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| Organizational Culture Assessment Instrument× | Medarbejderengagementundersøgelsen× | |
|---|---|---|
| Fagområde | Organisationsadfærd | Organisationsadfærd |
| Familie | Process / pipeline | Process / pipeline |
| Oprindelsesår≠ | 1999 | 2002 |
| Ophavsperson≠ | Kim S. Cameron and Robert E. Quinn | Wilmar B. Schaufeli and Arnold B. Bakker |
| Type≠ | Behavioral framework assessment | Self-report scale |
| Oprindelig kilde≠ | Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. ISBN: 978-0-470-65014-1 | Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92. DOI ↗ |
| Aliasser≠ | Cameron-Quinn OCAI | Utrecht Work Engagement Scale, UWES |
| Relaterede | 4 | 4 |
| Resumé≠ | The Organizational Culture Assessment Instrument (OCAI) is a 24-item diagnostic tool that identifies dominant organizational culture types based on the Competing Values Framework (CVF). Developed by Kim S. Cameron and Robert E. Quinn, the OCAI measures cultures across four archetypes: Clan, Adhocracy, Market, and Hierarchy. | The Employee Engagement Survey, grounded in Schaufeli and Bakker's Utrecht Work Engagement Scale (UWES), is a 17-item instrument measuring occupational engagement across three dimensions: vigor, dedication, and absorption. Originally developed in 2002, the EES assesses the positive psychological state of work engagement, complementing burnout assessment. |
| ScholarGateDatasæt ↗ |
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