领导者企业文化倾向评估问卷领导者企业文化倾向评估问卷领导者企业文化倾向评估问卷领导者企业文化倾向评估问卷
LLLL----PCAIPCAIPCAIPCAI 的开发和应用的开发和应用的开发和应用的开发和应用
企业文化在某种程度上可以说是企业家文化，更确切的说是企业家群体文化。一个企业，
无论它多么微小，多么原始，或多么巨大，多么复杂，都渐渐形成了领导者以及员工共同遵
守的系统的或非系统的企业文化模式。而在一个企业的总体文化框架的形成过程中，领导者
的文化倾向起着至关重要的作用。
领 导 者 企 业 文 化 倾 向 评 估 问 卷 （ Leader’s Preferred Culture Assessment
Instrument ,L-PCAI）是仁达方略企业文化诊断与评估系统中的基础评估工具之一。L-PCAI
经北京仁达方略管理咨询有限公司的企业文化 R&D 小组历经 2 年的时间，在 Quinn 的 OCAI
量表基础上，通过与国内外组织文化专家学者的反复论证以及在多家企业的实证检验中逐步
开发完善而成。目前 L-PCAI 已广泛应用于我国大型企业集团、金融机构、政府部门的文化
框架评估，展现了良好的评估效果，为包括中国五矿集团公司、华电国际电源开发有限公司、
中国长城资产管理公司等在内的众多大型知名企业的文化建设方向奠定了坚实的实证基础。
LLLL----PCAIPCAIPCAIPCAI 的评估维度的评估维度的评估维度的评估维度
L-PCAI 根据六个方面来评估领导者的企业文化倾向：管理特征、组织领导、员工管理、
组织凝聚、战略目标以及成功标准。问卷共有六个维度 24 个测试条目，每个维度下有四个
陈述句，分别对应着四种类型的企业文化。对于某一特定企业来说，它在某一时点上的企业
文化是四种类型文化——宗族型、活力型、层级型和市场型——的混合体。
各种类型文化特征的表现：
宗族型（Clan）——企业内部有非常友好的工作环境，强调组织凝聚力和团队士气，重
视关注客户和员工，鼓励团队合作、参与和协商。
活力型（Adhocracy）——企业内部有充满活力的、有创造性的工作环境。员工勇于争
先、创新和承担风险，鼓励个体的主动性和自主权。
层级型（Hierarchy）——企业内部有着非常正式的、有层次的工作环境，各级员工的
工作行为活动都有章可循，关注的长期目标是企业运行的稳定性和有效性。
市场型（Market）——企业内部有一个竞争性十足的工作环境，关心声誉和成功，关注
富于竞争性的活动和对可度量目标的实现。
LLLL----PCAIPCAIPCAIPCAI 的主要用途的主要用途的主要用途的主要用途
L-PCAI 评估结果为企业文化建设者和人力资源工作者提供了了解公司企业文化态势、
制定培训计划的方向性指导，使高层管理人员更加清晰的了解自己公司的文化现状和对预期
文化的期望，从而有助于制定合适的企业文化建设发展规划。
LLLL----PCAIPCAIPCAIPCAI 的信度指标的信度指标的信度指标的信度指标（（（（AAAA））））
信度是指使用相同的评估方法（评估工具）测量同一个研究对象时，得到相同研究结果
的可能性。信度系数值越高，评估结果越准确。L-PCAI 的信度指标（A）表明了 L-PCAI 评
估结果的稳定性。
文化类型 文化类型现状的测评
信度系数
文化类型预期的测评
信度系数
文化类型现状与预期
比较的测评信度系数
宗族型 .80 .77 .82
活力型 .75 .72 .83
市场型 .90 .84 .67
活力型 .62 .79 .78
（数据来源：仁达方略企业文化数据库，2002。）
L-PCAI企业文化特征矩阵示意图企业文化特征矩阵示意图企业文化特征矩阵示意图企业文化特征矩阵示意图
图 1——示意图
宗族型
友好的工作环境，人们之间相互沟通，
象一个大家庭，领导以导师甚至父亲
的形象出现。组织靠忠诚或传统凝聚
员工，强调凝聚力、士气、重视关注
客户与员工，鼓励团队合作、参与和
协商，组织的成功意味着人力资源得
到发展。
活力型
充满活力的、有创造性的工作环境。
人们勇于争先、冒险。领导以革新者
和敢于冒险的形象出现。组织靠不断
实验和革新来凝聚员工，强调位于领
先位置。组织的成功意味着获取独特
的产品或服务，鼓励个体的主动性和
自主性。
市场型
结果导向型的组织，人们之间富于竞
争力，以目标为导向。领导以推动者
和竞争者的形象出现。组织靠强调胜
出来凝聚员工，关心声誉和成功，关
注的长期目标是富于竞争性的活动和
对可度量目标的实现。组织的成功意
味着高市场分额和市场领导地位。
层级型
非常正式、有层次的工作环境，人们
做事有章可循。领导以协调者和组织
者的形象出现。组织靠正式的规则和
政策凝聚员工，关注长期目标是组织
运行的稳定性和有效性。组织的成功
意味着可靠的服务、良好的运行和低
成本。
灵活性
稳定性
关注内部 关注外部
宗族型
友好的工作环境，人们之间相互沟通，
象一个大家庭，领导以导师甚至父亲
的形象出现。组织靠忠诚或传统凝聚
员工，强调凝聚力、士气、重视关注
客户与员工，鼓励团队合作、参与和
协商，组织的成功意味着人力资源得
到发展。
活力型
充满活力的、有创造性的工作环境。
人们勇于争先、冒险。领导以革新者
和敢于冒险的形象出现。组织靠不断
实验和革新来凝聚员工，强调位于领
先位置。组织的成功意味着获取独特
的产品或服务，鼓励个体的主动性和
自主性。
市场型
结果导向型的组织，人们之间富于竞
争力，以目标为导向。领导以推动者
和竞争者的形象出现。组织靠强调胜
出来凝聚员工，关心声誉和成功，关
注的长期目标是富于竞争性的活动和
对可度量目标的实现。组织的成功意
味着高市场分额和市场领导地位。
层级型
非常正式、有层次的工作环境，人们
