Showing papers on "Organizational culture published in 1991"
TL;DR: In this article, the authors developed and validated an instrument for assessing person-organization fit, the Organizational Culture Profile (OCP), which was used to assess the dimensionality of individual preferences for organizational cultures and the existence of these cultures are interpretable.
Abstract: This article brings together three current themes in organizational behavior: (1) a renewed interest in assessing person-situation interactional constructs, (2) the quantitative assessment of organizational culture, and (3) the application of “Q-sort,” or template-matching, approaches to assessing person-situation interactions. Using longitudinal data from accountants and M.B.A. students and cross-sectional data from employees of government agencies and public accounting firms, we developed and validated an instrument for assessing person-organization fit, the Organizational Culture Profile (OCP). Results suggest that the dimensionality of individual preferences for organizational cultures and the existence of these cultures are interpretable. Further, person-organization fit predicts job satisfaction and organizational commitment a year after fit was measured and actual turnover after two years. This evidence attests to the importance of understanding the fit between individuals' preferences and organiza...
4,275 citations
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06 Feb 1991TL;DR: The Power of Reframing as mentioned in this paper is the power of reframing to make sense of the organization and its members, and it can be found in the following three main directions: the human resource frame in action, the human resources frame, and the political frame.
Abstract: MAKING SENSE OF ORGANIZATIONS. Introduction: The Power of Reframing. Simple Ideas, Complex Organizations. THE STRUCTURAL FRAME. Getting Organized. Structuring and Restructuring. Organizing Groups and Teams. THE HUMAN RESOURCE FRAME. People and Organizations. Human Resource Frame in Action. Groups and Interpersonal. THE POLITICAL FRAME. Power, Conflict, and Coalitions. The Manager as Politician. Organizations as Political Arenas and Political Agents. THE SYMBOLIC FRAME. Organizational Culture and Symbols. The Organization as Theater. Organizational Culture in Action. IMPROVING LEADERSHIP PRACTICE. Integrating Frames for Effective Practice. Reframing in Action: The Power of Scenarios. Choosing a Frame. Reframing Change: Training and Alignment. Reframing Leadership. Leaders as Architects and Catalysts. Leaders as Advocates and Prophets. Epilogue: Artistry, Choice, and Leadership.
3,638 citations
1,693 citations
TL;DR: In this article, a multilevel typology of interfirm diversity and organizational learning and adaptation are identified as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness.
Abstract: Organizational theorists have correctly argued that the emergence and maintenance of robust cooperation between global strategic alliance partners is related to the diversity in the partners' characteristics. Yet previous research has failed to systematically delineate the important dimensions of interfirm diversity and integrate the dimensions into a unified framework of analysis. This paper develops a multilevel typology of interfirm diversity and focuses on organizational learning and adaptation as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness.
1,076 citations
TL;DR: The authors reviewed academic management from three global perspectives: contextual, quantitative, and qualitative, and made recommendations to develop a more globally relevant organizational science in which universal, regiocentric, intercultural, and culture-specific theories and research are clearly demarcated.
Abstract: This article reviews academic management from three global perspectives: contextual, quantitative, and qualitative. Based on multiple methods of assessment, academic management is found to be overly parochial. Cultural values of the United States underlie and have fundamentally framed management research, thus imbuing organizational science with implicit, and yet inappropriate, universalism. Recommendations are made to develop a more globally relevant organizational science in which universal, regiocentric, intercultural, and culture-specific theories and research are clearly demarcated.
957 citations
TL;DR: In this article, the authors examined the changes organizations undertook in response to a major environmental change and provided an empirical test of Hannan and Freeman's theory of structural inertia in the context of organizational change.
Abstract: This study provides an empirical test of Hannan and Freeman's theory of structural inertia. We examined the changes organizations undertook in response to a major environmental change. In addition,...
844 citations
TL;DR: The authors reframes the culture concept to highlight the role of contextual identities in linking behaviors and their social meaning in organizations, and argues that cognitive processes in organizations do not directly reflect either behaviors or underlying beliefs.
740 citations
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16 Jan 1991
TL;DR: In this article, the authors present methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies, including organizational goals, strategies, and objectives.
Abstract: Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.
