Organizational Culture Assessment Using Competitive Value Framework: A Comparative Case Study on Gift Construction and Gift Real Estate
No Thumbnail Available
Date
2025-03-20
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
AAU
Abstract
Organizational culture significantly influences employee behavior, decision-making
processes, and overall corporate performance. This study assesses the organizational culture
of Gift Construction and Gift Real Estate, two sister companies under the GIFT Business
Group, using the Competing Values Framework (CVF). The research aims to identify the
dominant and preferred cultural profiles of each company, evaluate cultural alignment, and
analyze how perceptions differ among employees and management. The descriptive research
employed mixed-methods approach, combining quantitative data from the Organizational
Culture Assessment Instrument (OCAI) with qualitative insights from interviews. The findings
reveal the similarity and differences between the two organizations. Both Gift Construction
and Gift Real Estate exhibit a mix of Clan and Market Cultures. Employees in both
organizations express a preference for a stronger Adhocracy culture, indicating a desire for
increased innovation and flexibility. The study highlights some cultural gaps and their
implications for organizational strategy, collaboration, and operational efficiency.
Understanding these cultural dynamics enables leadership to implement targeted
interventions that foster alignment, enhance employee engagement, and drive sustainable
growth