## 3 Results
### Cultural Differences by Demographic Variables  
#### 3.2.1 Differences by Type of Organization  
The comparative analysis by type of organization shows relevant differences between nuclear power plants (NPP) and nuclear public companies (NPC) (Table 5; Figure 4). NPP have higher average scores (M) in the\" Constructive\" cluster (NPP M = 3.55; NPC M = 3.18; \(\delta\) = 0.54) whereas NPC scores higher in the \"Passive/Defensive cluster\" (NPP M = 2.89; NPC M = 3.04; \(\delta=-0.30\)).  
\begin{table}
\begin{tabular}{c c c c c c c c} \hline \hline  & \multicolumn{2}{c}{**Nuclear Industry**} & \multicolumn{2}{c}{**NPP**} & \multicolumn{2}{c}{**NPC**} & \multicolumn{2}{c}{**NPP/NPC**} \\ \hline
**OCI Styles** & **M** & **SD** & **M** & **SD** & **M** & **SD** & **Cohen’s \(\delta\)** \\ \hline Humanistic-Encouraging & 3.55 & 0.87 & 3.65 & 0.85 & 3.16 & 0.86 & 0.57 \\ Affiliative & 3.62 & 0.90 & 3.71 & 0.89 & 3.26 & 0.84 & 0.52 \\ Achievement & 3.37 & 0.63 & 3.43 & 0.60 & 3.15 & 0.67 & 0.46 \\ Self-Actualizing & 3.35 & 0.72 & 3.40 & 0.70 & 3.14 & 0.74 & 0.38 \\ Approval & 2.82 & 0.63 & 2.80 & 0.65 & 2.91 & 0.57 & \(-0.18\) \\ Conventional & 3.30 & 0.66 & 3.27 & 0.67 & 3.41 & 0.62 & \(-0.22\) \\ Dependent & 3.26 & 0.56 & 3.24 & 0.56 & 3.35 & 0.53 & \(-0.19\) \\ Avoidance & 2.30 & 0.75 & 2.25 & 0.74 & 2.48 & 0.73 & \(-0.32\) \\ Oppositional & 2.77 & 0.46 & 2.79 & 0.46 & 2.69 & 0.46 & 0.22 \\ Power & 2.62 & 0.65 & 2.60 & 0.65 & 2.70 & 0.64 & \(-0.15\) \\ Competitive & 2.15 & 0.87 & 2.10 & 0.89 & 2.36 & 0.79 & \(-0.31\) \\ Perfectionistic & 3.11 & 0.61 & 3.11 & 0.61 & 3.14 & 0.60 & \(-0.05\) \\ Constructive & 3.47 & 0.71 & 3.55 & 0.69 & 3.18 & 0.71 & 0.54 \\ Passive/Defensive & 2.92 & 0.50 & 2.89 & 0.51 & 3.04 & 0.46 & \(-0.30\) \\ Aggressive/Defensive & 2.66 & 0.50 & 2.65 & 0.50 & 2.72 & 0.47 & \(-0.15\) \\ \hline \hline \end{tabular}
*Note: Mean = M; Standard Deviation = SD.  
\end{table}
Table 5: Descriptive statistics of the OCI organizational cultures and styles for the nuclear industry and differences between nuclear power plants (NPP) and nuclear public companies (NPC).  
Figure 3: OCI Styles averages.  
Within the \"Constructive\" cluster, it is worth mentioning the differences in the \"Humanistic-Encouraging\" (NPP M = 3.65; NPC M = 3.16; \(\delta\) = 0.57) and \"Affiliative\" (NPP M = 3.71; NPC M = 3.26; \(\delta\) = 0.52) styles. In both \"Defensive\" styles, NPP score lower than NPC in \"Conventional\" (NPP M = 3.27; NPC M = 3.41; \(\delta\) = \(-\)0.22), \"Avoidance\" (NPP M = 2.25; NPC M = 2.48; \(\delta\) = \(-\)0.32), \"Oppositional\" (NPP M = 2.79; NPC M = 2.69; \(\delta\) = 0.22) and \"Competitive\" (NPP M = 2.10; NPC M = 2.36; \(\delta\) = \(-\)0.31) styles, (Table 5; Figure 5).  
If only NPP are considered (Table 6a), the statistical analysis shows very compact results within the \"Constructive\" organizational culture, with only a single difference of a small effect size (\(\delta=-0.24\))  
Figure 4: OCI organizational cultures averages by nuclear sector.  
Figure 5: OCI styles averages for Spanish nuclear sector.  
between two stations. Within \"Defensive\" organizational cultures, there are more differences between the stations, although with small effect sizes.  
Results also show differences of small or medium effect size between NPC1 and both NPC2 and NPC3 organizations in all three OCI cultures (Table 6b).