Organizational culture and educational aspirations of tribal students in higher education

This study examines the impact of organizational practices on the educational aspirations of tribal students in higher education and establishes the relationship between organizational culture and educational aspirations. Cameron and Quinn’s model of organizational culture was employed to study clan, adhocracy, market, and hierarchy culture examining current and preferred contexts. The study utilized an explanatory mixed-method approach to collect data from 120 tribal students using close-ended questionnaires from different colleges in Odisha, India along with interviews and focus group discussions. The study found clan, adhocracy, and market culture positively correlated with educational aspirations, while hierarchy culture was negatively correlated in the current context. In the preferred context, clan and hierarchy culture had a negative correlation, while adhocracy and market culture showed a positive correlation. Major aspects of organizational practices include learning environment, interpersonal relationships, transformational leadership, motivation, communication, scholastic, and co-scholastic outcomes. Results suggest organizational freedom, a collaborative environment, and creative and innovative outputs motivate tribal students rather than controlling the environment

Higher education · Pedagogy · Political science · Sociology · Higher Education and Employability · Higher Education Governance and Development · Organizational Learning and Leadership · Psychology

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