Cameron, K. S., and Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). Jossey-Bass. First edition 1999.
Presents the Competing Values Framework, which sorts organizational cultures on two dimensions (flexibility against stability, internal against external focus) into four types: clan, adhocracy, market and hierarchy. The Organizational Culture Assessment Instrument (OCAI) asks respondents to divide 100 points among four statements on each of six dimensions, for the culture as it is now and as they would prefer it. The book pairs the diagnosis with a method for planned culture change.
The most widely used four-form instrument and a close structural neighbor to TIME: hierarchy maps strongly onto the I form; clan, market and adhocracy map partially onto T, M and E (the author’s inference). Two limits matter for a TIME profile. The OCAI describes organizations and says little about individuals, and its 100-point (ipsative) format distorts profiles and rules out standard reliability statistics.