The paper presents a comparative analysis of an enterprise’s organizational culture per-ception and values of female workers who are employed at an innovative enterprise compared with the one suffering from long-time modernization problems in terms of its organ-izational development. The paper looks into the key features typical of Russia’s transitive economy. These features are characterized by changes of a management paradigm and the need for domestic enterprises to become innovative.
The effect of these factors changes the requirements the staff should meet, creates organizational stress and reduces viability of enterprises. The gender aspect of how enterprises adapt to new organizational conditions is, however, unexplored. At the same time, coexistence of enterprises that succeeded in becoming innovative and those with long-term modernization difficulties provides an excellent opportunity to examine gender aspects of labor behavior under variable organizational conditions. The aim of the study was to identify the values of female workers with different levels of involvement into innovation processes. Based on the methodology devised by E. Shane, А. Zdravomyslov, S. Schwartz, K. Cameron and R. Quinn the paper views enterprise organizational culture as a socio-psychological value con-text of labor behavior where values act as behavior predictors.
Both women’s groups and women’s vs men’s groups of respondents were compared. The data were collected through Organizational Culture Assessment Instrument (OCAI).
It is shown that female personnel have their own specifics in value orientations, namely, greater (compared with male workers) sensitivity to requirements of market organizational conditions, if they are well-represented in organizational culture. Women more than men share the value of order that makes up an integral part of hierarchical value orientations and are more committed to relationship values which, resulting in appropriate behavior, act as a means to reduce organizational stress and escape internal competition. It is also shown that organizational culture comes as a factor which regulates manifestation of gender differences. Innovative-market culture, typical of prospective enterprises, restrains while bureaucratic-market culture, striving for clan-like changes unleashes manifestations of gender differences. The paper outlines perspectives for further studying value regulation of women’s labor behavior.
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