| Abstract: | This paper examines the concept of organizational culture using the Competing Values Framework (CVF) in organizations from six different industries in Canada and South Korea. The Competing Values Framework (Quinn and Rohrbaugh, 1983; Quinn, 1988) is used to compare organizational cultures of similar firms and their HRM in the two countries. The data reported are from thirty-nine Canadian and forty Korean organizations. The findings show that, even though some aspects of organizational culture are related and can be attributed to the differences between the national cultures (Korean versus Canada), industry and contextual variables do contribute to a significant extent to the perception of organizational culture. In addition, the analysis reported here shows that other organizational aspects that are closely related to organizational culture (organizational climate and leadership) have significant associations with national cultures as well as industry and contextual factors. The aspects of organizational context under study included size, age and ownership of the firms, uncertainty and unpredictability of the environment, organizational support for training and unionization. Implications of the study for cross-national research, and for the use of competing Values Framework are discussed. |
