Assessing organisational culture using the competing values framework within American Triple-A baseball

Abstract

This study identifies the descriptive cultural profiles of select American Triple-A Baseball (TAB) organisations by size, geographic location, wining percentage and average of annual attendance using the Competing Values Framework (CVF). In this study, an investigation of cultural types (clan, adhocracy, market and hierarchical) suggests that the organisations within TAB place more emphasis on the market culture, which has internal focus, centralised structure and goal achievement and the clan culture in terms of cohesion and trust. There was the pattern that the group of large organisations with high winning percentage and high attendance level obtained a higher score of cultural strength than the other groups. When comparing organisational culture by organisational characteristics using split-plot factorial design, a significant difference existed in the cultural strength of four cultural types on three variables: size, winning percentage and attendance level. Among these three variables, there was only one interaction found between winning percentage and organisational culture.