Table 4.

Organizational culture dimensions and relations to the CWVT.

Organizational culture model	Dimensions and definitions	Relations to CWVT
DOCS (Denison et al., 2014)	Involvement—empowerment: individuals have the authority, initiative, and ability to manage their own work. This creates a sense of ownership and responsibility toward the organization.	Self-direction, achievement-goal orientation
	Involvement—team orientation: value is placed on working cooperatively toward common goals for which all employees feel mutually accountable. The organization relies on team effort to get work done.	Benevolence
	Involvement—capability development: the organization continually invests in the development of employees’ skills in order to stay competitive and meet ongoing business needs.	Self-direction, achievement
	Consistency—core values: members of the organization share a set of values which create a sense of identity and a clear set of expectations.	Tradition-organizational, conformity-informal
	Consistency—agreement: members of the organization are able to reach agreement on critical issues. This includes both the underlying level of agreement and the ability to reconcile differences when they occur.	Benevolence, equity
	Consistency—coordination and integration: different functions and units of the organization are able to work together well to achieve common goals. Organizational boundaries do not interfere with getting work done.	Benevolence
	Adaptability—creating change: the organization is able to create adaptive ways to meet changing needs. It can read the business environment, react quickly to current trends, and anticipate future changes.	Stimulation
	Adaptability—customer focus: the organization understands and reacts to their customers and anticipates their future needs. It reflects the degree to which the organization is driven by a concern to satisfy their customers.	–
	Adaptability—organizational learning: the organization receives, translates, and interprets signals from the environment into opportunities for encouraging innovation, gaining knowledge, and developing capabilities.	Stimulation, self-direction
	Mission—strategic direction and intent: clear strategic intentions convey the organization’s purpose and make it clear how everyone can contribute and “make their mark” on the industry.	Tradition-organization, conformity
	Mission—goals and objectives: a clear set of goals and objectives can be linked to the mission, vision, and strategy, and provide everyone with a clear direction in their work.	Achievement
	Mission—vision: the organization has a shared view of a desired future state. It embodies core values and captures the hearts and minds of the organization’s people, while providing guidance and direction.	Tradition-organizational, conformity, sustainability, equity
Revised OCP (Sarros et al., 2005)	Competitiveness: achievement orientation, An emphasis on quality, Being distinctive—being different from others, Being competitive	Achievement, power, status
	Social responsibility: being reflective, Having a good reputation, Being socially responsible, Having a clear guiding philosophy	Sustainability, equity, tradition-societal
	Supportiveness: being team oriented, Sharing information freely, Being people oriented, Collaboration	Benevolence, equity
	Innovation: being innovative, Quick to take advantage of opportunities, Risk taking, Taking individual responsibility	Self-direction, stimulation
	Emphasis on rewards: fairness, opportunities for professional growth, High pay for good performance, Praise for good performance	Equity, self-direction, achievement, materialism, power, status
	Performance orientation: having high expectations for performance, Enthusiasm for the job, Being results oriented, Being highly organized	Achievement, hedonism, power, conformity
	Stability: stability, Being calm, Security of employment	Tradition, conformity, security