Comparative Analysis of Organizational Culture in IT Sector

The study aims to do a comparative analysis of organizational culture between the three different organizations in IT sector. It is an exploratory research. A structured questionnaire was used to collect the primary data. The sample size was 165. It consisted of employees from three leading IT organizations in India. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation. A true leader is a catalyst in driving: Adaptability–by creating change, emphasising customer focus and promoting organisation learning, Mission–by defining strategic direction, defining objectives and goals  and creating a shared vision, Consistency–by managing coordination & integration, defining core values and working to reach agreement, and Involvement–by empowering people, building team orientation and developing organisation capability.


Introduction
An organization's culture consists the right ways to behave in different situations within the organization. The organization culture is composed of values and shared beliefs which are well established and communicated by its leaders through strategies and behaviors.
A solid culture might be a typical divisor among the flourishing firms. All have arrangement related to the most elevated concerning social needs and workers' qualities. Pioneers in flourishing firms live their societies every day. They're clear concerning their values. On the other hand, an ineffectual culture will cut down the association and its administration.
Organizational culture can be created with the assistance of administration practices, correspondence plans, inside disseminated messages and celebrations in the company. Anning-Dorson (2021) the turbulent market conditions can be tackled with the help of a structured organizational culture and effective leadership styles, thereby yielding better results.

Traits of a Good Organizational Culture
Every organization has a visibly different culture. A few of the important traits of a good organizational culture are listed below: a) Alignment: Alignment can be attained when there would be a fit between the organizational goals and its employees' career objectives. Hung et al. (2010) showed that the developing organizational culture visibly impacted the performance. The study concluded that the well aligned system influenced its performance directly and indirectly through dynamic capabilities. c) Trust: We cannot ignore the fact that trust is an important quality for every organizational culture.
When there would be trust in an organization, the employees would be more confident while working in such a culture. Jabeen & Isakovic (2018) the study showed that the organizations of -adhocracy‖ and -clan‖ type structures had a greater satisfied workforce as they had greater trust in their managers.
Kumari (2011)  workers inspire one another to stand out, and thereby increase the productivity. Uddin et al. (2013) asserts that structured culture is associated with an open system approach that has mutual benefits for employees and the organization. Kumari (2013) Fay et al. (2015) concluded that the organizational innovation can be enhanced to a greater level by the usage of teamwork. This is especially applicable in the case of production teams. g) Integrity: Integrity, just like trust, is vital trait for all the groups in an organization. Transparency and honesty are essential aspects of an organizational culture having integrity. Verhezen (2010)  measures of firm's performance-change management and firm's goal achievement.

Objective of the Study:
To do a comparative analysis of organizational culture between the three different organizations in IT sector.

Research Design
It was an exploratory research. The structured questionnaire was used in the collection of the primary data. The study is based on the sample size of 165. It consisted of 54 employees from Infosys, 55 employees from 55 and 56 employees from Steria India.

Data Analysis & Interpretations
To understand the organizational culture, the study has used the Denison Model, which provides a

Interpretations:
 Strengths: Infosys is significantly stronger than its peers on the dimensions of Customer Focus and Core Values.
 Weaknesses: Infosys is significantly weaker than its peers on the dimensions of Capability Development Customer Focus and Creating Change.
The figure below compares the average ratings of different dimensions of the organisation culture of Steria versus IT sector as a whole.

IT Sector as a Whole
Source: Self constructed. Interpretations:  Weaknesses: Steria scores significantly lower than its peers on all parameters of organisation culture.  Vol. 9, No. 4, 2021 5

Steria Organisation Culture
Published by SCHOLINK INC.
The figure below compares the average ratings of different dimensions of the organisation culture of TCS versus IT sector as a whole.

Sector as a Whole
Source: Self constructed. Interpretations:  Strengths: TCS is significantly stronger than its peers on the all dimensions of Organisation Culture.
Summary of comparison of organisation culture between Infosys, Steria and TCS:

Conclusion
The four traits of organisational culture (Adaptability, Mission and Involvement and Consistency) if monitored and harmoniously used are the key to ensure high performance within the organisations. But to ensure that the Organisational culture works as a key catalyst to drive the performance, leadership of the organisation has an absolutely central role to play. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by