen coo dina o s and o ganise s (hie a chy 27). Only hen do hey occupy he posi ion o men o and pa en igu es (clan 24) and leas o all inno a o s and isk ake s (adhoc acy 18). A s a is ically signi ican change was b ough abou by he pandemic in he ype o hie a chy. Leade s cease o be o ganise s and coo dina o s (hie a chy −12) and app oach he le el o inno a o s, whose posi ion has no changed. The change in classi ica ion is simila o he dimension o dominan cha ac e is ics. This means highe a ings in he clan ype, whe e leade s become men o s (clan +8). Leade s wi h a ocus on achie ing esul s ha e he highes a ings in he cu en si ua ion (ma ke +4). The equi emen o iendly, sup- po i e, and nu u ing beha iou o leade s has inc eased e en mo e as p e e ed (clan +4), whe e i clea ly occupies he mos p ominen posi ion. Simila ly o he dimension o dominan cha ac e is ics, esponden s equi e inc eased leade ship skills as coo dina o s and o ganise s (hie a chy +11). Responden s demand a ca ing leade and a he same ime a good o ganise , who is complemen ed o a lesse ex en by he skills o a compe i o (ma ke −11) and o an e en lesse ex en by an inno a o (adhoc acy −4). Summa y. The hie a chy ype dimension dese es inc eased a en ion, wi h an inc ease o 11 poin s. This b ings i o p e-pandemic le - els. The ma ke ype dimension also dese es inc eased a en ion, wi h an 11-poin educ ion, e en below p e-pandemic le els. A 2- ailed pai ed - es o he means o o he alues (cu - en and p e e ed) shows ha he change in he mean alue is no s a is ically signi ican a he signi icance le el o 5%. This s a emen is also alid o he ollowing dimensions. 3.4 Managemen o employees How a e employees managed? Wha me hods a e used? Wha cha ac e ises he managemen s yle? (Appendix; Tab. A1 and Fig. A1). Secu i y o employmen , con o mi y, p e- dic abili y, and s abili y in ela ionships a e he cha ac e is ic ea u es o managemen (hie a chy 36), which a e a supe io o o he ypes. Teamwo k, consensus, and pa icipa ion (clan 27) is as impo an as ha d-d i ing com- pe i i eness, high demands, and achie emen (ma ke 26). Indi idual isk aking, inno a ion, eedom, and uniqueness a e he leas iden i- ied managemen s yle (adhoc acy 11). The pandemic has caused signi ican changes in he ep esen a ion o he dimension in wo ypes, namely clan and hie a chy. Team- wo k, consensus, and pa icipa ion inc eased signi ican ly in he manage ial s yle (clan +10). On he con a y, he s abili y and p edic abil- i y o he ela ionship dec eased signi ican ly E+M_3_2023_kniha.indb 77 04.09.2023 16:39:57 78 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen (hie a chy −10). Manage s ha e e en g ea e demands (+5). In e es ingly, inno a ion and eedom, which was leas ep esen ed be o e he pandemic, has now dec eased e en u - he (−5). The ela ionship be ween clan and hie a chy is simila o he p e ious dimensions. Responden s clea ly p e e secu i y o employ men , p edic abili y, and s abili y (hie- a chy +13). They also expec pa icipa ion, con- sensus seeking, and eamwo k, bu o a lesse ex en han now (clan −10). This is accompanied by compe i ion, mee ing demands (ma ke −9), bu wi hou indi idual isk aking o seeking and implemen ing inno a ion (adhoc acy −6). All alues a e essen ially e u ning o p e-pan- demic le els. Summa y. Clea ly, a en ion should be paid o he ep esen a ion in hie a chy and clan ypes. The ype o ma ke also equi es a en- ion. How do manage s wan o ensu e he su - i al o he o ganisa ion? Why do no hey look o new app oaches? 3.5 O ganisa ion glue Wha binds he o ganisa ion oge he ? (Appen- dix; Tab. A1 and Fig. A1). Be o e he pandemic, he glue ha holds he o ganisa ion oge he is o mal ules and policies (hie a chy 48) and an emphasis on goal achie emen (ma ke 31). Loyal y and mu ual us (clan 14) and especially a commi men o inno a ion and de elopmen (adhoc acy 7) a e iden i ied o a much lowe ex en . In his dimension, as in he p e ious ones, we can see ha he pandemic has caused a e- laxa ion in o mal policies (hie a chy −16) and a s eng hening o loyal y and us (clan +12). O ganisa ions ha e ceased o be associa ed o a g ea e ex en wi h an emphasis on mee ing objec i es (ma ke −9). On he con a y, he em- phasis on being on he cu ing edge inc eased signi ican ly (adhoc acy +11). In p e e ed, wo o he achie ed alues a e a p e y much he same le el as in he cu en si ua ion. Responden s ask ha commi men o hei o ganisa ion uns high (clan −3) as does an emphasis on goal accomplishmen (ma - ke +1). Howe e , he idea o a o malised en i- onmen wi h well-de ined ules has he highes p e e ence (hie a chy +9). On he o he hand, commi men o inno a ion and de elopmen has he lowes p e e ence (adhoc acy −7). Summa y. I we compa e he cu en and p e e ed alues, we ind ha he e is no p essing p oblem. Howe e , i may be ad is- able o ocus a en ion on he hie a chy a ea. 3.6 S a egic emphases Wha is he ocus o he o ganisa ion? (Appen- dix; Tab. A1 and Fig. A1). In he pe iod be o e he pandemic, espon- den s iden i ied he s a egic emphasis o hei o ganisa ion on hi ing a ge s and winning in he ma ke as dominan (ma ke 35). Pe - manence and s abili y (hie a chy 26) is pa a- doxically anked equally wi h ying new hings and p ospec ing o oppo uni ies (adhoc- acy 25). The o ganisa ion’s ocus on human de elopmen is iden i ied leas (clan 14). Howe e , in he cu en pe iod, o ganisa ions a e paying mo e a en ion o he de elopmen o hei employees (clan +18). This pu s he clan ype on a pa wi h acqui ing new esou ces and c ea ing new challenges in he adhoc- acy ype (+7). E iciency, con ol, and smoo h ope a ions lose g ound (−5), bu no as much as he emphasis on compe i i e ac ions and achie emen (ma ke −20). Responden s ask ha hei o ganisa ions s a egically ocus on building high us , openness, and pa icipa ion (clan +8). Only hen do you ensu e pe manence and s abil- i y (hie a chy +3). Consis en wi h he o he dimensions, while accep ing he possibili y o in e nal compe i ion, he esponden s do no ule ou he impo ance o compe i i e ac ions as a s a egic ocus (ma ke +6). Howe e , i s p e e ed ep esen a ion is 14 poin s lowe han be o e COVID-19. Responden s leas alue he sea ch o new oppo uni ies (ad- hoc acy −17). The p e e ed le el is lowe han be o e COVID-19. Summa y. I is desi able o e lec on he e- sponden s’ assessmen o he adhoc acy ype. Mode n o ganisa ions, including NGOs, mus be lexible, adap ing o new di ec ions. This means looking o new ways. Why do espon- den s esis his? Thei a i ude is ce ainly e- la ed o he ac i i ies o he o ganisa ion. The e a e o ganisa ions ha do no need o ha e inno a i e ideas a all cos s. Bu , on he o he hand, no o ganisa ion can be s agnan in i s de elopmen . Employees mus accep his ac because i a ec s hei exis ence. 3.7 C i e ia o success How is success de ined in he o ganisa ion? (Appendix; Tab. A1 and Fig. A1). 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Jou nal o Social En e- p eneu ship, 12(2), 291–313. h ps://doi.o g/ 10.1080/19420676.2019.1702581 Zbuchea, A., I an, L., Pe opoulos, S., & Pinza u, F. (2020). Knowledge sha ing in NGOs: The impo ance o he human dimension. Kybe ne es, 49(1), 182–199. h ps://doi.o g/ 10.1108/K-04-2019-0260 E+M_3_2023_kniha.indb 86 04.09.2023 16:39:57 87 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Appendix Clan Adhoc acy Ma ke Hie a chy P e-COVID-19 1. Dominan cha ac e is ic Abs 111 105 176 194 % 19 18 30 33 2. Leade ship Abs 141 105 182 158 % 24 18 31 27 3. Managemen o employees Abs 158 64 152 212 % 27 11 26 36 4. O ganisa ional glue Abs 82 41 182 281 % 14 7 31 48 5. S a egic emphases Abs 82 147 205 152 % 14 25 35 26 6. C i e ia o success Abs 123 88 199 176 % 21 15 34 30 Mean 19.80 15.70 31.20 33.30 Cu en 1. Dominan cha ac e is ic Abs 194 134 194 64 % 33 23 33 11 2. Leade ship Abs 187 105 206 88 % 32 18 35 15 3. Managemen o employees Abs 217 35 182 152 % 37 6 31 26 4. O ganisa ional glue Abs 164 105 129 187 %28 18 22 32 5. S a egic emphases Abs 187 187 88 123 % 32 32 15 21 6. C i e ia o success Abs 164 99 212 111 %28 17 36 19 Mean 31.70 19.00 28.70 20.70 Tab. A1: Dimensions in ypes o o ganisa ional cul u e – Pa 1 E+M_3_2023_kniha.indb 87 04.09.2023 16:39:58 88 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Clan Adhoc acy Ma ke Hie a chy P e e ed 1. Dominan cha ac e is ic Abs 170 111 141 164 % 29 19 24 28 2. Leade ship Abs 212 82 141 152 % 36 14 24 26 3. Managemen o employees Abs 158 71 129 228 % 27 12 22 39 4. O ganisa ional glue Abs 147 64 134 241 % 25 11 23 41 5. S a egic emphases Abs 234 88 123 141 % 40 15 21 24 6. C i e ia o success Abs 111 141 170 164 % 19 24 29 28 Mean 29.30 15.80 20.70 31.60 Sou ce: own Tab. A1: Dimensions in ypes o o ganisa ional cul u e – Pa 2 E+M_3_2023_kniha.indb 88 04.09.2023 16:39:58 89 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Fig. A1: Dimensions in ypes o o ganisa ional cul u e – g aphical ep esen a ion – Pa 1 E+M_3_2023_kniha.indb 89 04.09.2023 16:39:58 90 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Fig. A1: Dimensions in ypes o o ganisa ional cul u e – g aphical ep esen a ion – Pa 2 Sou ce: own E+M_3_2023_kniha.indb 90 04.09.2023 16:39:59 91 2023, olume 26, issue 3, pp. 70–91, DOI: 10.15240/ ul/001/2023-3-005 Business Adminis a ion and Managemen Fig. A2: Types o o ganisa ional cul u e and dimensions Sou ce: own E+M_3_2023_kniha.indb 91 04.09.2023 16:40:00