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Author ORCID Identifier

https://orcid.org/0009-0000-3546-6327

Date Available

1-16-2026

Year of Publication

2026

Document Type

Doctoral Dissertation

Degree Name

Doctor of Philosophy (PhD)

College

Communication and Information

Department/School/Program

Communication

Faculty

Derek R. Lane

Faculty

Renee Kaufmann

Abstract

This dissertation examines organizational culture as an outcome of communication structures by integrating the Competing Values Framework (CVF) with egocentric network analysis. Although CVF is one of the most widely used frameworks for diagnosing organizational culture and predicting organizational effectiveness, prior research has overwhelmingly treated culture as an independent variable. Responding to calls for greater attention to the antecedents of culture, this study reconceptualizes organizational culture as a dependent variable and investigates how individuals’ perceived communication networks predict perceptions of CVF culture types. Using egocentric network data collected from employees across a diverse range of organizations and industries, this study analyzes how network characteristics—including density, heterogeneity, tie strength, and structural holes—relate to perceptions of clan, adhocracy, market, and hierarchy cultures. Results indicate that stronger ties are indicative perceived flexible structure (clan and adhocracy) whereas weaker ties are indicative of perceived controlled structure (market and hierarchy). From a research design perspective, network-level measures may be better predictors for flexible cultures while node-level variables may be better predictors for cultures with a control structure. However, it seems that non-network indicators, including organizational communication, media multiplexity, and confidence in network accuracy are better predictors of organizational culture. The findings contribute to organizational communication and culture research by demonstrating that communication networks are not merely products of organizational culture but can function as measurable antecedents. Practically, this study provides a foundation for data-informed culture change efforts by identifying network structures that may be leveraged to shift organizational culture intentionally.

Digital Object Identifier (DOI)

https://doi.org/10.13023/etd.2026.06

Archival?

Archival

Funding Information

This research was funded by grants in 2025 from The Department of Communication and the Graduate Program in Communication, both part of the College of Communication and Information at The University of Kentucky. 

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