Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organizational culture is briefly defined as the basic assumptions about the world and the values that guide life in organizations. A brief history of climate research is presented, followed by the major accomplishments in research on the topic with regard to levels issues, the foci of climate research, and studies of climate strength. A brief overview of the more recent study of organizational culture is then introduced, followed by samples of important thinking and research on the roles of leadership and national culture in understanding organizational culture and performance and culture as a moderator variable in research in organizational behavior. The final section of the article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations. Throughout, recommendations are made for additional thinking and research.

Organizational Climate and Culture

Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.

Power, approach, and inhibition. Власть, напористость и подавленность

The Social Psychology of Groups. J. W Thibaut & H. H. Kelley. New York: alley, 1959. The team of Thibaut and Kelley goes back to 1946 when, after serving in different units of the armed services psychology program, the authors joined the Research Center for Group Dynamics, first at M.LT and then at the University of Michigan. Their continued association eventuated in appointments as fellows at the Center for Advanced Study in the Behavioral Sciences, 19561957. It is during these years that their collaboration resulted in the publication of The Social Psychology of Groups. The book was designed to "bring order and coherence to present-day research in interpersonal relations and group functioning." To accomplish this aim, the authors introduced, defined, and illustrated basic concepts in an effort to explain the simplest of social phenomena, the two-person relationship. These basic principles and concepts were then employed to illuminate larger problems and more complex social relationships and to examine the significance of such concepts as roles, norm, power, group cohesiveness, and status. The lasting legacy of this book is derived from the fact that the concepts and principles discussed therein serve as a foundation for one of the dominant conceptual frameworks in the field of family studies today-the social exchange framework. Specifically, much of our contemporary thinking about the process of interpersonal attraction and about how individuals evaluate their close relationships has been influenced by the theory and concepts introduced in The Social Psychology of Groups. Today, as a result of Thibaut and Kelley, we think of interpersonal attraction as resulting from the unique valence of driving and restraining forces, rewards and costs, subjectively thought to be available from a specific relationship and its competing alternatives. We understand, as well, that relationships are evaluated through complex and subjectively based comparative processes. As a result, when we think about assessing the degree to which individuals are satisfied with their relationships, we take into consideration the fact that individuals differ in terms of the importance they attribute to different aspects of a relationship (e.g., financial security, sexual fulfillment, companionship). We also take into consideration the fact that individuals differ in terms of the levels of rewards and costs that they believe are realistically obtainable and deserved from a relationship. In addition, as a result of Thibaut and Kelley's theoretical focus on the concept of dependence and the interrelationship between attraction and dependence, there has evolved within the field of family studies a deeper appreciation for the complexities and variability found within relationships. Individuals are dependent on their relationships, according to Thibaut and Kelley, when the outcomes derived from the existing relationship exceed those perceived to be available in competing alternatives. Individuals who are highly dependent on their relationships are less likely to act to end their relationships. This dependence and the stability it engenders may or may not be voluntary, depending on the degree to which individuals are attracted to and satisfied with their relationships. When individuals are both attracted to and dependent on their relationships, they can be thought of as voluntarily participating in their relationship. That is, they are likely to commit themselves to the partner and relationship and actively work for its continuance. Thibaut and Kelley termed those relationships characterized by low levels of satisfaction and high levels of dependence "nonvoluntary relationships. …

The Social Psychology of Groups

This study explored how affect relates to creativity at work. Using both quantitative and qualitative longitudinal data from the daily diaries of 222 employees in seven companies, we examined the nature, form, and temporal dynamics of the affect-creativity relationship. The results indicate that positive affect relates positively to creativity in organizations and that the relationship is a simple linear one. Time-lagged analyses identify positive affect as an antecedent of creative thought, with incubation periods of up to two days. Qualitative analyses identify positive affect as a consequence of creative thought events, as well as a concomitant of the creative process. A preliminary theory of the affect-creativity cycle in organizations includes each of these links and proposes mechanisms by which they may operate.

Affect and Creativity at Work

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

Men and Women of the Corporation

Status is the prominence, respect, and influence individuals enjoy in the eyes of others. Theories of positive illusions suggest that individuals form overly positive perceptions of their status in face-to-face groups. In contrast, the authors argue that individuals' perceptions of their status are highly accurate--that is, they closely match the group's perception of their status--because forming overly positive status self-perceptions can damage individuals' acceptance in a group. Therefore, the authors further argue that individuals are likely to refrain from status self-enhancement to maintain their belongingness in a group. Support for their hypotheses was found in 2 studies of status in face-to-face groups, using a social relations model approach (D. A. Kenny & L. La Voie, 1984). Individuals showed high accuracy in perceiving their status and even erred on the side of being overly humble. Moreover, enhancement in status self-perceptions was associated with lower levels of social acceptance.

/pdf/knowing-your-place-self-perceptions-of-status-in-face-to-243kedr5c7.pdf

Knowing your place: self-perceptions of status in face-to-face groups.

The affective revolution in organizational behavior: The emergence of a paradigm.

How can individuals attain influence in organizations? Prior research has identified structural determinants of influence, such as formal authority and position in a social network. However, indirect evidence suggests that influence might also stem from personal characteristics. The authors tested whether influence can stem from the fit between the person and his or her organization (P-O fit). Consistent with expectations, extraverts attained more influence in a team-oriented organization, whereas conscientious individuals attained more influence in an organization in which individuals worked alone on technical tasks. Further, these effects held up after controlling for formal authority, job performance, and demographic characteristics, such as gender, ethnicity, and socioeconomic status. The multiple ways in which individuals can gain influence are discussed.

https://psycnet.apa.org/journals/apl/93/3/702.pdf

Personality and organizational culture as determinants of influence.

We investigated how demographic differences affected people's responses to organizational cues to cooperate with their coworkers. Officers from a large financial services firm who were more demogra...

/pdf/using-self-categorization-theory-to-understand-relational-1fss78ibja.pdf

Using Self-Categorization Theory to Understand Relational Demography–Based Variations in People's Responsiveness to Organizational Culture

This paper extends social categorization theory to understand how personality traits related to information sharing may correspond with positive perceptions of demographically different people, the...

/pdf/getting-to-know-you-the-influence-of-personality-on-2vfhnsa7m6.pdf

Sandra E. Spataro

Papers

Knowing your place: self-perceptions of status in face-to-face groups.

The affective revolution in organizational behavior: The emergence of a paradigm.

Personality and organizational culture as determinants of influence.

Using Self-Categorization Theory to Understand Relational Demography–Based Variations in People's Responsiveness to Organizational Culture

Getting to Know You: The Influence of Personality on Impressions and Performance of Demographically Different People in Organizations