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| Skala Społecznej Odpowiedzialności Biznesu× | Narzędzie diagnostyczne do oceny kultury organizacyjnej (OCAI)× | |
|---|---|---|
| Dziedzina | Zachowania organizacyjne | Zachowania organizacyjne |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 2009 | 1999 |
| Twórca≠ | Multiple scholars; Turker formalized measurement | Kim S. Cameron and Robert E. Quinn |
| Typ≠ | Self-report scale | Behavioral framework assessment |
| Źródło pierwotne≠ | Carroll, A. B. (1979). A three-dimensional model of corporate performance. Academy of Management Review, 4(4), 497-505. 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 |
| Inne nazwy | Organizational Social Responsibility | Cameron-Quinn OCAI |
| Pokrewne | 4 | 4 |
| Podsumowanie≠ | The Corporate Social Responsibility (CSR) Scale is a 19-item instrument measuring organizational commitment to social and environmental responsibilities across multiple stakeholder dimensions. Formalized by Turker in 2009, the CSR Scale assesses employee perception of organizational CSR practices toward society, employees, customers, and the environment. | 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. |
| ScholarGateZbiór danych ↗ |
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