689 citations
TL;DR: The authors report a longitudinal field study of organizational change, tracing out the way in which new accounting practices were implicated in an emergent reconstruction of the organization's culture, and find that accounting is implicated in organizations' cultures.
Abstract: Organizations have long been known to have cultural properties. A more recent innovation is the study of organizations as cultures: systems of knowledge, beliefs and values in which action and artifact are vested with expressive qualities. We know little about the way in which accounting is implicated in organizations' cultures. This paper reports a longitudinal field study of organizational change, tracing out the way in which new accounting practices were implicated in an emergent reconstruction of the organization's culture.
596 citations
TL;DR: Two research limitations pertaining to environmental munificence-organization relationships are examined and measurement suggestions, along with other research implications, are discussed.
Abstract: Two research limitations pertaining to environmental munificence-organization relationships are examined: (a) overabstraction, which exists when environment is defined too broadly, resulting in inappropriate aggregation of disparate environmental units and (b) conceptual ambiguity, which exists when researchers use different labels to describe similar munificence constructs and similar labels to describe different constructs. These limitations are clarified, and measurement suggestions, along with other research implications, are discussed.
583 citations
TL;DR: In this article, a cross-cultural examination of the applicability of the Fishbein behavioral intentions model in Korea and the United States was conducted, and the findings of the study suggest that the fishbein model can be employed to explain consumers' behavioral intentions formation in a Confucian culture, as well as in United States.
Abstract: Most of the principal theories associated with consumer behavior have been developed and tested in the United States. A question that has been posed by some consumer researchers concerns the applicability of these theories outside of the United States. The study reported in this paper is a cross-cultural examination of the applicability of the Fishbein behavioral intentions model in Korea and the United States. Korea can be characterized as a collectivist culture that is different from the individualist culture dominant in the United States. The findings of the study suggest that the Fishbein model can be employed to explain consumers' behavioral intentions formation in a Confucian culture, as well as in the United States.
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24 May 1991TL;DR: The Extended Multi-Organizational Level Leadership Model (EMLMLM) as discussed by the authors is a model for a multi-organizational level leadership model with a focus on knowledge orientation and cognitive complexity.
Abstract: First Things First PART ONE: LEADERSHIP KNOWLEDGE CONTENT AND KNOWLEDGE ORIENTATION Core Concepts for a Multi-Organizational Level Leadership Model The Extended Multi Level Leadership Model Leadership Knowledge Orientation Aspects PART TWO: EXPLORING THE MULTI LEVEL MODEL External Environment, Societal Culture and Leader Critical Tasks Background Factors and Preference Aspects of Individual Capability Individual Capabilities - Cognitive Complexity and Selected Social Cognition Aspects Individual Capabilities - Transactionally Oriented Leadership Skills Individual Capabilities - Transformationally Oriented Leadership Skills Organizational Culture Developmental Implications and Enriching Schema Variety Last Things Last
01 Jan 1991
TL;DR: The role of the founder in the creation of Organizational culture is discussed in this article, where a three-perspective approach is taken to explore an exemplar of organizational culture research.