做事有章可循。领导以协调者和组织
者的形象出现。组织靠正式的规则和
政策凝聚员工，关注长期目标是组织
运行的稳定性和有效性。组织的成功
意味着可靠的服务、良好的运行和低
成本。
灵活性
稳定性
关注内部 关注外部
0
5
10
15
20
25
30
35
40
45
50
现在
将来
A B
CD
0
5
10
15
20
25
30
35
40
45
50
0
5
10
15
20
25
30
35
40
45
50
现在
将来
现在
将来
A B
CD
L-PCAI问卷问卷问卷问卷
问卷填答者为企业的高层领导。每道问题含四个陈述，总分为 100 分，请您将符合现状
及将来预期的分值添入相应陈述后面的空格中，分值越高表示这一项更符合情况，在回答任
何一项时可以出现 0 分或 100 分。例如：四项得分为：30、54、0、16，也可以为：100、0、
0、0，但总分为但总分为但总分为但总分为 100100100100 分分分分。
注注注注：：：：本问卷中“现在现在现在现在”一栏表示公司目前的真实现状．．．．，“将来将来将来将来”一栏是您希望五年后五年后五年后五年后
的状况。
管理特征 现在现在现在现在 将来将来将来将来
**公司中充满活力和事业心，员工愿意接受和承担风险。 B
**公司的组织结构明确，控制系统完善。员工的工作完全按照规章制度。 D
**公司注重工作的完成和工作结果，员工也看重竞争和成就。 C
**公司像一个大家庭，存在个性化的空间，员工们能够同甘共苦。 A
总分总分总分总分 100100100100 100100100100
组织领导 现在现在现在现在 将来将来将来将来
**公司领导是员工的导师、看护者或促进者。 A
**公司领导就是企业家、创新推动者或改革者。 B
**公司领导是公司的协调者、组织者和改善公司运营效率的人。 D
**公司领导是实际主义者，干劲十足、只问工作结果 。 C
总分总分总分总分 100100100100 100100100100
员工管理 现在现在现在现在 将来将来将来将来
高度竞争、高要求、高成果是**公司管理中的特点。 C
**公司的管理是以团队、参与管理和取得共识为主。 A
**公司寻求雇佣和与员工关系的稳定性、员工行为的一致性和可预知性。 D
**公司的管理中充满个人冒险主义、自由、创新和独特性。 B
总分总分总分总分 100100100100 100100100100
组织凝聚力 现在现在现在现在 将来将来将来将来
**公司的凝聚力来自于正式的规定和政策，保持组织平稳运行非常重要。 D
完成目标和重视成就形成了**公司的凝聚力，进取和获胜是**公司的主旋律。 C
**公司的凝聚力来自于注重革新和发展，**公司的关注点是消除边界，融为
一体。 B
忠诚和相互信任是**公司凝聚力的来源，员工承担义务对**公司非常重要。 A
总分总分总分总分 100100100100 100100100100
战略目标 现在现在现在现在 将来将来将来将来
**公司重视人员的发展、高度信任、开放和持续参与。 A
**公司重视持久和稳定，强调效率、控制和平稳运行。 D
**公司重视获得新资源和创造新的挑战，鼓励为寻找机会而尝试新事物。 B
**公司强调竞争性行动和成就，最重要的是达到目标和在市场中获胜。 C
总分总分总分总分 100100100100 100100100100
成功标准 现在现在现在现在 将来将来将来将来
成功就是**公司在市场上获胜、超过竞争对手，成为市场竞争的领导者。 C
成功意味着**公司有最新或独特的技术或服务，是技术、服务的领导者和创
新者。 B
在人员发展、团队、员工承诺和关注员工的基础上才会有**公司的成功。 A
效率是**公司成功的基础，关键是可靠的传递、顺畅的计划和低成本。 D
总分总分总分总分 100100100100 100100100100
计分卷计分卷计分卷计分卷
1. 文化现状
宗族型 活力型 市场型 层级型
1A 1B 1C 1D
2A 2B 2C 2D
3A 3B 3C 3D
4A 4B 4C 4D
5A 5B 5C 5D
6A 6B 6C 6D
A 小计 B 小计 C 小计 D 小计
平均 平均 平均 平均
2. 文化偏好
宗族型 活力型 市场型 层级型
1A 1B 1C 1D
2A 2B 2C 2D
3A 3B 3C 3D
4A 4B 4C 4D
5A 5B 5C 5D
6A 6B 6C 6D
A 小计 B 小计 C 小计 D 小计
平均 平均 平均 平均
参考资料：
Journal of Extension , April 2003, Volume 41 Number 2
An Organizational Culture Assessment Using the Competing Values Framework: A Profile of
Ohio State University Extension
Angel A. Berrio，Researcher II，National Institute for Agricultural Research (INIA)，Maracay,
Venezuela
Introduction
The contemporary definition of organizational culture (OC) includes what is valued, the dominant
leadership style, the language and symbols, the procedures and routines, and the definitions of
success that characterizes an organization. OC represents the values, underlying assumptions,
