Showing papers on "Organizational culture published in 1994"
TL;DR: The formation of organizations that are international from inception is an increasingly important phenomenon that is incongruent with traditionally expected characteristics of multinational enterprises as mentioned in this paper, and a framework is presented that explains the phenomenon by integrating international business, entrepreneurship, and strategic management theory that describes four necessary and sufficient elements for the existence of international new ventures.
Abstract: The formation of organizations that are international from inception—international new ventures—is an increasingly important phenomenon that is incongruent with traditionally expected characteristics of multinational enterprises A framework is presented that explains the phenomenon by integrating international business, entrepreneurship, and strategic management theory That framework describes four necessary and sufficient elements for the existence of international new ventures: (1) organizational formation through internalization of some transactions, (2) strong reliance on alternative governance structures to access resources, (3) establishment of foreign location advantages, and (4) control over unique resources
3,469 citations
TL;DR: In this article, the authors define nine types of organizational cultures in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving and use the Organizational Description Questionnaire (ODQ) to describe their cultures.
Abstract: Nine types of organizational cultures are defined in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving. The Organizational Description Questionnaire (ODQ) is used by members of the organizations to describe their cultures. The nine types of organizations include the high-contrast culture with both strong transformational and transactional qualities to the "garbage can" which lacks either kind of leadership of consequence. A majority of organizations are somewhere inbetween either loosely guided, coasting, or contractual.
1,577 citations
TL;DR: A survey of 317 clerical workers demonstrated that employees differed in what they defined as in-role and extra-role behavior, that these differences were related to commitment and social cues.
Abstract: A survey of 317 clerical workers demonstrated that employees differed in what they defined as in-role and extra-role behavior, that these differences were related to commitment and social cues, and...
1,209 citations
964 citations
TL;DR: In this paper, the authors define leadership and then answer nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them).
Abstract: Although psychologists know a great deal about leadership, persons who make decisions about real leaders seem largely to ignore their accumulated wisdom. In an effort to make past research more accessible, interpretable, and relevant to decision makers, this article defines leadership and then answers nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them.
909 citations
TL;DR: This paper investigated the relationship between two industry characteristics, technology and growth, and organizational culture by comparing the cultures of organizations within and across industries, and found that stable organizational culture dimensions existed and varied more across industries than within them.
Abstract: This study investigated the relationship between two industry characteristics, technology and growth, and organizational culture. We examined this relationship by comparing the cultures of organizations within and across industries. Using 15 firms representing four industries in the service sector, we found that stable organizational culture dimensions existed and varied more across industries than within them. Specific cultural values were associated with levels of industry technology and growth. One implication of this finding is that the use of organizational culture as a competitive advantage may be more constrained than researchers and practitioners have suggested.
832 citations
TL;DR: In this article, the authors identify six dimensions of organizational cultures across 20 organizational units in Denmark and the Netherlands, and make a number of suggestions for the management of these six dimensions.
780 citations
TL;DR: In this article, the authors describe the spread of participatory rural appraisal (PRA) as an emerging family of approaches and methods has been lateral, South-South, through experiential learning and changes in behavior, with different local applications.
776 citations
TL;DR: In this paper, the authors propose that organizational culture's influence on individual sensemaking is revealed in the operation of a patterned system of organization-specific schemas, referred to as cognitive structures in which an individual's knowledge is retained and organized.
Abstract: Organizational culture encompasses both individual and group-level phenomena. However, to date, the individual-level dynamics of organizational culture have remained relatively neglected. This paper addresses this neglect by focusing on culture's manifestation in individuals' sensemaking structures and processes. Building off the social cognition literature, I propose that organizational culture's influence on individual sensemaking is revealed in the operation of a patterned system of organization-specific schemas. Schemas refer to the cognitive structures in which an individual's knowledge is retained and organized. In addition to being knowledge repositories, schemas also direct information acquisition and processing. They guide answering the questions central to sensemaking efforts: “What or who is it?,” “What are its implications; what does it mean?,” and “How should I respond?” After a brief review of schema theory, the categories of schema knowledge relevant to understanding sensemaking in organiza...
445 citations
Book•
01 Mar 1994
TL;DR: In this article, the authors propose a framework for thinking about cultural change, including the aggressive approach, conciliative approach, corrosive approach, and indoctrinative approach.
