Instruction for Authors

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The International Conference on Organisational Culture, Work Values, and Organisational Performance in Higher Education Institutions (ICOC 2025) invites original research contributions from various fields, as outlined in the listed topics. We encourage you to articulate the context of your research clearly. Please make sure to submit your papers by the final deadline, as submissions will only be accepted on this date. While you won't be able to submit new papers after the deadline, you will still have the chance to make changes to any papers you have already submitted.

Submission Guidelines:

All submissions must be made electronically through Microsoft's CMT platform. Authors are advised against submitting any papers directly via email. By submitting your paper, you agree to comply with the policies set forth by ICOC 2025. It is the responsibility of the primary author to ensure that the details of all contributors (including co-authors) are added to the CMT portal, allowing for essential updates to be communicated to everyone involved. During the submission process, the corresponding author is required to select at least one primary area that corresponds to their paper. Once your paper is submitted, you will receive a unique paper ID. Please keep this ID handy and refer to it in any future correspondence.

Article Types: Articles with novel research contributions on the theme of the conference should be submitted to ICOC 2025. We do not encourage authors to submit Review articles to ICOC 2025.

Language Style: The default language style at ICOC 2025 is standard English only. Authors should submit manuscripts in English language only.

Manuscript Preparation Guidelines:

• 1. Title: The first letter of each word, except helping verbs and connectors, should be uppercase letters only.
• 2. Usage of first/second/third person (our, me, us, I, etc.) should be avoided in the manuscript.
• 3. Authors are required to proofread the paper for English usage (possibly by a native speaker proofreading).
• 4. Abbreviations should be avoided in the abstract.
• 5. Include all figures in high resolution only. Try to keep the DPI of every figure above 500. Do not include blurred images.
• 6. Contents need to be well organized. Title, objective, research gap, proposed methodology, and results need to be inline.
• 7. Authors should include motivation and a paper organization at the end of the introduction section.
• 8. All images and tables must be numbered and provided with a suitable caption.
• 9. Do not paste tables as figures/ snapshots.
• 10. All equations must be numbered sequentially and discussed in the text.
• 11. All images, tables, equations, and references must be cited in the text. Check in-text citations of all these items before final submission.
• 12. Mention at least 5 to 8 keywords in the manuscript.
• 13. Abbreviations should be expanded to their first usage only. Non-standard abbreviations should be avoided.
• 14. All sections and subsections of the manuscript must be appropriately numbered. Omit headings beyond 3 levels.
• 15. Acknowledgements (if any) should be included after the conclusion section.
• 16. Author names and ordering must be kept identical in all places (i.e., Manuscript, Submission portal, and Consent to Publish form).
• 17. Include the name, affiliation and e-mail of all authors in both the manuscript as well as on the submission portal. In addition, remember to mention the details of the corresponding author.
• 18. The conclusion should be novel and supported by statistical remarks on the results of the experimental study.
• 19. Reference items should be complete. Avoid incomplete and not cited references in the list.
• 20. Download the Word/ LaTeX template from this link and submit your manuscript as per the template within the standard page limit of 10 pages only.

Confidentiality:
The review process of the conference will be strictly confidential. The practice of keeping all information confidential during the review is part of the standard communication at ICSCPS. Misuse of confidential information is a severe professional failure, and appropriate measures will be taken when brought to the attention of the Conference Organizers. It should be noted that the Conference Organizers will not be responsible for the consequences when reviewers break confidentiality.

Review Process:
By submitting a paper to the conference, the authors agree to our single blind review process and understand that papers will be peer-reviewed by our expert reviewers after checking for plagiarism from plagiarism checking software (preferably "Turnitin"). Authors are required to submit the revised version of the manuscript as per the review comments mentioned in the acceptance E-mail. Authors may be asked to undergo further revision(s) to their manuscript before final publication, even after the Conference.

