Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Denison Organizational Culture Survey× | Instrument d'évaluation de la culture organisationnelle× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille≠ | Latent structure | Process / pipeline |
| Année d'origine≠ | 1995 | 1999 |
| Auteur d'origine≠ | Daniel R. Denison & Aneil K. Mishra | Kim S. Cameron and Robert E. Quinn |
| Type≠ | Culture-effectiveness measurement model | Behavioral framework assessment |
| Source fondatrice≠ | Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204-223. DOI ↗ | 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 |
| Alias≠ | DOCS, Denison Culture Model, Denison Culture Survey, Involvement-Consistency-Adaptability-Mission Model | Cameron-Quinn OCAI |
| Apparentées≠ | 3 | 4 |
| Résumé≠ | 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 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. |
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