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Analysis of University Culture Using the OCAI Instrument

In: Proceedings of the 7th International Conference on Accounting, Management and Economics (ICAME-7 2022)

Author

Listed:
  • Shinta Dewi Sugiharti Tikson

    (Hasanuddin University)

  • Djabir Hamzah

    (Hasanuddin University)

  • Ria Mardiana

    (Hasanuddin University)

  • Nurdjanah Hamid

    (Hasanuddin University)

Abstract

The aim of this research is to identify the current and preferred cultures at Universitas Hasanuddin. A total of 87 respondents, consisting of academic staff, administrative staff, and undergraduate students from various faculties of Universitas Hasanuddin participated in this study. All respondents in the target group were randomly selected. This study used the Organizational Culture Assessment Instrument (OCAI) to determine how university culture influences respondents’ perceptions, thoughts, and emotions. In this paper, we assess the results of OCAI and compare how participants perceive current university culture and the preferred culture five years from now. The types of cultures examined in this study are clan culture, adhocracy culture, market culture, and hierarchy culture. Research results indicate that respondents perceive clan culture as the current university culture, as well as the most preferred culture in the future. This is due to the culture of Universitas Hasanuddin emphasizing “a proper work environment with leadership goals to empower employees by winning their engagement, commitment and loyalty”.

Suggested Citation

  • Shinta Dewi Sugiharti Tikson & Djabir Hamzah & Ria Mardiana & Nurdjanah Hamid, 2023. "Analysis of University Culture Using the OCAI Instrument," Advances in Economics, Business and Management Research, in: Muhammad Irdam Ferdiansyah & Daniella Cynthia Sampepajung & Insany Fitri Nurqamar & Rakhmat Prima Nu (ed.), Proceedings of the 7th International Conference on Accounting, Management and Economics (ICAME-7 2022), pages 246-252, Springer.
    • Handle: RePEc:spr:advbcp:978-94-6463-146-3_24
    DOI: 10.2991/978-94-6463-146-3_24
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