About: Organizational culture is a(n) research topic. Over the lifetime, 31507 publication(s) have been published within this topic receiving 926787 citation(s). The topic is also known as: corporate culture & organisational culture.
Papers published on a yearly basis
19 Mar 1985
TL;DR: A review of the book "Organizational Culture and Leadership" by Edgar H. Schein is given in this article, where the authors present a review of their approach to organizational culture and leadership.
Abstract: The article presents a review of the book “Organizational Culture and Leadership,” by Edgar H. Schein.
TL;DR: In this article, the author analyzes the maturing research in the field of organization studies - the available ethnographic methods, participant observation, qualitative research, and clinical research, concluding that culture functions to solve an organization's basic problems of surviving in the external environment and integrating its internal processes to ensure its continued survival.
Abstract: Discusses the key role of organizational leadership in organizational culture, and the intertwining problems associated with each. Organizational culture is defined as the basic assumptions and beliefs shared by members of an organization. These are learned, operate unconsciously, and essentially define an organization's view of itself and its environment. Though cultural differences are reflected in companies, each company also has an individual culture that modifies local or national cultures. Origins of culture are discussed, especially the entrepreneur's effect on cultural formation, and mechanisms of embedding and reinforcing cultural standards as a means of guiding an evolving company. Taking an interdisciplinary perspective, the book analyzes the maturing research in the field of organization studies - the available ethnographic methods, participant observation, qualitative research, and clinical research. Results indicate that culture functions to solve an organization's basic problems of (a) surviving in the external environment and (b) integrating its internal processes to ensure its continued survival. Since the organizational structure and people's attitudes and perceptions constitute key artifacts of a culture, both these must be changed before the company's overarching cultural change can occur. Typically, change begins at the formative stage as a positive growth force in need of development, evolves into a complex, diverse model of culture, and finally at the point of maturation, often becomes dysfunctional. It is at this point that the leader-usually the entrepreneur - is most crucial, often turning to various change models as a means of sustaining the company. Though the leader's role in cultural formation shifts, such purposeful, foundational change in an organization only occurs rarely in mature companies and under effective leadership. In sum, cultural leadership - and especially the role of the cultural manager - needs to be assessed more clearly in light of the organization's rapidly changing internal and external environment. (CJC)
TL;DR: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS) and indicated that 3 major categories of beneficial treatment received by employees were associated with POS.
Abstract: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.
TL;DR: The issue of difference with the leader of the director, including material that is much discussed in current and most experts believe that leadership is something different from the management, is discussed in this paper.
Abstract: Culture is a way for organizations to learn environmental factors. There are many definitions for culture. “Issue of” difference” with the leader of the director, including material that is much discussed in current and most experts believe that leadership is something different from the management
01 Mar 1999-Harvard Business Review
TL;DR: The authors warn that knowledge management should not be isolated in a functional department like HR or IT, and emphasize that the benefits are greatest when a CEO and other general managers actively choose one of the approaches as a primary strategy.
Abstract: The rise of the computer and the increasing importance of intellectual assets have compelled executives to examine the knowledge underlying their businesses and how it is used. Because knowledge management as a conscious practice is so young, however, executives have lacked models to use as guides. To help fill that gap, the authors recently studied knowledge management practices at management consulting firms, health care providers, and computer manufacturers. They found two very different knowledge management strategies in place. In companies that sell relatively standardized products that fill common needs, knowledge is carefully codified and stored in databases, where it can be accessed and used--over and over again--by anyone in the organization. The authors call this the codification strategy. In companies that provide highly customized solutions to unique problems, knowledge is shared mainly through person-to-person contacts; the chief purpose of computers is to help people communicate. They call this the personalization strategy. A company's choice of knowledge management strategy is not arbitrary--it must be driven by the company's competitive strategy. Emphasizing the wrong approach or trying to pursue both can quickly undermine a business. The authors warn that knowledge management should not be isolated in a functional department like HR or IT. They emphasize that the benefits are greatest--to both the company and its customers--when a CEO and other general managers actively choose one of the approaches as a primary strategy.
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