expectations, collective memories, and definitions present in an organization (Schein, 1992;
Cameron & Quinn, 1999).
[当前的组织文化的定义包括价值观是什么，主要的领导风格是什么，语言与象征是什么，
程序与常规是什么，关于一个企业成功的定义是什么。组织文化表现这些价值，潜在的设想，
期望，集体记忆以及一个组织中出现的各种定义。]
Cameron and Quinn (1999) have developed an organizational culture framework built upon a
theoretical model called the "Competing Values Framework." This framework refers to whether an
organization has a predominant internal or external focus and whether it strives for flexibility and
individuality or stability and control. The framework is also based on six organizational culture
dimensions and four dominant culture types (., clan, adhocracy, market, and hierarchy). In
addition the framework authors generated an "Organizational Culture Assessment Instrument
(OCAI)" which is used to identify the organizational culture profile based on the core values,
assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn,
1999).[卡迈伦和梅因扩展了一种组织文化的框架，它建立在一种叫“竞争性价值结构”的理
论模型上。这个结构涉及到一个组织是否具有主要的外部或者内部的焦点，以及它是否为灵
活性和特性或者稳定和支配而奋斗。这个结构也建立在六个组织文化的维度和四个主要的文
化类型上（即宗族型、活力型、市场型和层级型）。而且它的创建者们也建构了一种“组织
文化评价量表”，用于识别组织文化的面貌，这个面貌建立在表现组织的核心价值观，设想，
阐释和方法上。]
The central issue associated with organizational culture is its linkage with organizational
performance. Connections between OC and performance have been established. An increasing
body of evidence supports a linkage between an organization's culture and its business
performance. In the business arena, evidence has confirmed that companies which put emphasis in
key managerial components, such as customers, stakeholders and employees, and leadership,
outperform those that do not have these cultural characteristics (Kotter & Heskett,1992; Wagner &
Spencer, 1996).[组织文化的主要问题是它和组织行为关系的联系，越来越多的迹象支持了一
个组织的文化与商业行为的联系。在商业领域，明确认可了这样一些企业，它们把重点放在
关键管理成分像客户、股东、员工和领导上，比那些没有这些文化特质的企业做得好。]
The competing values framework can be used in constructing an organizational culture profile.
Through the use of the OCAI, an organizational culture profile can be drawn by establishing the
organization's dominant culture type characteristics. In this respect the overall culture profile of an
organization can be identified as[竞争性价值结构可以被用于建构组织文化。通过“组织文化
评价量表”的使用，一个组织文化的面貌就能通过建立组织的主导文化类型来描述。这样，
所有的组织文化就能被定义为]：
� Clan: an organization that concentrates on internal maintenance with flexibility, concern for
people, and sensitivity for customers.
