Notice of RetractionDominant organizational culture in Iran

Notice of Retraction

After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.

We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.

The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.

The purpose of the research is to define and analyze the dominant organizational culture in Kish and to conduct a pilot research in Iran. Designed as a survey, the research employs the five cultural dimensions of Hofstede in organizations, and by different methodology, defines the ranking of each dimension. The sample consists of 254 employees working in two public and five private organizations on Kish-Island. In addition to define the ranking for each of the five dimensions, for the first time in Iran, the survey measures the ranking of long-term orientation, and shows differences between dominant culture in Iran and the Arab countries (opposed to Hofstede´s recommendation). The organizational culture pushes individuals to act in one way or another. Therefore, defining the dominant organizational culture will deliver valuable information to understand some of the usual behavior in the work situation. Managers can use the finding of the research in decision making and policies determination. Furthermore, the research uses a different methodology and the article details the research design, methodology, so that the duplication of the research by others can be easily performed.