ORIGINAL RESEARCH article
Front. Sociol.
Sec. Work, Employment and Organizations
Existing and preferred organizational culture in Algerian power plants: A second look
Provisionally accepted
- 1University of Sharjah, Sharjah, United Arab Emirates
- 2University of Jijel, Jijel, Jijel, Algeria
- 3Department of Public Administration and Policy, School of Public and International Affairs, University of Georgia, Athens, Georgia, United States
- 4Université Ahmed Draia Adrar, Adrar, Algeria
Select one of your emails
You have multiple emails registered with Frontiers:
Notify me on publication
Please enter your email address:
If you already have an account, please login
You don't have a Frontiers account ? You can register here
Understanding organizational culture has become crucial for effective human resource management in organizations, and essential for developing more successful change strategies. Building on an earlier research project (Kaouache et al., 2020), this study aims to compare the existing and preferred organizational culture types from Harrison and Stokes (1992) perspective to measure the impact of power, role, and support cultures on managers' aspirations to work within an achievement culture in four Algerian power plants. The study collects survey responses from 135 managers working in these power plants. This is a quantitative study which collects responses from 135 managers working in different organizational levels in these power plants. Data are analysed using the statistical package of social sciences, version 23 by comparing means and employing t tests and linear regression analysis. The findings reveal significant differences between the existing and preferred culture types of power, achievement, and support cultures. Existing power culture scored higher than expected, while current achievement and support cultures scored lower than desired. In contrast, no significant differences between the current and preferred support cultures were found. In addition, the study revealed that preferred achievement culture is positively associated with existing power and support cultures. In other words, managers working in traditional Arab cultures generally express stronger preferences for a culture that is more achievement oriented. The implications of these findings for Arab public management are discussed.
Keywords: culture, Existing organizational culture, Preferred organizational culture, Power Plants, Algeria
Received: 18 Sep 2024; Accepted: 26 Nov 2025.
Copyright: © 2025 Raouf, Mohammed, Brewer and Abderrahmane. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
* Correspondence: KAOUACHE Raouf
Disclaimer: All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article or claim that may be made by its manufacturer is not guaranteed or endorsed by the publisher.