� Hierarchy: an organization that focuses on internal maintenance with a need for stability and
control.
� Adhocracy: an organization that concentrates on external positioning with a high degree of
flexibility and individuality.
� Market: an organization that focuses on external maintenance with a need for stability and
control.
� 宗族型：组织强调适应性的内部维持，关心员工，重视客户
� 层级型：组织关注稳定和控制需求的内部维护
� 活力型：组织强调一个高度灵活和个性的外部环境
� 市场型：组织关注稳定和控制需求的外部维护
The culture of Ohio State University Extension plays an important role in the way Extension
personnel plan, implement, and evaluate educational programs. OSU Extension is perceived by its
personnel to be an institution devoted to satisfying the needs and wants of its clients through
programs that are clearly defined, sensible to public needs, constantly monitored for success, and
pro-actively implemented (Berrio & Henderson, 1998).[OSUE 的文化在函授人员计划、执行和
评价教育课程的方式上扮演了一个非常重要的角色。OSUE 被它的员工体认为一个致力于通
过课程满足客户需求的的机构，这些课程定义清晰，紧跟公众需求，在监控中以确保成功，
同时也被正面积极地执行。]
Purpose and Objectives
The purpose of the study discussed here was to describe the dominant culture type of Ohio State
University Extension (OSUE). The research study was designed as an evaluation survey with the
purpose of exploring and describing Ohio State University Extension's organizational culture. It is
also an organizational survey because its results were used as part of a larger change effort to
diagnose issues related to leadership, teamwork, and management behavior and to determine the
impact of these issues on employee outcomes (Wagner & Spencer, 1996). The researcher was also
interested in studying factors that may account for variation among the organizational culture
profile.[这里讨论的研究的目标是描述 OSUE 的主导文化类型。这项研究被设计为一项评估
测量，目的是发掘和描述 OSUE 的组织文化。它同时也是一项组织测评，因为其结果会用
于一项大变革成果的组成部分，它涉及到诊断有关领导、团队和管理行为的问题，确定这些
问题对于员工的影响。研究者们同样有兴趣研究这样的因素，它们可能说明了组织文化中的
变化。]
The current and preferred dominant culture types and selected demographic characteristics were
analyzed in order to establish a profile of Ohio State University Extension. The study was guided
by the following objectives:
1. Describe the dominant culture type of OSUE as perceived by their personnel. This objective
was subdivided into:
a) Describe the dominant culture type in both current and preferred situations;
b) Describe the strength of the culture type;
c) Describe the culture profile findings among groups of individuals at OSUE.
2. Describe OSUE personnel by demographic characteristics of job title, major program area,
sex, age, and length of employment.
分析当前占主导的文化类型和精选人口统计学特征，是为了建立 OSUE 的面貌。这项研究
由以下目标主导：
描述员工认同的 OSUE 的主导文化类型。这个目标分为：
a） 描述在当前和首选情况下的主导文化类型
b） 描述文化类型的优势
c） 描述在 OSUE 不同个体群的文化发现
2、 通过职务、主要项目领域、性别、年龄、工作长度来描述 OSUE 的员工
Methodology
The study was classified as descriptive-correlational. The target and accessible populations were
Ohio State University Extension personnel distributed in 5 districts and 88 counties (N=965). A
sample was drawn from the population (N=434), composed of the following three personnel
categories: professionals (n=357), paraprofessionals (n=347), and support staff (n=261).[这项研
究被分为描述性交互关系。目标人群是 OSUE 被分在五区 88 郡的员工（.965）。样本从 434
人中选出，包括三种员工组成：专职人员、辅助性专职人员和支援人员。]
The questionnaire used to gather data from the sample consisted of a modified version of the
"Organizational Culture Assessment Instrument" developed by Cameron and Quinn (1999). The
OCAI instrument was adapted and used to describe the organizational culture profile of Ohio State
University Extension.[调查问卷被用于收集样本数据，这个样本由卡迈伦和梅因开发的组织
文化评价量表的改良版构成。组织文化评价量表适用于描述 OSUE 的组织文化。]
For the purpose of the study, instrument validity and reliability were established. In assessing the
reliability of scales used in the questionnaire a coefficient of internal consistency was calculated
using Cronbach's alpha methodology (Santos, 1999). The results for the statements contained in
the OCAI for both current and preferred situations are shown in Table 1.[鉴于研究目的，工具的
有效性和可靠性被确立。研究结果显示在表 1 中。]
Data were collected by a mail questionnaire using a modification of the procedures recommended
by Salant and Dillman (1994). The first mailing and follow-up postcard resulted in a 53%
response rate. After the second mailing, an overall response rate of 74% was established, with a
68% usable return rate for the study.