Plagiarism:
ICSCPS-2024 respects Intellectual Property Rights. Plagiarism consists of the wrong appropriation of someone's content, thoughts, and ideas by representing one's original work. This type of violation of ethical principles will not be entertained by the conference at any cost. It should be noted that papers having more than 18% similarity will not be processed, hence they will be summarily rejected. For a single source, the similarity index should not be greater than 2%.

Dual/ Double Submissions:
The goals of our conference are to publish exciting new work for the first time and to avoid duplicating the efforts of reviewers. By submitting a manuscript to the conference, the authors acknowledge that it has not been previously published or accepted for publication in substantially similar form in any peer-reviewed venue. Violation of any of these conditions will lead to rejection and will be reported to the other venue to which the submission was sent. Any submission to the conference should not overlap with prior publications or other concurrent submissions. If you need to cite a different paper of yours that is being submitted concurrently to the conference, the authors should cite these papers, argue in the body of your paper why your paper is non-trivially different from these concurrent submissions, and include those papers in the supplemental material. Authors are encouraged to contact the Program Chairs for any clarifications.

Attendance responsibilities:
The authors agree that if the paper is accepted, at least one of the authors will register for the conference and present the paper there. Acceptance of a paper does not claim for final publication. Only presented papers will be forwarded to the publication partner. Presenters will be provided a certificate of paper presentation.

Publication:
All accepted and presented papers will be submitted for publication to our publication partner (preferably in SCOPUS-indexed proceedings). Before final publication, the publication partner may send the proofs to the corresponding author. Make sure the email id of the corresponding author is correctly mentioned in the manuscript. Keep visiting the conference website for more updates regarding publication details.

Call for Papers

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In the rapidly evolving landscape of higher education, institutions worldwide face multifaceted challenges, including globalization, digital transformation, changing student demographics, and heightened societal expectations. Against this backdrop, the interplay of organizational culture, work values, and organizational performance has emerged as a critical determinant of success for higher education institutions (HEIs). The international conference on "Organizational Culture, Work Values, and Organizational Performance in Higher Education Institutions" seeks to explore this intricate relationship and its potential to drive institutional excellence.

Organizational culture forms the cornerstone of any institution, defining its identity, norms, and shared values. In HEIs, culture influences not only operational efficiency but also academic excellence, research quality, and community engagement. A robust organizational culture fosters collaboration, adaptability, and innovation, enabling institutions to thrive amidst external pressures. Conversely, a fragmented or misaligned culture can hinder progress, amplify conflicts, and jeopardize long-term sustainability. Understanding and cultivating an inclusive, adaptable, and forward-looking culture is essential for HEIs aiming to remain competitive in an increasingly interconnected world.

Work values represent the principles and ethics that guide employees' attitudes, behaviors, and professional interactions. In higher education, faculty members, administrators, and support staff often bring diverse work values shaped by their unique experiences, backgrounds, and professional aspirations. These differences, when aligned with institutional goals, can create a harmonious and productive environment. However, misaligned work values can lead to dissatisfaction, decreased morale, and underperformance. Exploring strategies to align individual values with institutional culture is imperative for fostering a motivated and committed workforce capable of driving innovation and excellence.

Organizational performance in the context of HEIs encompasses a broad spectrum of indicators, from research output and teaching quality to financial health, student satisfaction, and societal impact. Traditional metrics of performance are increasingly complemented by measures of inclusivity, sustainability, and social responsibility. The dynamic interplay between culture and work values significantly influences these performance indicators. A strong alignment can enhance productivity, innovation, and stakeholder trust, whereas misalignment can undermine institutional effectiveness and reputation.

This conference aims to address the critical questions surrounding the alignment of culture, values, and performance in higher education. Through an interdisciplinary lens, it seeks to facilitate a global dialogue among academics, policymakers, administrators, and industry experts to explore strategies for integrating organizational culture and work values into institutional performance frameworks.

By addressing these themes, the conference seeks to contribute meaningfully to the global discourse on higher education's role in shaping a better future. It invites stakeholders to collaboratively reimagine the foundations of excellence in higher education, ensuring institutions remain resilient, relevant, and impactful in the years to come.

