Main Article Content
Culture is considered to be a significant factor behind a sustainable competitive advantage, leading towards organizational growth. According to previous studies strong relationship exists between organizational culture and its performance and success. Therefore, in order to enhance the performance of Open and Distance Learning (ODL) mode, specific culture should be identified. Specific organizational culture can be defined by the nature of tasks performed and the procedures adopted by the organization. Routine operations demonstrate the deeply rooted values of a particular culture. Some studies reveal the resemblance in cultures of different organizations. Specifically, organizations operating within the same industry experience more cultural similarity. Considering theses attributes of organizational culture, this study will explore the particular culture of ODL mode of education, defined by the organizational activities and procedures by interviewing individuals associated with ODL. Moreover, this study will identify the similarities existing between the conventional and ODL education systems, as they are operating within the same industry i-e Education. The consequences of this study will assist in enhancing the capacity building of its employees by promoting the appropriate culture. This alignment between the organizational culture and objectives will ultimately enhance the human productivity.
The work published in AjDE is licensed under a Creative Commons Attribution ShareAlike 4.0 International Licence (CC-BY-SA).
Hofstede, G. (1993). Cultural constraints in management theories. The Academy of Management Executive, 7(1), 81-94. Retrieved July 19, 2013, from http://users.ipfw.edu/todorovz/teachin g/401/readings/Cultural%20constraints %20in%20mgmt%20theories%20Hofs tede.pdf Holbeche, L. (2006). Understanding Change: Theory, Implementation And Success: Butterworth-Heinemann. Johnson, G. (1992). Managing strategic change—strategy, culture and action. Long Range Planning, 25(1), 28-36. Retrieved July 10, 2013, from http://www.google.com.pk/url?sa=t& rct=j&q=&esrc=s&frm=1&source=w eb&cd=1&cad=rja&ved=0CCwQFjA A&url=http%3A%2F%2Fxa.yimg.co m%2Fkq%2Fgroups%2F16391530% 2F1840894878%2Fname%2Fjohnson .pdf&ei=6hWLUqeSFMGUhQfgwIG 4Cg&usg=AFQjCNHM1qiMjdWEe QA0QPH8U5xtAlks6w&bvm=bv.56 643336,d.bGE Kuzel, A. J. (1992). Sampling in qualitative inquiry Doing Qualitative Research (pp. 424): SAGE Publications, Inc. Martin, H. J. (1985). Managing specialized corporate cultures. Gaining control of the corporate culture, 148-162. Nahavandi, A., & Malekzadeh, A. R. (1999). Organizational behavior: the personorganization fit: Prentice Hall. O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and Organizational culture: A profile comparison approach to assessing personorganization fit. The Acadmey of Management Journal, 34(3), 487-516. Retrieved July 10, 2013, from http://amj.aom.org/content/34/3/487.fu ll Rousseau, D. (1990). Quantitative assessment of organizational culture: The case for multiple measures. Frontiers in industrial and organizational psychology, 3, 153-192.