Table 1.
Coefficients of Internal Consistency Using Crombach's Alpha Methodology
Culture TypeCulture TypeCulture TypeCulture Type
ReliabilityReliabilityReliabilityReliability
Coefficients forCoefficients forCoefficients forCoefficients for
Current SituationCurrent SituationCurrent SituationCurrent Situation
ReliabilityReliabilityReliabilityReliability
Coefficients forCoefficients forCoefficients forCoefficients for
Preferred SituationPreferred SituationPreferred SituationPreferred Situation
ComparisonComparisonComparisonComparison
ReliabilityReliabilityReliabilityReliability
Coefficients*Coefficients*Coefficients*Coefficients*
Clan
Adhocracy
Market
Hierarchy
* Reliability coefficients reported by Cameron & Quinn (1999).
Results
Dominant Culture Type-Current Situation[主导文化类型——当前状况]
Table 2 illustrates the perceived current dominant culture type of OSU Extension personnel by
demographic groups. An analysis of the highest mean scores obtained (Mean= ) shows that
the dominant culture type for OSU Extension personnel in the current situation is the Clan culture.
[表 2 表明了被 OSUE 员工认知的主导文化类型。平均值的分析显示 OSUE 的主导文化类型
是宗族式。]
Table 2
Dominant Culture Type of OSU Extension Personnel in the Actual Situation
The dominant culture type exhibited by OSU Extension personnel in the group categories labeled
as sex, job title, age, and length of employment was the Clan culture. Only the group categories
labeled as location and program area had a different dominant culture type for the current situation.
For the group category labeled as location, the state personnel had a Hierarchical dominant culture
type, different from county and district personnel, who had a dominant Clan culture. For the group
category labeled as program area, the Community Development personnel had a Hierarchical
dominant culture type, different from the Agriculture & Natural Resources, Family & Consumer
Sciences, 4-H Youth Development, and more than one program area, who had a dominant Clan
culture.[就性别、职务、年龄和雇佣时间而言，OSUE 的主导文化类型是宗族型。只是就地
DominantDominantDominantDominant
CultureCultureCultureCulture
Total GroupTotal GroupTotal GroupTotal Group
(Extension)(Extension)(Extension)(Extension)
297 Clan
SexSexSexSex 1
Male 96 Clan
Female 198 Clan
LocationLocationLocationLocation 2
County 182 Clan
District 48 Clan
State 67 Hierarchy
Program AreaProgram AreaProgram AreaProgram Area 4
Ag.& Nat. Res. 79 Clan
Comm. Dev. 21 Hierarchy
Fam. & Con. Sci. 69 Clan
4-H Youth Dev. 74 Clan
More than one 51 Clan
Job TitleJob TitleJob TitleJob Title 2
Profes./Admin. 147 Clan
Paraprofes. 64 Clan
Support Staff 86 Clan
AgeAgeAgeAge 2
20-40 years 93 Clan
41-50 years 114 Clan
51 + years 87 Clan
Length EmploymentLength EmploymentLength EmploymentLength Employment 2
01-05 years 105 Clan
06-13 years 92 Clan
14 + years 97 Clan
* p < .05
Note: Mean scores could range from 0 to 100. Representing a percentage out of 100.
Current SituationCurrent SituationCurrent SituationCurrent Situation
CategoryCategoryCategoryCategory nnnn MeanMeanMeanMean . dfdfdfdf FFFF pppp
点和项目区域而言，会有层级型和宗族型的不同。]
Dominant Culture Type--Preferred Situation[主导文化类型主导文化类型主导文化类型主导文化类型————————预期预期预期预期状况状况状况状况]
Table 3 illustrates the dominant culture type of OSU Extension personnel by demographic groups
in the preferred situation. An analysis of the highest mean scores obtained (Mean= ) shows
that the dominant culture type for OSU Extension personnel in the preferred situation is the Clan
culture. [表 3 表明了 OSUE 在预期状况下的主导文化类型。研究表明这个类型为宗族型。]
Table 3.