Authors are invited to submit original, previously unpublished research papers describing particular challenges or experiences or proposing novel solutions relevant to the scope of the conference. Papers must present original and unpublished work and should not be currently under review by any other conference or journal. Papers should be written in English and formatted according to the Springer Smart Innovation, Systems, and Technologies one-column page format. Papers must be 8-10 pages long in Smart Innovation, Systems and Technologies format. For more detailed guidelines, please visit the official Springer Guidelines website.

Major Themes of the Conference

Drivers of Higher Education Institutions: Societal Imperatives, Institutional Vision and Organizational Mission

• The Framework and the Application of the Mission of Higher Education Institutions
• Adapting to Diversity, Equity, and Inclusion Trends in Higher Education
• The Role of Higher Education in Social Mobility and Equity
• The Impact of Artificial Intelligence and Machine Learning on Higher Education

Practices of Higher Education Institutions: Strategic Leadership, Organisational Culture and Work Values

• Emerging Theories of Organisational Culture
• Building and Sustaining a Positive Culture
• Engaging Stakeholders in Organisational Culture Creation
• Navigating Organisational Culture Challenges, Change, and Transformation in Higher Education
• Emerging Theories of Work Values
• Defining Work Values in Higher Education Institutions
• Living Your Work Values in Practice
• Leading with Work Values

Outcomes of Higher Education Institutions: Organisational Performance, Stakeholders' Satisfaction, Student Success, and Institutional Excellence

• Emerging Theories of Organisational Performance
• Data-Driven Decision-Making for Organisational Performance
• Enhancing Student's Success
• Optimizing Faculty and Staff Performance

List of Tracks, not limited to but include:

1: Understanding Organizational Culture in Higher Education

• Foundations of Excellence in Higher Education Institutions
• Understanding Organizational Culture: A Framework for Higher Education
• The Synergy Between Culture, Values, and Performance
• Building Inclusive Cultures in Multicultural Academic Communities
• Balancing Tradition and Innovation in Organizational Culture
• The Role of Governance and Policy in Shaping Organizational Culture
• Diversity, Equity, and Inclusion in Higher Education Institutions

2: Exploring Work Values in Academic Environments

• The Evolution of Work Values in Academic Environments
• The Role of Academic Freedom in Shaping Work Values
• Motivating Faculty and Staff: Aligning Institutional Goals with Personal Values
• Students at the Center: Organizational Culture and Student Success
• Ethics and Integrity: Core Values for Institutional Excellence
• The Future of Work Values in a Digital Academic World

3: Defining and Enhancing Organizational Performance

• Defining Organizational Performance in Higher Education: Metrics and Beyond
• Case Studies: Exemplars of Cultural Transformation in Higher Education
• Measuring Success: Key Performance Indicators for HEIs
• Sustaining Financial Health While Upholding Institutional Values
• The Role of Interdisciplinary Collaboration in Organizational Performance
• Creating a Learning Organization: Continuous Improvement in HEIs

4: Integrating Organizational Culture, Work Values, and Performance

• Global Trends Shaping Higher Education: Challenges and Opportunities
• Leadership and Organizational Culture: Guiding Institutions Toward Success
• Recruitment and Retention: Attracting Top Talent Through Cultural Fit
• Conflict Resolution and Consensus Building in Academic Institutions
• Developing Resilient Organizational Cultures in Crisis
• Integrating Cultural and Performance Insights for Strategic Planning

5: Shaping Excellence in Higher Education Institutions

• Navigating Change: Adapting to Shifting Educational Landscapes
• Globalization and Higher Education: Cultural Adaptation and Alignment
• The Impact of Technology on Work Values and Organizational Performance
• Leadership Succession Planning: Preserving Institutional Identity
• Fostering Community Engagement and Social Responsibility in HEIs
• A Vision for Excellence in Higher Education Institutions