The relationship between OC (organisational culture) and performance of an organisation has been an area of a growing research interest. We selected the theory framework of Competing Values Framework (CVF), which was proposed by Quinn and Rohrbaugh [19]. This theory has furthered the measurement and comprehension of OC structure. The CVF is divided in two dimensions, forming four major clusters (clan, adhocracy, market, and hierarchy) [3]. The first dimension distinguishes the dynamism, discretion and flexibility from control, order and stability. The second one discriminates the unity, integration and internal orientation from rivalry, differentiation and external orientation. The competing values in each quadrant are the reason for this framework’s name: the Competing Values Framework. We chose this theoretical model for a variety of reasons. First, it is an evidence-based framework as it was developed based on research showing both face and empirical validity. Second, the CVF can fit diverse types of organisational settings and is utilised to measure types, congruence, and strengths of OC using commonly associated terms: the core cultural values, interpretations and assumptions that characterise organisations [3]. It also provides a framework for studying and understanding OC that can reflect a mixture of multiple cultural types as well as diverse characteristics of a particular cultural type [6, 8, 13]. Last, but not the least, as OC tends to develop over time with the adaption and responses of members to the environment, the CVF is a conceptual foundation that can fit a variable context and as a result be applied for research and facilitation of OC change and OCAI being discussed below is among the tools developed from such a framework [19].
Clan Culture (CC), which is identified by the flexibility and internal focus aspects of the CVF, is typical of a family-style organisation with a friendly working environment. Leaders play the role of mentors and facilitators. Employees are committed, and focus on the long-term benefit of individual development. Teamwork, cohesion, and loyalty are important aspects of this culture. Adhocracy Culture (AC), characterised by the flexibility and external focus aspects of the CVF, is typical of a dynamic and creative working environment. Leaders are seen as innovators and risk takers. Employees accept the challenge, want to make a difference and can be seen as very aggressive, with a desire to lead. Commitment to experimentation and innovations, high specialisation and rapid change of organisation are the key aspects of the Adhocracy Culture. The internal focus and stability aspects of the CVF are describe in Hierarchy Culture (HC), which is a serious and organised work environment, similar to governmental organisations. Leaders are proud of their workplace and play the role of coordinators, supervisors. Employees are highly aware and compliant to the principles and procedures of the organisation. Stable development, efficiency and control, rules and policies are the key aspects of Hierarchy culture. The last one - Market Culture (MC), which is defined by the stability aspects and external focus of the CVF, is typical of a results-oriented workplace. Managers are hard-driving competitors and producers. Employees focus on success and achievement. The important aspects of this culture are long-term concern for competitiveness and winning [3].
To measure the current OC and its cultural preferences, Cameron and Quinn have developed the Organizational Culture Assessment Instruments (OCAI) based on the CVF. This instrument was created in order to measure the OC aspects in the present situation and to meet the wishes of employees [3]. OCAI, a classification approach [12] was developed to evaluate OC with six core attributes: Dominant Characteristics; Organisational Leadership; Management of Employee; Organisation Glue; Strategic Emphases; Criteria of Success. The questionnaire includes 24 items divided into four alternatives, which correspond with the four cultural types labelled Clan, Adhocracy, Market, and Hierarchy [3].
Many studies still have limited evidence for validating an instrument measuring psychology properties such as OCAI [5]. Previous studies used Vietnamese version of OCAI to measure OC in Vietnam. However, it requires more effort than a literal translation to develop an acceptable instrument for another cultural group [11, 23]. Most of these studies did not clarify the way of each item in the OCAI was translated and the translated version was validated by which methods. When the OCAI is used in a different country, culture and sample from the original instrument, its psychometric properties, including reliability and validity, have to be re-examined [7]. Unfitting translation processes could lead to biased or misguided study outcomes [4, 15]. In addition, there has been a growing need for standard and validated practices for a translated psychometric scale in a healthcare setting in developing countries such as Vietnam. Therefore, we conducted this study in order to validate the OCAI in a healthcare setting as a first step towards establishing a valid a Vietnamese version of the OCAI. This study also serves as a valid basis for future studies in the field of measuring and managing OC.