Dominant Culture Type of OSU Extension Personnel in the Preferred Situation
CategoryCategoryCategoryCategory nnnn MeanMeanMeanMean . DominantDominantDominantDominantCultureCultureCultureCulture dfdfdfdf FFFF pppp
Total GroupTotal GroupTotal GroupTotal Group
(Extension)(Extension)(Extension)(Extension)
297 Clan
SexSexSexSex 1
Male 96 Clan
Female 198 Clan
LocationLocationLocationLocation 2
County 182 Clan
District 48 Clan
State 67 Clan
Program AreaProgram AreaProgram AreaProgram Area 4
Agr.& Nat. Res. 79 Clan
Comm. Dev. 21 Clan
Fam. & Con. Sci. 69 Clan
4-H Youth Dev. 74 Clan
More than one 51 Clan
Job TitleJob TitleJob TitleJob Title 2 .045*
Profes./Admin. 147 Clan
Paraprofes. 64 Clan
Support Staff 86 Clan
AgeAgeAgeAge 2
20-40 years 93 Clan
41-50 years 114 Clan
51 + years 87 Clan
Length EmploymentLength EmploymentLength EmploymentLength Employment 2
01-05 years 105 Clan
06-13 years 92 Clan
14 + years 97 Clan
* p < .05
Note: Mean scores could range from 0 to 100. Representing a percentage out of 100.
Preferred SituationPreferred SituationPreferred SituationPreferred Situation
The dominant culture type exhibited by OSU Extension personnel in the group categories labeled
as sex, location, program area, job title, age, and length of employment was the Clan culture. A
statistically significant difference was found among job title categories. The post hoc pairwise
multiple comparison analysis using the Tukey method revealed that there were not significant
differences between pairs of groups, meaning that the significant difference could be between one
group and a combination of two other groups.[就性别、地点、项目区域、职务、年龄和雇佣时
间而言，OSUE 的主导文化类型是宗族型。统计上明显的差异在职务上。Tukey 方法分析的
结果显示对群之间无明显差异，而一群与两个其它群的组合之间却存在明显差异。]
Figure 1 shows a graphical representation of the mean scores obtained in each of the four culture
types for both the current and preferred situations of OSU Extension personnel using the
competing values framework axis and quadrants. Figure 2 shows that the mean scores are
diminishing in the Hierarchy and Market culture quadrants (current), and the mean scores in the
Clan and Adhocracy quadrants are increasing (preferred).[图 1 是平均值的图表显示，包含在当
前和首选情况下用数轴和象限表示的四种文化类型。图 2 显示平均值在层级型和市场型方面
的递减（当前），在活力型和宗族型方面的递增（首选）。]
Figure 1.
Graphical Representation of the Highest Mean Scores in the Four Culture Types for Both Actual
and Preferred Situations of OSU Extension Personnel
Dominant Culture Type Strength
The strength of the dominant culture type exhibited by OSU Extension personnel is related to the
number of points assigned to a specific culture type. In the current situation, the Clan culture type
exhibited by OSU Extension is slightly strong, while in the preferred situation the Clan culture
type is considered moderately strong. In the case of the dominant Clan culture type exhibited by
OSU Extension personnel in the current situation, a mean score of was considered less
strong than a mean score of in the preferred situation (Smart & St. John, 1996; Cameron &
Quinn, 1999).[OSUE 建立的主导文化类型的优势跟指定一个特殊文化类型的点的数量相关。
在当前状况下，OSUE 建立的宗族型微强，而在期望状况下，宗族型适度强势。]
When the mean scores of the culture types Adhocracy, Market, and Hierarchy, are compared with
the mean score of the dominant Clan culture exhibited by OSU Extension personnel, statistically
significant differences are found between the dominant Clan culture and the Market and Hierarchy
culture types in both current and preferred situations. This finding suggests the presence of
characteristics of both Clan and Adhocracy culture types in the organization. Table 4 shows the
mean scores by culture type for OSU Extension personnel in both current and preferred
situations.[比较之下，无论是在当前情况，还是在首选情况下，OSUE 建立的宗族型与市场
型和层级型有巨大的差异。这个发现暗示了在组织中宗族型和活力型的典型表现。表 4 显示
了 OSUE 在当前和期望下文化类型的平均值。]
Table 4.
Mean Scores by Culture Type for OSU Extension Personnel in Both Current and Preferred
Situations
Dimensions of Organizational Culture
Six dimensions were analyzed by the organizational culture assessment instrument using the
competing values framework. The highest mean score for each of the culture types in both current
and preferred situations for OSU Extension personnel are shown in Table 5. In the current
situation, the highest mean score exhibited by OSU Extension personnel was in the criteria for
success dimension (Mean= ), while the lowest mean score recorded was in the organizational
glue dimension (Mean= ). [运用竞争性价值结构，组织文化评价量表分析了六个维度。
表 5 显示了对于 OSUE 员工来说，在当前和期望下每种文化类型的最高平均值。]
Table 5.
