This paper investigates the importance of organisational culture in modern organisations. It considers the large body of literature on organisational culture and partnerships, focusing on the partnerships between a public and a private institution. These partnerships, specifically joint venture partnerships in higher education, emerged in recent years as a way of expansion and overcoming the limitations of the public environment. The literature identified a number of questions related to the role of organisational culture and the issue of “cultural fit” in the success of the partnership. This paper discusses a dilemma of “cultural unification” versus “cultural development” in partnerships. In the context of an Australian University, the research was conducted including both, interviews and a questionnaire. Based on the research findings, the idea of “unification” was rejected and the Model for Organisational Culture Development (MOCD) was proposed as a more appropriate way of bringing partners to a sustainable level of cultural interaction. MOCD uniquely combines the ideal cultural types and cultural dimensions, and proposes the stages of development. These proposed stages of development in MOCD enable partners to gradually adopt the missing cultural types and cultural dimensions, reaching a highly desirable state of cultural synergy.
|Keywords:||Organisational Culture, Partnerships, Higher Education, Cultural synergy|
Lecturer and Course Coordinator, Faculty of Business, Charles Sturt University, Sydney, NSW, Australia
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