Abstract: Frameworks for thinking about cultural change - Turtles all the way down Thinking culturally Strategies for cultural development Strategies for cultural transformation Tales from the rails: the APT fiasco The Castalian culture Towards an integrated strategy for cultural change Implementing cultural change - The aggressive approach The conciliative approach The corrosive approach The indoctrinative approach Evaluating different approaches to cultural change Designing an effective approach to cultural change Leading cultural change References Index.
390 citations
TL;DR: In this article, the ambiguity of gender symbols enables us to use indirect speech and discoursively to change gender relationships in organizations, without second-sexing the female in the process.
Abstract: We “do gender” while we are at work, while we produce an organizational culture and its rules governing what is fair in the relationship between the sexes. The inner ambiguity of gender construction is expressed in the dilemma: how can we do gender without second-sexing the female? The management of cross-gendered situations (dual presence) is based on a two-stage ritual involving the ceremonial work of paying homage to the symbolic order of gender (a deep trans-psychic structure) and the remedial work of repairing the inequality inherent in gender difference. Studying the ambiguity of gender symbols enables us to use indirect speech and discoursively to change gender relationships in organizations.
TL;DR: In this article, a new conceptual framework for understanding professional culture in organizational context is proposed, and the interrelationship between four different types of professional subculture and organizational culture is illustrated in a case-study analysis of an Australian home care service.
Abstract: This paper formulates a new conceptual framework for understanding profes sional culture in organizational context. Our analysis begins with an attempt to identify the complex interplay between individual sense-making, group beliefs and culture. The process of professionalization and the development of profes sional cultures is described and the influence of professional belief systems on organizational culture is examined. The inter-relationship between four different types of professional subculture and organizational culture is illustrated in a case- study analysis of an Australian home-care service. The stability of an organiza tion's operating environment is identified as a major factor which facilitates and constrains the propensity for professional subcultures to radically transform or incrementally refine dominant organizational cultures. The paper concludes with a critical reappraisal of the significance of professional subculture as a determin ant of an organization's cultural system.
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11 Oct 1994
TL;DR: The role of language in intercultural business communication is discussed in this paper, where the influence of business structures and corporate culture on Intercultural Business Communication is discussed as well as legal and governmental considerations in Intercultural Negotiation.
Abstract: 1.Culture and Communication 2.The Role of Language in Intercultural Business Communication 3.Getting to Know Another Culture 4.Self and Groups in Business Cultures 5.Organizing Messages to Other Cultures 6.Nonverbal Language in Intercultural Communication 7.Cultural Rules for Establishing Relationships 8.Information, Decisions, and Solutions 9.Intercultural Negotiation 10.Legal and Governmental Considerations in Intercultural Business Communication 11.The Influence of Business Structures and Corporate Culture on Intercultural Business Communication 12.Intercultural Dynamics in the International Company Appendix: Case 1: What Else Can Go Wrong? Case 2: Hana: A Joint Venture between Health Snacks and Toka Foods
TL;DR: In this article, the authors explored merger integration processes in the international context and the way in which the merged companies cope with difficulties emanating from firm-specific and nation-specific differences.
Abstract: This article explores merger integration processes in the international context and the way in which the merged companies cope with difficulties emanating from firm-specific and nation-specific differences. The first part of the article discusses the consolidation process in general. Four factors are identified that define the significance of this process: (1) the degree of compatibility of adminis trative practices, management styles, organizational structures or organizational cultures; (2) the kind and degree of post-merger consolidation; (3) the extent to which parties value and want to retain their organizational integrity; (4) the nature of the relationship between the two organizations.In order to create a viable new organization it is argued that leadership, the symbolic reconstruction of a new identity, superordinate goals, and introducing multigroup memberships may reinforce integration.To illustrate the discussion, three case studies of large Dutch-German mergers are examined in the second part...
Book•
01 Jan 1994
TL;DR: In this paper, the authors discuss the need for people-centered managers and workplaces Ethics Learning Module: Fines and Jail Time Await Unethical Contractors and U.S. Officials.