Abstract: PART ONE: THINKING ABOUT ORGANIZATIONAL CULTURE The Integration Perspective The Role of the Founder in the Creation of Organizational Culture - Edgar H Schein The Los Angeles Olympic Organizing Committee - Peggy McDonald Developing Organizational Culture in the Short Run Semiotics and the Study of Occupational and Organizational Culture - Stephen R Barley The Differentiation Perspective The Smile Factory - John Van Maanen Work at Disneyland Breakfast at Spiro's - Michael Rosen Dramaturgy and Dominance On the Naming of the Rose - Ed Young Interests and Multiple Meanings as Elements of Organizational Culture Multiple Constituencies and the Quality of Working Life - Jean M Bartunek and Michael K Moch Intervention at FoodCom The Fragmentation Perspective The Vulnerable System - Karl E Weick An Analysis of the Tenerife Air Disaster 'Normal' Ambiguity? A Glimpse of an Occupational Culture - Debra E Meyerson The Meanings of Ambiguity - Martha S Feldman Learning from Stories and Metaphors Conclusion Taking a Three-Perspective Approach PART TWO: RESEARCHING ORGANIZATIONAL CULTURE Exploring an Exemplar of Organizational Culture Research Street Corner Society - William Foote Whyte Excerpts from the Appendix to the 1955 Edition On Fieldwork, Symbols, and Folklore in the Writings of William Foote Whyte - Michael Owen Jones Street Corner Society as a Model for Research into Organizational Culture - Alan Bryman Cornerville as Narration - Patricia Riley Critical Epistemology and the Study of Organizational Culture - John M Jermier Reflections on Street Corner Society Comments for the SCS Critics - William Foote Whyte Current Inquiries About Organizational Culture What Is Culture? - Edgar H Schein On Acknowledging and Uncovering Ambiguities in Cultures - Debra E Meyerson Scholars, Travelers and Thieves - Michael Rosen On Concept, Method and Cunning in Organizational Ethnography Culture Is the Medium of Life - Barbara Czarniawska-Joerges Comments and Discussion - Harrison M Trice Framebreaking Masquerade - Anonymous Authors Organizational Culture as Metafiction Context and Choices in Organizational Research PART THREE: AN EPILOGUE AND A CLOSING Looking Back Looking Inward Mirror Talk - Peter J Frost Self-Framing Experiences Along the Culture Trail From Integration to Differentiation to Fragmentation to Feminism - Joanne Martin Musings on Self, Culture, and Inquiry - Craig C Lundberg Reflections on an Interpretive Way of Life - Meryl Reis Louis Inside Aunt Virginia's Kitchen - Larry F Moore Looking Beyond
TL;DR: In this article, the authors argue that organizational or corporate culture is strongly influenced by the characteristics of the industry in which the company operates and that companies within an industry share certain cultural elements that are required for survival.
Abstract: This article develops the argument that organizational or corporate culture is strongly influenced by the characteristics of the industry in which the company operates. Thus, companies within an industry share certain cultural elements that are required for survival. The article identifies three classes of industry variables that have the potential for creating industry-driven cultural elements: competitive environment, customer requirements, and societal expectations. The article also discusses implications of the industry influences on the potential for culture change.
TL;DR: The authors argued that organizational ethnography is not an appropriate method for studying culture, since organizational ethnographies are substantially different from ethnographic studies of whole (and largely foreign) societies, and the knowledge of organizations provided is interpretive, denying the subject-object dichotomy inherent in mainstream empiricist applications of social analysis.
Abstract: This article argues that ethnography is inadequately understood and recognized within administration science as a method for studying organizational culture. Ethnographic analyses of organizational cultures are largely absent from the administration science literature, primarily because such work derives from a social constructionist understanding of science. The knowledge of organizations thus provided is interpretive, denying the subject—object dichotomy inherent in mainstream empiricist applications of social analysis. In addition, whereas ethnographic analysis and writing is an appropriate method for studying culture, organizational ethnography is substantially different from ethnographic studies of whole (and largely foreign) societies. Formal organizations are both partial and specialized in comparison to general societal organization. The conceptual and practical toolkit the organizational ethnographer brings to the field and the writing table is thus tailored to this particular research arena, and is outlined here.
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01 Jan 1991
TL;DR: In this article, the nature and concept of culture in organizational settings is discussed. And the application of cultural knowledge in organizational Settings The Cultural Link between Strategy and Organizational Processes Where Do We Go From Here?
Abstract: Introduction Existing Perspectives on Culture An Alternative Conception of Culture in Organizations A Preview Insights into the Nature of Cultural Knowledge Dictionary Knowledge Cultural Groupings at the Descriptive Level Directory Knowledge Cultural Synergism at the Operational Level Recipe Knowledge Axiomatic Knowledge Culture Formation and Institutionalization Conclusions on the Nature and Concept of Culture in Organizational Settings The Application of Cultural Knowledge in Organizational Settings The Cultural Link between Strategy and Organizational Processes Where Do We Go From Here?
TL;DR: Conger as mentioned in this paper examines why these skills are so critical and what the new language skills of leadership will be, and how leaders through their choice of words, values, and beliefs can craft commitment and confid...
