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Corporate Culture: Diagnosis and Change : Auditing and Changing the Culture of Organizations

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The article was published on 1986-06-01 and is currently open access. It has received 57 citations till now. The article focuses on the topics: Corporate communication & Organizational culture.

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Journal ArticleDOI

Research Note: Hofstede's Consequences: A Study of Reviews, Citations and Replications

TL;DR: In this paper, an analysis of applications and replications of the work of Geert Hofstede was based on a collection of citations of published and unpublished material and four types of usage were found: citations, reviews, empirical replications, and as a paradigm.
Journal ArticleDOI

Perspectives on safety culture

TL;DR: The authors locates the notion of safety culture within its parent concept of organisational culture, and draws a distinction between functionalist and interpretive perspectives on organizational culture, as well as a contrast between strategic top-down and data-driven bottom-up approaches to human factors.
Journal ArticleDOI

Organizational Attractiveness for Prospective Applicants: A Person-Organisation Fit Perspective

TL;DR: In this article, 359 etudiants en fin d'etudes d'ingenieur et de management (masculins a 71 % and d'un âge moyen de 22,4 ans) ont lu de courtes descriptions d'organisations, a savoir la taille de l'entreprise, le degre d'internationalisation, les systemes de remuneration and le niveau de centralisation.

Hofstede - Culturally questionable?

TL;DR: Hofstede's work on culture is the most widely cited in existence (Bond 2002; Hofstede 1997) and provides scholars and practitioners with a highly valuable insight into the dynamics of cross-cultural relationships.
Dissertation

An investigation into the impact of culture on construction project performance

Nii Ankrah
TL;DR: A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of Doctor of Philosophy (PhD) was described in this paper, which was submitted in the form of a paper.