Competing values at public universities: Organisational cultures and job demands‐resources in academic departments

Diverse influences on national higher education (HE) systems result in variability in organisational cultures in academic workplaces. We implemented the competing values model of organisational culture to explore the departmental cultures at Czech public universities and the workplace perceptions of academics from different cultures. The participants (n = 2,229) completed an electronic questionnaire including the Organizational Climate Measure (OCM) as an indicator of departmental culture. The OCM dimensions were processed by k-means cluster analysis, with four emerging clusters in the competing values dimensions of internal-external orientation and low-high control. The clusters included self-actualisation (internal/external, low control), collegial (internal/low control), performance, (external/high control), and fraternity (internal/high control). We argue that the resulting clusters draw from different models of HE governance that historically shaped Czech HE, including state-controlled, market and academic self-governance. Work environment variables related to academic leadership were most significant in distinguishing between the clusters, especially along the control dimension.