[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-202546-105":3,"detail-sidebar-cat-0-en-105":81,"doc-detail-202546-en":130},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","management-of-cooperative-banks-in-poland-in-the-context-of-organizational-culture-research-report","Management of Cooperative Banks in Poland in the Context of Organizational Culture - Research Report","","The research report examines how organizational culture influences the effectiveness of managing cooperative banks in Poland. It focuses on internal mechanisms including leadership style, employee management approach, factors that ensure organizational coherence, success criteria, and employee motivation, often among shareholders. Using literature analysis, participant observation, comparisons, and case studies, the study applies the OCAI instrument (Cameron and Quinn) and a culture type framework (Deal and Kennedy) to assess 150 entities across 2020–2021.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & Report",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/document/management-of-cooperative-banks-in-poland-in-the-context-of-organizational-culture-research-report/202546/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/management-of-cooperative-banks-in-poland-in-the-context-of-organizational-culture-research-report/202546.png","ImageObject",300,407,{"name":42,"@type":43},"Caleb Sterling","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-10-17","2026-09-04",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",7,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"What is the main aim of the study?","Question",{"text":63,"@type":64},"To determine how organizational culture affects the effectiveness of managing cooperative banks. The focus is on internal mechanisms such as leadership, employee management, coherence factors, success criteria, and motivators for participants, often shareholders.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"Which methods and tools are used in the research?",{"text":68,"@type":64},"The study uses literature analysis and criticism, participant observation, comparisons, case studies, induction and deduction, and synthesis. The key tool is the OCAI questionnaire, complemented by defining culture type using risk degree and feedback speed criteria.",{"name":70,"@type":61,"acceptedAnswer":71},"What culture-related management findings are reported for Polish cooperative banks?",{"text":72,"@type":64},"Cooperative banks are characterized by an autocratic management style, which the report argues does not fit the cooperative form. Respondents indicate the need to modify culture by reducing bureaucracy and autocratic personnel management and downgrading elements associated with gamblers and routines.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},202546,1788547921,{"code":4,"msg":82,"data":83},"success",[84,88,92,96,101,106,110,114,119,122,126],{"id":22,"doc_module":4,"doc_module_name":25,"category_name":85,"show_sort_weight":86,"slug":87},"Story & Novel",90,"story-novel",{"id":26,"doc_module":4,"doc_module_name":25,"category_name":89,"show_sort_weight":90,"slug":91},"Literature",80,"literature",{"id":33,"doc_module":4,"doc_module_name":25,"category_name":93,"show_sort_weight":94,"slug":95},"Exam",70,"exam",{"id":97,"doc_module":4,"doc_module_name":25,"category_name":98,"show_sort_weight":99,"slug":100},5,"Comic",60,"comic",{"id":102,"doc_module":4,"doc_module_name":25,"category_name":103,"show_sort_weight":104,"slug":105},6,"Technology",50,"technology",{"id":55,"doc_module":4,"doc_module_name":25,"category_name":107,"show_sort_weight":108,"slug":109},"Healthcare",40,"healthcare",{"id":111,"doc_module":4,"doc_module_name":25,"category_name":29,"show_sort_weight":112,"slug":113},8,30,"research-report",{"id":115,"doc_module":4,"doc_module_name":25,"category_name":116,"show_sort_weight":117,"slug":118},9,"Religion & Spirituality",20,"religion-spirituality",{"id":117,"doc_module":4,"doc_module_name":25,"category_name":120,"show_sort_weight":117,"slug":121},"World Cup","world-cup",{"id":123,"doc_module":4,"doc_module_name":25,"category_name":124,"show_sort_weight":123,"slug":125},10,"Lifestyle","lifestyle",{"id":127,"doc_module":4,"doc_module_name":25,"category_name":128,"show_sort_weight":97,"slug":129},19,"General","general",{"code":4,"msg":82,"data":131},{"doc_id":79,"user_id":132,"nickname":42,"user_avatar":133,"doc_module":4,"category_id":111,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":139,"language":140,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":12,"update_tm":80,"read_time":144,"preview_page_count":4},962084925290,"https://ap-avatar.wpscdn.com/davatar_085a072bc5b1113ac321206ff7593b45","JOURNAL OF MODERN SCIENCE  \nTo m 4/53/2023  \n[www.jomswsge.com](www.jomswsge.com)  \n| [DOI: doi.org/10.13166/jms/176327](DOI: doi.org/10.13166/jms/176327) |\n| --- |\n|  |\n\nMałgorzata agataKrotowsKa  \n\n| Wrocław University of Environmental and Life Sciences, Poland |\n| --- |\n| ORCID iD: 0009-0002-4488-3194 |\n\nDanuta Mierzwa  \n\n| General Tadeusz Kościuszko Military University of Land Force, Poland |\n| --- |\n| ORCID iD: 0000-0002-4524-1241 |\n\nMANAGEMENT OF COOPERATIVE BANKS IN POLAND IN THE CONTEXT OF ORGANIZATIONAL CULTURE – RESEARCH REPORT  \nAbstract  \nPurpose: The main aim of the article was to determine the impact of organizational culture on the effectiveness of managing cooperative banks. The research conducted by the authors focused mainly on the internal mechanisms functioning in these organizations, such as; leadership style, employee management style, analysis offactors ensuring organizational coherence, defining success criteria and factors motivating employees (often shareholders) . The analysis of the organizational culture made it possible to look at how the owners identify with the organization.  \nMethods: The methods used in the study included literature analysis and criticism, participant observation, comparisons, case studies, induction and deduction, synthesis. The main research tool was the OCAI (Organizational Culture Assessment Instrument) questionnaire by K.S. Cameron and E. Quinn, based on a competitive value model. The authors also defined the type of organizational culture according to T. E. Deal and A. Kennedy, based on the criteria of the degree of risk and the speed of feedback. 150 entities located in various regions of Poland were deliberately selected for the study. The research sample accounted for 28% . The respondents were bank employees, managers and shareholders. The research was carried out in 2020 and 2021. The analysis of the results was presented on a coordinate system modified specifically for the OCAI questionnaire.  \nResults and discussion:  \nThe obtained results showed that cooperative banks are characterized by an autocratic management style. The autocratic management style does not correspond to the cooperative form. The type of culture indicated by the respondents requires modification consisting in the partial elimination of bureaucracy and autocratic personnel management, downgrading the features of the culture of gamblers and routines. From a practical point of view, resolving the dilemma whether profit is the main goal of a cooperative bank’s operation has a key impact on the choice of a microeconomic model of the bank. Therefore, there is a need to indicate which criteria the management board of the bank should put more emphasis on. Therefore, an important element is the formation of an organizational culture that will allow to meet the expectations of all participants of this organization.  \nKeywords: organizational culture, human capital management, motivators, cooperative banks, business model  \nIntroduction  \n1. Cooperative organizations have a long history and a long-established organizational culture, which undoubtedly changes under the influence of various environmental factors. Cooperatives are an important element contributing to the economy. They enrich the market with their presence and constitute an important factor conditioning the proper development of agriculture and rural areas. Cooperative movement is a form of social organization, the essence of which is voluntary and contributing shares, which are used to carry out gainful, social and cultural activities for the benefit of its members. Banking cooperatives integrate the principles of cooperatives, at the same time creating a community of needs and goals – the principles of cooperation and self-governance. The basic goals of a cooperative are not to gain financial benefits, but to meet the needs of members voluntarily associated in it . Thanks to their participation, they build a community that is strongly root","cbCaiach9udwvmID","https://ap.wps.com/l/cbCaiach9udwvmID","pdf",1097185,26,"English","# Abstract\n## Purpose\n## Methods\n## Results and discussion\n# Introduction\n## History and role of cooperative organizations\n## Cooperative banking principles and governance","[{\"question\":\"What is the main aim of the study?\",\"answer\":\"To determine how organizational culture affects the effectiveness of managing cooperative banks. The focus is on internal mechanisms such as leadership, employee management, coherence factors, success criteria, and motivators for participants, often shareholders.\"},{\"question\":\"Which methods and tools are used in the research?\",\"answer\":\"The study uses literature analysis and criticism, participant observation, comparisons, case studies, induction and deduction, and synthesis. The key tool is the OCAI questionnaire, complemented by defining culture type using risk degree and feedback speed criteria.\"},{\"question\":\"What culture-related management findings are reported for Polish cooperative banks?\",\"answer\":\"Cooperative banks are characterized by an autocratic management style, which the report argues does not fit the cooperative form. Respondents indicate the need to modify culture by reducing bureaucracy and autocratic personnel management and downgrading elements associated with gamblers and routines.\"}]","Management of Cooperative Banks in Poland in the Context of Organizational Culture - Research Report | PDF",66]