Resumo

HERNANDEZ SAMPIERI, Roberto; MENDEZ VALENCIA, Sergio  e  CONTRERAS SOTO, Ricardo. Building an instrument to measure the organizational climate as a function of the Competing Values Framework. Contad. Adm [online]. 2014, vol.59, n.1, pp.229-257. ISSN 0186-1042.

The purpose of this study was to explore a model in the Mexican labor field that contextualizes organizational climate and links it with organizational culture. The Competing Values Framework (CVF), by K. S. Cameron & R. E. Quinn, was chosen due to its importance as the framework with more empirical evidence regarding corporate culture. The CVF proposes a four-quadrant structure for organizations: 1) internal focus, flexibility (clan), 2) internal focus, stability and control (hierarchy), 3) external focus, flexibility (adhocracy), and 4) external focus, stability and control (market). Likewise, it states that organizations present a mix of values from all quadrants. Overall, the findings of the study founded the model on a heterogeneous sample of 12 organizations (n=1424) in the central region of Mexico. In addition to the model, a primer version of an instrument was designed with the intention to measure organizational climate according to the CVF. The instrument proved its capability to discriminate amongst organizations and, in general, its reliability and validity.

Palavras-chave : organizational culture; organizational climate; competing values framework; validation.

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