Congruence of the Real and Favored Organizational Culture of a Modern Regional Company: Value Predictors

Abstract

Introduction. The novelty of the research lies in the study of organizational culture in connection with the core values and the organization of personnel activities that is appropriate in the current context of economic development and growth. The model of “competing values” is used, which makes it possible to determine the orientation of organizational culture in two main dimensions, each of which is located between two contrary positions: 1) freedom of activity, dynamism/control, stability; 2) external focus, differentiation/internal focus, integration. Methods. The study involved employees of a regional company engaged in consulting and processing applications, 90 people aged 19 to 51 years. The authors used the following methods: Organizational Culture Analyze Instrument by K. Cameron and R. Quinn; the Value Survey Module by G. Hofstede; personal values acmeologi-cal test by A. V. Kaptsov. Multiple regression analysis was used to establish predictors of the types of organizational culture appropriate for the current context of economic development. Results. Based on the analysis results of the actual organizational culture profile in a regional company, a shift in emphasis towards stability, order and control with a predominance of market culture with a slight excess of the hierarchical one has been established. The clan organizational culture was preferred by the company's employees, which is explained by the resistance of social individuals to the declared values of consumer culture and the need for group solidarity and social support. Predictors of market– type organizational culture are cultural values: a long distance of power, individualism, masculinity, enjoyment of life and personal values of the family; adhocratic type – cultural values that actualize subjective control in innovative achievements. Discussion. The conclusion is formulated that despite entering market relations, management in modern regional organizations continues to rely on the principles of control and stability – the basis of the old Soviet period management system with an overwhelming preference for support and care from the leadership.