Diagnosing Organizational Culture Using OCAI: The Case of a Business Process Outsourcing Company in General Santos City

Randy Jr. Juaneza; Lydia Orosco; Christian Selwyn Pedregosa; Monsour Pelmin

doi:10.69569/jip.2025.781

Authors

Randy Jr. C. Juaneza College of Business Administration and Accountancy, Mindanao State University – General Santos, General Santos City, South Cotabato, Philippines
Lydia H. Orosco College of Business Administration and Accountancy, Mindanao State University – General Santos, General Santos City, South Cotabato, Philippines
Christian Selwyn T. Pedregosa College of Business Administration and Accountancy, Mindanao State University – General Santos, General Santos City, South Cotabato, Philippines
Monsour A. Pelmin College of Business Administration and Accountancy, Mindanao State University – General Santos, General Santos City, South Cotabato, Philippines

DOI:

https://doi.org/10.69569/jip.2025.781

Keywords:

BPO, Competing Values Framework, OCAI, Organizational culture

Abstract

Business process outsourcing (BPO) companies operate in a fast paced, dynamic, and client-focused environment. Diagnosing the organization's culture helps management understand employees' needs and demands, thereby strengthening employee engagement, maintaining competitiveness, and achieving service quality. Using the Organizational Culture Assessment Instrument (OCAI), this study aimed to diagnose the organizational culture of a BPO company in General Santos City. The researchers employed descriptive and inferential statistics to summarize the respondents’ demographic profile and to test for significant and practical differences between the current and preferred cultures. The respondents in this study were the 35 internal management employees of the company, comprising both managerial and rank-and-file employees from different departments. The researchers used the Competing Values Framework (CVF) and the OCAI as their key tools for diagnosing organizational culture, which were administered via JotForm. The data, including the OCAI radar charts, were analyzed in Microsoft Excel. Sixty-five point seventy-one percent (65.71%) of the respondents were female, 68.57% were rank-and-file employees, and 34.29% worked under the Office of the Chief Operating Officer. The results showed that the clan culture is the current and dominant organizational culture at the company and will remain so for the next five years. Findings suggest that employees value collaboration, participation, and employee welfare and development. While differences emerged in selected cultural dimensions, the overall difference between the current and preferred cultures was not statistically significant and had a small effect size, indicating a high degree of alignment between employees’ current experiences and future expectations. Consequently, no large-scale cultural transformation is warranted, and culture-related initiatives should focus on targeted improvements within specific dimensions rather than the organization’s culture as a whole.

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