TITLE:
Assessing the Organizational Culture of Thai Synchrotron Light Research Institute
AUTHORS:
Sarawut Sujitjorn, Nuttapol Assarut, Naphatthira Mungthanaworakun, Porama Tiptanasup, Nuttawutti Tavornvisitporn
KEYWORDS:
Organizational Culture, Non-Profit Organization, Dominant Culture, Strength
JOURNAL NAME:
Open Journal of Business and Management,
Vol.8 No.2,
March
10,
2020
ABSTRACT: Organizational culture of an advanced physics institute in Thailand has
been studied. The purpose of this work is to find out the existing dominant cultures of the institute. The authors applied
qualitative and quantitative research approaches, i.e. focused group interview and questionnaire survey,
respectively, and present their findings herein. For Synchrotron Light Research
Institute (SLRI) explored, their dominant cultures are characterized by
strategic direction, capability development, and organizational learning. These
are considered as the top three strengths of the institute. The second-to-top strengths are
team orientation, customer focus, and competition mind. The two sets of
strengths solidly support the following dominant cultures: mission or competence,
changeability or cultivation, and collaboration or involvement. These norms
form SLRI’s core organizational cultures suitable for being a service and
innovative organization. Since the institute is a non-profit enterprise owned
by the Thai Government, safety and control culture must be practiced, however
to a lesser extent.