Análisis de factores influyentes en la materialización de la cultura organizacional, un estudio de caso con enfoque mixto

Abstract

The materialization of organizational culture represents a challenge for organizations, since the existence of formally defined corporate values does not guarantee their translation into observable behaviors. This research aimed to analyze the articulation of organizational factors that influence the materialization of organizational culture through the study of an organizational case. A mixed-methods approach with a sequential exploratory design (DEXPLOS) was adopted. During the qualitative phase, a focus group and a systemic analysis using the Vester Matrix and a problem tree were conducted. Subsequently, in the quantitative phase, a structured interview was administered to 20 experts in leadership, human resource management, organizational development, and organizational management. The results identified the low materialization of organizational culture as the central problem within the system under study. Likewise, deficiencies in leadership and the limited integration between organizational culture and strategy were found to be the factors with the greatest influence on the phenomenon analyzed. Expert assessment confirmed that organizational leadership is the most relevant factor, followed by the integration of culture and strategy and the processes associated with cultural appropriation. As an integrative finding, leadership coherence emerged as an articulating element of cultural materialization. It is concluded that the materialization of organizational culture depends on the interaction among leadership, strategy, communication, and organizational coherence, rather than merely on the formal definition of corporate values.