Abstract: Part One: Managing People in a Global Economy Chapter One: Needed: People-Centered Managers and Workplaces Ethics Learning Module: Fines and Jail Time Await Unethical Contractors and U.S. Officials Chapter Two: Organizational Culture, Socialization, and Mentoring Chapter Three: Developing Global Managers Part Two: Managing Individuals Chapter Four: Understanding Social Perception and Managing Diversity Chapter Five: Appreciating Individual Differences: Self-Concept, Personality, Attitudes, and Emotions Chapter Six: Motivation I: Needs, Job Design, and Satisfaction Chapter Seven: Motivation II: Equity, Expectancy, and Goal Setting Chapter Eight: Improving Performance with Feedback, Rewards, and Positive Reinforcement Part Three: Making Decisions and Managing Social Processes Chapter Nine: Effective Groups and Teamwork Chapter Ten: Making Decisions Chapter Eleven: Managing Conflict and Negotiating Part Four: Managing Organizational Processes Chapter Twelve: Communicating in the Digital Age Chapter Thirteen: Influence, Power, and Politics: An Organizational Survival Kit Chapter Fourteen: Leadership Fourteenrt Five: Managing Evolving Organizations Chapter Fifteen: Designing Effective Organizations Chapter Sixteen: Managing Change and Organizational Learning
Book•
01 Oct 1994
TL;DR: Theories of managing people: as mentioned in this paper Theories of Managing People: Understanding yourself and other people at work, understanding the difference between self-interest and others at work.
Abstract: I. UNDERSTANDING YOURSELF AND OTHER PEOPLE AT WORK. 1. The Psychological Contract and Organizational Socialization. 2. Theories of Managing People. 3. Individual and Organizational Learning. 4. Individual Motivation and Organizational Behavior. 5. Values and Ethics. 6. Personal Growth, Career Development, and Work Stress. II. CREATING EFFECTIVE WORK GROUPS. 7. Interpersonal Communication. 8. Interpersonal Perception and Attribution. 9. Group Dynamics and Self-Managed Work Teams. 10. Managerial Problem Solving. 11. Intergroup Conflict and Negotiation. 12. Managing Diversity. 13. Leadership. III. LEADERSHIP AND MANAGEMENT. 14. Leadership and Organizational Culture. 15. Leadership and Decision Making. 16. Leadership: The Effective Exercise of Power and Influence. 17. Empowerment and Coaching. 18. Performance Appraisal. IV. MANAGING EFFECTIVE ORGANIZATIONS. 19. Organizational Analysis: The Organization as an Open System. 20. Organization Design. 21. Job Design and Job Involvement. 22. Managing Change.
Book•
01 Jan 1994
TL;DR: The need for a paradigm shift: global competitiveness and change TQM and the foundation of the emerging paradigm organizational culture and the paradigm shift management role resonsibilities is discussed in this article.
Abstract: Part 1 The need for a paradigm shift: global competitiveness and change TQM and the foundation of the emerging paradigm organizational culture and the paradigm shift management role resonsibilities. Part 2 The core concepts of the emerging paradigm: concepts for customer value strategic managmeent and the emerging paradigm measurement of customer value organizing to improve systems variation I - interpreting its meaning variation II - understanding causes. Part 3 Making the paradigm shift: strategic linkage of operations through employee involvement culture change and organizational learning.
Book•
22 Jun 1994
TL;DR: A Harmonious Culture, the Foundation of Leadership Where Have All the Unified Cultures Gone? Cultural Leadership The idea of culture Defining Culture Leadership, a Cultural Change Technology Shaping Organizational Culture Shaping Culture Components of Culture The Leadership of Trust Leadership and Trust Definition and Importance of Trust The Process of Developing Trust Constraints on Trust Behavior Culture Leadership Shared Governance Shared Visioning Operational Aspects of a Trust-Culture Leadership and Multiculturalism Leading for Cultural Unity, Not Diversity Integrating Quality Barriers to Shaping Trust Cultures Bibliography Index as mentioned in this paper
Abstract: Preface Acknowledgments Introduction A Harmonious Culture, the Foundation of Leadership Where Have All the Unified Cultures Gone? Cultural Leadership The Idea of Culture Defining Culture Leadership, A Cultural Change Technology Shaping Organizational Culture Shaping Culture Components of Culture The Leadership of Trust Leadership and Trust Definition and Importance of Trust The Process of Developing Trust Constraints on Trust Behavior Culture Leadership Shared Governance Shared Visioning Operational Aspects of a Trust-Culture Leadership and Multiculturalism Leading for Cultural Unity, Not Diversity Integrating Quality Barriers to Shaping Trust Cultures Bibliography Index
Book•
01 Apr 1994
TL;DR: In this paper, the authors discuss Human Resource Management and Corporate Culture: Recruitment, Selection, and Assessment, Training Managers to Attain Strategic Goals, and Building a Learning Organization: A challenge to HR.
