Moncton - Culture

Chidinma Chinoyelum Okoro Oluwafisayo Emmanuel Agunbiade Parthiban Murugesan Pritam Sai Rajani Bakthavatchalam Sruthi Nair

Master of Management, Crandall University

MM6113-S1 Managing Organizational Behaviour

Sergio Ribeiro, PhD

Mar 11th, 2025

Moncton is the biggest city in the Canadian province of New Brunswick. Moncton is situated in the Petitcodiac

River Valley, which is the geographical core of the Maritime Provinces. The city has been dubbed "Hub City" because of its

central inland location in the region and its past as a center for road and rail trade for the Maritimes (Tax Sales Hub, 2021).

The city proper is 142 km2 (55 sq mi) in size and has 71,889 residents as of 2016. With 144,810 inhabitants as of 2016,

Greater Moncton is the largest city and census metropolitan area (CMA) in New Brunswick and the second-largest in the

Maritime Provinces (Tax Sales Hub, 2021). The Moncton City Council is in charge of overseeing the City of Moncton in

New Brunswick, Canada. A mayor is elected for four-year terms, together with ten council members. Dawn E. Arnold was

elected mayor of Moncton, New Brunswick, in the 2016 municipal election (McHardie, 2016). The City of Moncton's

strategic plan states that its vision is to be "A city that inspires," its mission is to improve the quality of life for all citizens,

and its core values are sustainability, inclusivity, innovation, accountability, excellence, and bilingualism (Arnold &

Moncton City Council, 2023).

Digital transformation is the process of incorporating digital technologies into municipal management to increase

operational effectiveness, encourage sustainable urban development, and enhance public services. To modernize city

planning and maintenance, digital transformation involves integrating state-of-the-art technologies such as artificial

intelligence (AI), the Internet of Things (IoT), big data, and cloud computing (Allam & Dhunny, 2019). Since technology

enables municipalities to provide more accessible and effective public services, digital transformation is crucial for city

management. Furthermore, by using real-time data and predictive analytics, city managers can make well-informed

decisions, allocate resources optimally, and respond quickly to emerging issues (Meijer & Bolívar, 2016).

The public transportation system Codiac Transpo, which was established in 1981 and serves the Greater Moncton

area, which includes Moncton, Dieppe, and Riverview, is committed to providing professional, reliable, and safe transit

services and provides over two million rides annually (Codiac Transpo, n.d.-a). In recent years, Codiac Transpo has

successfully implemented real-time bus tracking, which improves service reliability by providing passengers with the most

recent bus positions and schedules via a mobile application (Codiac Transpo, n.d.-b). Additionally, by offering free Wi-Fi

throughout its fleet, passengers can now access the internet while in transit, making it more convenient for passengers

(Wikipedia Contributors, 2025c).

that operates in greater Moncton and also to make recommendations on the ways that codiac transpo can improve its

organizational culture in order to achieve organizational success.

Public transportation in Moncton faces numerous challenges, such as scheduling inefficiencies, unnecessary delays, and real-time

communication issues with passengers. However, these challenges can be resolved by implementing the appropriate digital

transformation techniques, such as advanced tracking and analytics, to enhance real-time decision-making and route optimization

Allam, Z., & Dhunny, Z. A. (2019).

This paper analyzes the culture of the Codiac Transportation system, the primary public transportation system in Greater Moncton, to

understand how this culture influences the organization's efficiency and how it can be enhanced to achieve greater effectiveness. We

will also explore the area of digital transformation within the organization and strategies for leveraging it to improve services.

We collected data from Codiac Users and social media platforms such as Instagram, Facebook, and Twitter to provide realistic and

insightful information and confirm the organization's shortcomings. Based on this information, we can recommend specific areas that

require improvement and ways to upgrade those areas to ensure user satisfaction.

MODEL

Organizational culture is the shared values and assumptions within an organization (McShane S. & Warner M, 2024); the model

seeks to understand the relationship between the organization’s culture and the organization’s effectiveness. Therefore, this paper

will extensively look at how the culture within the Codiac Transportation system affects its effectiveness and to accurately do this we

will analyze the three elements of this model which are Shared Values, Artifacts, and Assumptions.

Shared Values are the conscious perceptions about what is good or bad, right or wrong, which are shared among the people within

the organization. We will look at the values that have been espoused by the management and those values that are observed and

enacted within the organization. Shared Assumptions are the nonconscious, taken-for-granted perceptions or ideal prototypes of

behavior that are considered the correct way to think and act toward problems and opportunities (McShane S. & Warner M,

2024).

Artifacts that form a major part of this study are the physical manifestations of the culture within an organization; they are

observable signs and symbols of the organization’s culture, this will require us to take a look into the stories and legends surrounding

the organization, such as how it was founded, the organizational language such as code names, slangs, etc., ritual and ceremonies

observed within the organization and physical structure and symbols such as the bus layout, chairs, etc.

This research paper will also investigate subcultures within the organization and how these sub-cultures affect the overall culture and

effectiveness of the organization. Following our research into the various elements that make up the culture of the organization, this
paper will relate how the observed culture may be improved with the aid of digital transformation to provide better services to their

user and the effectiveness of the organization.

DATA COLLECTION

This paper was written based on various sources. Our team relied on news articles and academic journals to improve the digital

transformation of an organization. The Government of Canada website was used to obtain details about Greater Moncton. We also

used the official website of Codiac Transportation and reliable textbooks on organizational culture, which provided insight into the

various elements of an organization’s culture. Extensive web searches were conducted on platforms such as Google Scholar and social

media platforms like Instagram and Twitter for data collection.

Tax Sales Hub. (2021, October 17). Tax sales Moncton New Brunswick 2025 - Tax sales Hub. https://
taxsaleshub.ca/new-brunswick/moncton/

McHardie, D. (2016, May 10). Dawn Arnold defeats Brian Hicks in Moncton mayoral race. CBC. https://
www.cbc.ca/news/canada/new-brunswick/moncton-mayor-race-1.3574176

Arnold, D. & Moncton City Council. (2023). Strategic Plan 2023. https:// www5.moncton.ca/docs/council/Strategic_Plan_2023.pdf

Allam, Z., & Dhunny, Z. A. (2019). On big data, artificial intelligence and smart cities. Cities, 89(89), 80–91.

https:// doi.org/10.1016/j.cities.2019.01.032

Wikipedia Contributors. (2025c, February 19). Codiac Transpo. Wikipedia; Wikimedia Foundation.
https://en.wikipedia.org/wiki/Codiac_Transpo

Codiac Transpo. (n.d.-a). About us. City of Moncton. https://www.codiactranspo.ca/moncton-transport/about-us

Codiac Transpo. (n.d.-b). Codiac Transpo transit service. City of Moncton. https://www.codiactranspo.ca/