Abstract: Executive Overview While we have learned a great deal about the necessity of strategic vision and effective leadership, we have overlooked the critical link between vision and the leader's ability to powerfully communicate its essence. In the future, leaders will not only have to be effective strategists, but rhetoricians who can energize through the words they choose. The era of managing by dictate is ending and is being replaced by an era of managing by inspiration. Foremost among the new leadership skills demanded of this era will be the ability to craft and articulate a message that is highly motivational. Unfortunately, it seems that few business leaders and managers today possess such skills. To make matters worse, our business culture and educational system may even discourage these skills. Conger examines why these skills are so critical and what the new language skills of leadership will be. He looks at how leaders through their choice of words, values, and beliefs can craft commitment and confid...
TL;DR: The research found that if mission is more clearly defined it can be managed better, and developed a model of mission that includes four elements--purpose, strategy, behaviour standards and values.
TL;DR: In this paper, the authors focus on the process leading to legislative enactment of policy change and assesses issues and findings in three aspects of the political process: agenda setting, the development of policy proposals, and the struggle for adoption of particular proposals.
Abstract: Sociologists interested in politics have increasingly turned in recent years to the study of policy domains—components of the political system organized around substantive issues. This review focuses on the process leading to legislative enactment of policy change and assesses issues and findings in three aspects of the political process: agenda setting. the development of policy proposals, and the struggle for adoption of particular proposals. Quite a bit is known about adoption of proposals, but relatively little work has been done on agenda setting, and the task of understanding the development of policy proposals has barely begun. Policy change is affected most directly by formal organizations whose activities are channeled and given meaning by culture; government organizations play an active role in formulating policy and deciding how it will be implemented as well.
TL;DR: In this article, the authors examined the impact of organizational values and value congruence on satisfaction, commitment, and cohesion within a not-for-profit setting, and found that organizational values affect satisfaction and commitment.
Abstract: The present study examines the impact of organizational values and value congruency on satisfaction, commitment, and cohesion within a not-for-profit setting. Information for the study was collected from 387 highway and transportation department executives. The findings indicate that organizational values affect satisfaction, commitment, and cohesion. Moreover, value congruence (i.e., a fit between professed organizational values and the values deemed appropriate by employees) also impacts these behavioral variables. If organizations lack the values studies and/or value congruence is low, the study results indicate that action should be taken to change the organization's value orientation.
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31 Aug 1991
TL;DR: The role of culture: the meanings and dimensions of culture managing across cultures organizational cultures and diversity intercultural communications as discussed by the authors, and International strategic management: strategic planning managing political risk and negotiations organizing international operations decision making and controlling.
Abstract: Part 1 Environmental foundation: worldwide developments the non economic environment global competitiveness ethics and social responsibility. Part 2 The role of culture: the meanings and dimensions of culture managing across cultures organizational cultures and diversity intercultural communications. Part 3 International strategic management: strategic planning managing political risk and negotiations organizing international operations decision making and controlling. Part 4 Organizational behaviour and human resources management: motivation across cultures leadership across cultures human resource selection and repatriation human resource development across cultures labour relations and industrial democracy.
TL;DR: This article conducted an exploratory field study of the relations between corpor ate culture and economic performance and found that cultural intensity and homogenity and some cultural attributes appeared to be related to the firms' growth.
Abstract: This paper is based on an exploratory field study of the relations between corpor ate culture and economic performance. The method of assessing a company's culture is presented, then hypotheses on relations between values, management practices and economic performance are proposed and discussed.The study was limited to five French single business companies operating in mature industries with a differentiation strategy. Cultural intensity and homogen eity and some cultural attributes appeared to be related to the firms' growth. On the other hand, the relations between profitability and the company's cultural attributes were less significant. Some hypotheses are generated for further validation.
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15 Aug 1991
TL;DR: In this paper, an analysis of the economic effects of culture is presented, and the authors argue that the gains from technology in modern societies can be offset by high costs if the moral dimension is missing.