Abstract: Introduction Human Resource Management: A leading Force or a Palliative? 1. Human Resource Management and Corporate Culture. 2. Recruitment, Selection, and Assessment. 3. Training Managers to Attain Strategic Goals. 4. How HRM Can Facilitate the Problem--Solving Power of Teams. 5. Building a Learning Organization: A challenge to HR. 6. Leadership Development Across Cultures. 7. From Personal Diagnoses to Web--Based Assessments. 8. Steps Towards Resolving Dilemmas. 9. Creating an Assessment Center. 10. Varieties of Culture Shock. Endnotes. Appendices. Bibliography. Index.
TL;DR: In this paper, the existence of industry cultures is explored and broad-based assumption sets comprising the cultural knowledge widely shared among organizational participants within two industries (fine arts museums and California wineries) are surfaced and compared.
Abstract: Cultures are dynamic, shared mindsets that, in organizational settings, are usually believed to be nationally or organizationally based. In this paper, the existence of industry cultures is explored. Previous studies of industry-based cognitive constructs have narrowly focused on top managers' mental models for strategic decision making. Here, broad-based assumption sets comprising the cultural knowledge widely shared among organizational participants within two industries (fine arts museums and California wineries) are surfaced and compared. A cognitive definition of culture and a modified ethnographic methodology frame the inquiry. The research process balances the requirements of the inductive method with the logistics of doing research in settings as broad in scope as “industry” and into issues as amorphous as “culture in modern organizations.” This process involves the selection and in-depth interviewing of 96 informants in 12 organizations, representing a cross-section of members of these two indust...
TL;DR: In this article, the authors propose the use of cultural analysis to understand the organizational consequences of information technology, which can help preserve institutionalized practices in an organization, and it can operate as a catalyst for change.
TL;DR: In this article, the authors present information from six organizations collected as part of a larger study on employee involvement in Britain and find that employee attitudes to El are dependent upon the prior experiences which employees have of El and work in general, management's approaches to employee relations, and the recent and projected corporate performance of the organization.
Abstract: It is now generally agreed that there has been a growth in the extensiveness of employee involvement (El) in Britain in recent years. However, the value of this information is limited because many of the studies rely heavily on management viewpoints about the impact of El. Even when surveys of employee opinion are undertaken, however, the results are typically abstracted from the organizational context in which they are located. In this article, we present information from six organizations collected as part of a larger study on El in Britain. This illustrates that employee attitudes to El are dependent, inter alia, upon the prior experiences which employees have of El and work in general, management's approaches to employee relations, and the recent and projected corporate performance of the organization. This leads us to suggest that El is as much affected by the prevailing organizational culture and environment as it is a source of change. The authors call for more research studies of this kind to be u...
TL;DR: Discusses a recently completed research project on women in construction management occupations and presents the problem of the under‐representation of women in the construction industry with statistical evidence.
Abstract: Discusses a recently completed research project on women in construction
management occupations. Focuses on the issues generated by the research
and main conclusions. The methodology is briefly discussed and the
sequence of the investigation outlined. Presents the problem of the
under‐representation of women in the construction industry with
statistical evidence. Issues raised include the image of the
construction industry, knowledge as a determinant of career choice and
organizational culture. States conclusions and implications for
practice.
TL;DR: In this article, the authors present a theoretical and empirical examination of the effects of culture on communication and information in organizations and demonstrate the importance and utility of organizational culture for scholars and practitioners in the field of information studies.
Abstract: The aim of this article is to demonstrate the importance and utility of the notion of organizational culture for scholars and practitioners in the field of information studies. It presents a theoretical and empirical examination of the effects of culture on communication and information in organizations. First, the concepts of organizational culture, information and communication are briefly explored. Then a case study of the effects of organizational culture on communication and information is presented. In particular, we make a detailed examination of how attitudes to communication and information that had their roots in a dominant organizational culture were a strong influence on the demise of the company (which was ultimately acquired by a stronger firm).
TL;DR: In this article, recent hires in 12 electronics manufacturing firms were asked to relate their experiences of formative events and the messages derived from them and found that the critical incidents impact beliefs regarding cultural norms through their effect on the frame of the message newcomers derive from the events.