Highest Mean Scores on the Organizational Culture Dimensions for OSU Extension Personnel
Culture TypeCulture TypeCulture TypeCulture Type MeanMeanMeanMean . dfdfdfdf FFFF pppp MeanMeanMeanMean . dfdfdfdf FFFF pppp
Clan
Adhocracy 83 79
Market 83 .000* 79 .000*
Hierarchy 83 .000* 79 .000*
* p < .05
Note: Mean scores could range from 0 to 100. Representing a percentage out of 100.
Current SituationCurrent SituationCurrent SituationCurrent Situation Preferred SituationPreferred SituationPreferred SituationPreferred Situation
In the preferred situation, the highest mean score exhibited by OSU Extension personnel was in
the criteria for success dimension (Mean= ), while the lowest mean score recorded was in the
dominant characteristics dimension (Mean= ). Two dimensional profiles demonstrated to be
different from the overall Clan culture profile in the current situation, organizational leadership
(Hierarchy) and strategic emphases (Adhocracy). Two dimensional profiles demonstrated to be
different from the overall Clan culture profile in the preferred situation, dominant characteristics
(Adhocracy) and strategic emphases (Adhocracy).
Conclusions and Recommendations
The findings of this study are in agreement with the fact that almost two thirds of the colleges and
universities in a nationwide study currently have a Clan culture type. In the same study, trustees,
administrators, and department chairpersons perceive the Clan culture as the most effective culture
type for colleges and universities (Smart & Hamm, 1993; Smart & St. John, 1996). [这项研究发
现与这样的事实一致，即大约三分之二的学院和大学是宗族型文化。同时，理事、管理者和
系主任认为这是最有效的文化类型。]
The Clan culture classification applied to Extension portrays the institution as an organization that
concentrates on internal maintenance with flexibility, concern for people, and sensitivity for
customers. The Clan culture is characterized as a family type of organization and represents a
friendly place to work, where people share a lot of themselves. The Clan culture views its leaders
as having the role of mentors or facilitators. The glue that maintains the organization together is
DimensionDimensionDimensionDimension MeanMeanMeanMean . Culture TypeCulture TypeCulture TypeCulture Type MeanMeanMeanMean . Culture TypeCulture TypeCulture TypeCulture Type
Dominant Characteristics Clan Adhocracy
Organizational Leadership Hierarchy Clan
Management Clan Clan
Organizational Glue Clan Clan
Strategic Emphases Adhocracy Adhocracy
Criteria for Success Clan Clan
Mean scores could range from 0 to 100. Representing a percentage out of 100.
Current SituationCurrent SituationCurrent SituationCurrent Situation Preferred SituationPreferred SituationPreferred SituationPreferred Situation
loyalty and tradition, with a high level of commitment among its members. Clan organizations
emphasize individual development, morale, teamwork, participation, and consensus (Cameron &
Quinn, 1999). [宗族型文化把机构描述成这样一种组织，它关注于适应性的内部维护、关心
员工、重视客户。宗族型的特点是一个家族式的组织，提供一个友好的工作环境，大家互相
分享，把领导视为导师或者家长，靠忠诚或传统凝聚员工。宗族型组织强调个人发展、团队
合作、参与和协商。]
The strength of the culture is determined by the number of points conceded to a specific culture
type. In the current situation, the Clan culture type exhibited by OSU Extension is slightly strong,
while in the preferred situation the Clan culture type is considered moderately strong. OSU
Extension personnel desire a stronger (moderately) Clan culture in the future. This finding is in
agreement with what research has revealed about organizations that possess strong cultures; they
are associated with having homogeneity of effort, clear focus, and higher performance in
environments where unity and common vision are required (Cameron & Quinn, 1999). [OSUE 未
来需要一种更强的宗族型文化。这项发现与研究揭示的关于具有强势文化的组织相一致。]
Three dimensions of organizational culture displayed a distinctive profile from the overall culture
profile exhibited by OSU Extension in current and preferred situations. The dimension labeled as
"Dominant Characteristics" is concerned with what the overall organization is like. The Adhocracy
classification in the preferred situation is not in agreement with the overall culture profile of OSU
Extension (Clan), but it is in agreement with the finding that no statistically significant difference
was found between the mean scores of the Clan and Adhocracy cultures in the preferred situation.