Abstract: This book is an analysis of the economic effects of culture. It demonstrates how these effects can be analysed in a rigorous fashion. The cultural environment influences decision-making through both moral values and fundamental beliefs. These values are developed principally within religious, ethnic, and national groupings and seem to exert a major influence on the economic performance of these groups. The economic analysis of culture should therefore be able to shed light on a wide variety of contemporary social and business problems. The author argues that the gains from technology in modern societies can be offset by high costs if the moral dimension is missing. Overall economic performance depends on transaction costs, and these mainly reflect the level of trust in the economy. The level of trust depends in turn on culture. An effective culture has a strong moral content. Morality can overcome problems that formal procedures - based on monitoring compicance with contracts - cannot. A strong culture therefore reduces transaction costs and enhances performance - the success of an economy depends on the quality of its culture.
TL;DR: The lack of appropriate research methods able to uncover such an elusi... as mentioned in this paper has been attributed to the fact that "There is a large interest in organization culture, yet only a few empirical studies address the topic".
Abstract: There is a large interest in organization culture, yet only a few empirical studies address the topic. This fact may be due to the lack of appropriate research methods able to uncover such an elusi...
TL;DR: A review of the book "Organizational Evolution: New Directions, edited by Jitendra V. Singh" is given in this article, where the authors present a review of their work.
Abstract: This article presents a review of the book “Organizational Evolution: New Directions,” edited by Jitendra V. Singh.
TL;DR: In this paper, the authors examined the impact of computer technology on the workforce and workplace and summarized research and examined in practice the implementation and adoption of new technology in companies, showing how a more participatory change strategy coupled with extensive user training and support contributed to success with technological change and alter perceptions of the company culture.
Abstract: This article examines the impact of computer technology on the workforce and workplace. It summarizes research and examines in practice the implementation and adoption of new technology in companies. Two cases are presented: a metal fabrication factory and a professional publishing company. Results of a pre-implementation survey given to personnel in the factory highlight how a top-down change strategy and worker's sense of mistrust and inequity, led to problems with the introduction of computerized machinery and control systems. Surveys taken one and three years after the introduction of word processing and data-based management tools in the publishing company, by comparison, show how a more participatory change strategy coupled with extensive user training and support, contribute to success with technological change and alter perceptions of the company culture.
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01 Jan 1991
TL;DR: In this article, the authors present a survey of the foundations of human differences in organizational life, including social cognition, conformity, obedience, and persuasiveness, as well as a discussion of the future of organizational leadership.
Abstract: DIMENSION I. WHY AND HOW WE WORK. Part A. Foundations of Human Differences. Part B. Strategies for Increasing Individual Performance in Organizational Settings. Part C. Satisfaction and Emotion in Organizational Life. DIMENSION II. THINKING AND MAKING DECISIONS. Part A. Foundations of Social Cognition. Part B. Perceiving Ourselves and the Work Situation. Part C. Making Rational and Irrational Decisions. Part D. Making Ethical and Unethical Decisions. DIMENSION III. INTERACTING WITH OTHERS: SOCIAL AND GROUP PROCESSES. Part A. Foundations of Conformity, Obedience, and Persuasion. Part B. Organizational Socialization and Commitment. Part C. Organizational Culture. Part D. Managing Person-Organizational Conflicts. Part E. Power, Influence, and Interpersonal Attraction. Part F. Group Processes. DIMENSION IV. FACING THE FUTURE: CREATIVITY, INNOVATION, AND ORGANIZATIONAL LEADERSHIP. Part A. Foundations of Creativity. Part B. Managing Creativity and Innovation in Organizations. Part C. Leadership and Change.
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01 Oct 1991
TL;DR: In this paper, a study of French management structures and practices is presented, which draws on research and first-hand interviews with French managers to provide an analysis of the nature of management in France, placing it in the social and cultural context of the country.
Abstract: This is a study of French management structures and practices which draws on research and first-hand interviews with French managers to provide an analysis of the nature of management in France, placing it in the social and cultural context of the country. The authors examine the position of the French cadre and his typical education and career development. The formal nature of work relations and the rituals obtaining in French business life are analyzed and set against the role of senior executives, their routes to top management positions and their influence on the company ethos. The book goes on to look at the corporate culture of four leading, but very different, French companies: Michelin, L'Air Liquide, L'Oreal and Carrefour. General management attitudes to labour relations are also covered. Finally, the authors provide an overview of the distinctive features of French management, future trends and perceptions of the changes that the single European market will bring.