Abstract: Recent hires (n = 149) in 12 electronics manufacturing firms were asked to relate their experiences of formative events and the messages derived from them. Newcomers also described the behavioral norms characterizing their organization, one facet of its culture. Critical incidents newcomers reported were significantly related to their perceptions of behavioral norms. The messages newcomers interpreted from these incidents were coded in terms of positive or negative frame (emphasizing desirable or undesirable outcomes). Positively framed events were related to experiencing the organization's culture as team-oriented. Negatively framed events were related to describing the culture as more control-oriented. Analyses indicate that the critical incidents impact beliefs regarding cultural norms through their effect on the frame of the message newcomers derive from the events. Moreover, team norms were negatively related to role conflict and positively related to role clarity. Findings are interpreted with respe...
TL;DR: In this paper, the authors apply psychological game theory to study the maintenance of social order in principal-supervisor-agent relationships and demonstrate how expectations concerning the likelihood of corrupt behavior affect the behavior of corrupt individuals.
Abstract: This article applies psychological game theory to study the maintenance of social order. It models the control of corruption in principal-supervisor-agent relationships. The models possess multiple equilibria, which correspond to certain social norms and organizational cultures or their absence. The models demonstrate how expectations concerning the likelihood of corrupt behavior
TL;DR: The authors reviewed the emerging pitfalls of new corporate diversity programs and examined three pioneering corporate programs closely, and a discussion of the purpose, the process, and the impact of these programs is offered.
Abstract: Against a backdrop of philosophical and political debate, this article reviews the emerging pitfalls of new corporate diversity programs. Three pioneering corporate programs are examined closely, and a discussion of the purpose, the process, and the impact of these programs is offered. Original survey data reported here suggest that exposure to diversity issues affects workplace attitudes. Lessons are drawn that address the role of top leadership, participant mix, instructor quality, and corporate culture.
TL;DR: In this article, the authors explore three historical discourses, pre-modernism, modernism and postmodernism to reveal the pedagogy and resistances in learning organizations.
Abstract: All organizations are learning organizations. Some are learning sites for a more exploitive capitalist pedagogy. The purpose of this paper is to explore three historical discourses, pre-modernism, modernism and postmodernism, to reveal the pedagogy and resistances in learning organizations. Its contribution is to theorize organizations as a struggle of fragmented, polyvocal (having multiple voices), polysemous (having multiple meanings) and polydiscursive learning struggles. In organizational learning and in the modern-versus-postmodern debate, pre-modern management issues get less theoretical attention than they deserve. To this day, universities, judiciaries and corporate boardrooms sustain many pre-modern traditions of social welfare, apprenticeship and collective governance. Organizations are also sites for the struggle of modernist and postmodernist organizational learning. Tamara, a play with wandering and fragmented audiences chasing wandering storytellers, is presented as a multi-discursive metaph...
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01 Jan 1994
TL;DR: A history of organizational development can be found in this paper, where a history of organization development general strategies for effecting change in human systems toward third-wave managing and consulting organization development and transformation estimating the success of OD applications.
Abstract: Part 1 Mapping the territory: what is organizational development? a history of organization development general strategies for effecting change in human systems toward third-wave managing and consulting organization development and transformation estimating the success of OD applications. Part 2 Foundations of organization development and transformation: the field approach - culture and group life as quasi two-person disputes, intervention theory and method inter-group problems in organizations organizational culture sociotechnical system principles and guidelines - past and present. Part 3 Fundamental interventions: methods for finding out what's going on operation KPE - developing a new organization planning procedures/managing interfaces/charting responsibility when power conflicts trigger team spirit strategies for improving headquarters-field relations the confrontation meeting collateral organization - a new change strategy survey-guided development - using human resources managment in organizational change. Part 4 Cutting edge change strategies: successful self-directed teams and planned change - a lot in common survey guided appreciative inquiry - a case study inventing the future - search strategies for whole systems improvement meeting the global competitive challenge -building systems that learn on a large scale centres of excellence - empowering people to manage change building a learning organization teaching smart people how to learn. Part 5 Implementation guidelines and issues: the experience and evolution of trust - implications for cooperation and teamwork creating readiness for organizational change defining a political model of organizations functional roles of group members choosing the depth of organizational intervention rules of thumb for change agents facilitating transformational change. Part 6 Examples and special situations: creating successful organization change the employee-customer-profit chain at Sears creating excellence out of crisis - organizational transformation at the Chicago Tribune organization development in the entrepreneurial firm are organizational development interventions appropriate in turnaround situations?. Part 7 Challenges and opportunities for the future: empowerment - the emperor's new clothes ethics and organizational change re-engineering the mature organization managing discontinuities - the emerging challenges seven practices of successful organizations from team building to community building the new agenda for organization development.