This finding suggests that OSU Extension possesses a combination of the core characteristics of
the dominant Clan culture with those of the less dominant Adhocracy culture type. [组织文化的三
个维度显示了在当前和首选情况下 OSUE 文化的不同方面。显性特征是关于整个组织像什
么。在首选情况下的活力型与 OSUE 的整体文化面貌并不一致，却与这样的发现一致，即
在首选情况下宗族型与活力型的平均值没有统计上的明显差别。这说明 OSUE 拥有一种占
主导的宗族型和次主导的活力型的核心特征的综合。]
The dimension labeled as "Organizational Leadership" is related to the dominant leadership style
and approaches used by leaders and administrators in the organization. The Hierarchy
classification in the current situation of this dimension is not in agreement with the overall culture
profile of OSU Extension (Clan). In terms of the leadership style, OSU Extension personnel
perceives its leaders and administrators as currently having a Hierarchical type of culture, wanting
them to change to a preferred Clan culture type. [“组织的领导能力”与占主导的领导风格和领
导、管理者的方法有关。在这点上，层级型在当前情况下与 OSUE 文化面貌不一致。领导
风格上，OSUE 员工认为他们的领导和管理者目前具备的是层级型，而希望它们变成宗族
型。]
The dimension labeled as "Strategic emphases" is concerned with the definition of areas of
emphasis that drive the organization's strategy. The Adhocracy classification in both the current
and preferred situations are not in agreement with the overall Clan culture exhibited by OSU
Extension personnel, but they are in agreement with the finding that no statistically significant
difference was found between the mean scores of the Clan and Adhocracy cultures in both current
and preferred situation. This finding suggest that OSU Extension possesses a combination of the
core characteristics of the dominant Clan culture with those of the less dominant Adhocracy
culture type when it comes to areas of emphasis and strategy in the current situation and that OSU
Extension personnel want this condition to become stronger in the future. [“战略重点”与驱动组
织战略的重点领域有关。活力型在当前和首选情况下都与 OSUE 的不一致，却与这样的发
现一致，即在首选情况下宗族型与活力型的平均值没有统计上的明显差别。当涉及当前情况
下重点和战略领域时，这说明 OSUE 拥有一种占主导的宗族型和次主导的活力型的核心特
征的综合，而且 OSUE 员工希望这种情形在未来变得更强。]
Some demographic groups considered in this study displayed a different culture type from the
overall dominant Clan culture of Extension. The demographic groups comprised of OSU
Extension employees at the state level and in the Community Development program area
exhibited a Hierarchical type of culture in the current situation. Evidence supports the fact that the
culture type considered most effective in a college or university setting is the Clan culture. In
addition, organizational success is said to depend on matching the culture type with the demands
of the external environment (Smart & St. John, 1996; Cameron & Quinn, 1999). In the case of
OSU Extension, where characteristics of the Clan and Adhocracy culture coexist, the strengths of
both culture types should be used to conform to the external environment. [在这项研究中被考虑
的一些统计群展示了不同的文化类型。迹象显示在大学和学院中被认为最有效的文化类型是
宗族型。而且，组织的成功被建立在使文化类型适应于外部环境。在 OSUE 这个案例中，
无论宗族型与层级型的特征共存于何处，它们的优势都应被用于适应外部环境。]
Although the study applies to Ohio State University Extension, it has implications for Extension
on a national level. The research results might provide some thoughts on the way to embrace some
of the issues facing Extension nowadays. In this regard, one of the strategic issues identified by
the Cooperative Extension System (CES) in Framing the Future: Strategic Framework for a
System of Partnerships report was: "Extension must embrace multiple organizational models to be
visionary and responsible" (p. 6). On the other hand, one of the actions for success recommended
was: "... to challenge and rethink assumptions about organizations, methods, and processes" (p. 6).
The CES report also recommends addressing issues and challenges, and making changes in
Extension's complex internal environment in order to secure the evolution of the Cooperative
Extension System. [尽管这是应用于 OSUE 的研究，但它对全国层面的函授学院有启发。这
样研究结果也许能为正面临问题的函授学院提供一些想法。在这点上，CES 认识到的一个
战略问题，即合伙系统的战略结构问题，就是“函授学院必须采取多种组织模式以使它更理
想和可靠”。另外，推荐的成功的行动之一便是“质疑和重新思考关于组织、方法和程序的
假设”。CES 报告也建议提出问题和挑战，在函授学院复杂的内部环境作改变，以确保合作
函授系统的发展。]
This could only be done by means of identifying critical internal factors, and it has been suggested
that Organizational Culture is one of those factors compromising the CES effectiveness
(ECOP-CSREES; 1995). The researcher recommends that other states perform similar studies in
order to have a better understanding of the current organizational culture type, which could help
Extension make the necessary changes in pursuing enhanced effectiveness of its programs. [这可
能只能通过确定重要的内部因素来实现，也暗示了组织文化是那些阻碍 CES 效力的因素之
一。研究者们建议其他州进行类似的研究以便对于当前的组织文化类型有个更好的理解，这
将帮助函授学院在追求提高效力方面进行必要改变。]
