ISSN-L: 0798-1015 • eISSN: 2739-0071 (En línea)
Vol. 46 (Nº 03) Año 2025. Art. 31
Recibido/Received: 14/04/2025 • Aprobado/Approuved: 18/05/2025 • Publicado/Published: 30/05/2025
DOI: 10.48082/espacios-a25v46n03p31
SOLA ESPINOSA, Diego F.1
REYES, Victor M. 2
Resumen
Se estudió la cultura organizacional en un instituto tecnológico, utilizando el modelo de Cameron & Quinn. Fueron analizadas las percepciones de 50 colaboradores del tipo: coordinadores, docentes y administrativos. Predominó la cultura jerárquica, seguida por la clan, mercado y adhocrática. Se identificaron diferencias significativas según el cargo desempeñado. Los docentes perciben un entorno más jerarquizado, mientras que coordinadores y administrativos reportan el tipo clan. Los hallazgos sugieren la necesidad de equilibrar la estructura jerárquica con la adhocrática.
Palabras clave: Adhocracia en educación superior, cultura organizacional, educación superior, modelo de valores en competencia
Abstract
The organizational culture of a technological institute was examined using Cameron & Quinn's model. The perceptions of 50 collaborators were analyzed: coordinators, teachers and administrative staff. Hierarchical culture predominated, followed by clan, market and adhocratic. Significant differences were identified according to the position held. Teachers perceive a more hierarchical environment, while coordinators and administrators report the clan type. The findings suggest the need to balance the hierarchical structure with the adhocratic one.
Key words: Adhocracy in higher education, organizational culture, higher education, competing values model.
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1. Universidad Iberoamericana del Ecuador. dsola@est.unibe.edu.ec
2. Universidad Iberoamericana del Ecuador. Universidad Nacional Mayor de San Marcos, Perú. vreyes@unibe.edu.ec / victor.reyes@posgradounmsm.edu.pe
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