Compare methods

	Denison Organizational Culture Survey	Job Demands-Resources Model
Field	Organizational Behavior	Organizational Behavior
Family	Latent structure	Latent structure
Year of origin	1995	2001
Originator	Daniel R. Denison & Aneil K. Mishra	Evangelia Demerouti & Arnold B. Bakker (with Friedhelm Nachreiner & Wilmar Schaufeli)
Type	Culture-effectiveness measurement model	Dual-process work-design and well-being model
Seminal source	Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204-223.	Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499-512.
Aliases	DOCS, Denison Culture Model, Denison Culture Survey, Involvement-Consistency-Adaptability-Mission Model	JD-R Model, JD-R Theory, Job Demands-Resources Theory, Demands-Resources Framework
Related	3	3
Summary	The Denison Organizational Culture Survey (DOCS) measures organizational culture in terms of its link to performance, building on Daniel Denison and Aneil Mishra's theory that effective organizations share recognizable cultural traits. The model identifies four traits — involvement, consistency, adaptability, and mission — arrayed along two tensions, flexibility versus stability and internal versus external focus, the same competing pulls that recur across culture research. Each trait is measured through three sub-indices, giving twelve indices in total, all assessed with behavioral self-report items. Denison and Mishra's 1995 Organization Science paper developed the model from case studies and a large quantitative sample, linking the traits to objective and subjective effectiveness. Denison, Haaland, and Goelzer's 2004 study tested whether the culture-effectiveness pattern generalizes across world regions. The survey is widely used in consulting because it ties culture explicitly to results.	The Job Demands-Resources (JD-R) model is a flexible framework in organizational behavior and occupational health psychology that explains employee well-being and performance through two parallel processes. Introduced by Demerouti, Bakker, Nachreiner, and Schaufeli in 2001 and elaborated by Bakker and Demerouti in 2007, it holds that every job can be described by demands — aspects requiring sustained effort — and resources — aspects that help achieve goals, reduce demands, or stimulate growth. A health-impairment process runs from chronic demands to exhaustion and strain, while a motivational process runs from resources to work engagement and positive outcomes. The two paths interact: resources buffer the impact of demands on strain, and demands can amplify the motivating power of resources. Unlike fixed lists of job features, the JD-R model is deliberately open, letting researchers slot in whatever demands and resources matter in a given occupation.