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http://dx.doi.org/10.12812/ksms.2020.22.4.027

Causality Between Organizational Culture and Openness for Change  

Yu, Byung-Nam (Department of Administrative Management, Wonkwang University)
Lee, Min Yang (Department of Administrative Management, Wonkwang University)
Publication Information
Journal of the Korea Safety Management & Science / v.22, no.4, 2020 , pp. 27-34 More about this Journal
Abstract
This investigation was carried out in Liaoning, Shandong, and Shaanxi where classified most of their geological organizations into profit organizations, which means they must implement enterprise-oriented reform immediately. The valid 311 questionnaires were collected and used to verify the serial mediating model by AMOS 23.0. Results verified the crucial mediating effects of structural and psychological empowerment between external-focused organizational culture and openness for change. Adhocracy culture positively affects employees' openness for change through three indirect paths, including one mediator and two mediators. Market culture impacts individuals' openness for change through two indirect paths, one is through structural empowerment and another one is through two mediators. The findings provide managers in geological organizations with an empowering management practice model which could promote geological industry reform effectively.
Keywords
Culture in Chinese Organization; Empowerment; Adaptation for Innovation;
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