Cultural Transformation Strategies to Achieve Institutional Goals in Higher Education: An Investigation at the Faculty of Sport Sciences

Aim: This research was conducted to examine cultural transformation strategies that could help public and private higher education institutions in Turkey achieve their institutional goals. Method: In the research, a mixed research method was used to analyse the cultural dynamics within a particular faculty. The Organisational Culture Assessment Instrument (OCAI) developed by Quinn and Cameron was used to assess the congruence and incongruence between the current culture of the faculty and the desired culture stated in the strategic plan. Research data were collected from academic and administrative staff working at the Faculty of Sport Sciences. The dominant organisational culture types (hierarchy, market, adhocracy, adhocracy, clan) were analysed thematically for the current and targeted situation. Results: The strategic plan of the university seems to adopt a culture that is open to employees, learning and change, and encourages co-operation and strategic management. The desired culture includes the characteristics of ‘Clan Culture’ and ‘Adhocracy Culture’ in Quinn and Cameron's model. Conclusion: As a result, it was determined that although the current faculty culture is hierarchical and competitive, the employees prefer the culture envisaged by the strategic plan. Therefore, strategies such as Cultural Awareness and Training, Participative Management and Leadership Approach, Flexible and Innovative Working Environment, Performance Evaluation and Reward Systems, and Communication and Feedback Mechanisms are recommended to transition from the current culture to the university’s desired "Clan" and "Adhocracy" culture, aligning employees with the strategic goals.