Existing and preferred organizational culture in Algerian power plants: a second look

Understanding organizational culture has become crucial for effective human resource management in organizations, and essential for developing more successful change strategies. Building on an earlier research project, this study aims to compare the existing and preferred organizational culture types from Harrison and Stokes perspective to measure the impact of power, role, and support cultures on managers' aspirations to work within an achievement culture in four Algerian power plants.

The study collects survey responses from 135 managers working in these power plants. This is a quantitative study which collects responses from 135 managers working in different organizational levels in these power plants. Data are analysed using the statistical package of social sciences, version 23 by comparing means and employing t tests and linear regression analysis.

The findings reveal significant differences between the existing and preferred culture types of power, achievement, and support cultures. Existing power culture scored higher than expected, while current achievement and support cultures scored lower than desired. In contrast, no significant differences between the current and preferred support cultures were found. In addition, the study revealed that preferred achievement culture is positively associated with existing power and support cultures.

In other words, managers working in traditional Arab cultures generally express stronger preferences for a culture that is more achievement oriented. The implications of these findings for Arab public management are discussed.