Showing papers on "Organizational culture published in 1997"

Designing Professional Development for Teachers of Science and Mathematics

Abstract: Foreword by Dennis Sparks Acknowledgments About the Authors Introduction What Has Happened Since the First and Second Editions The Enduring Challenges of Professional Development Carrying on Susan Loucks-Horsley's Work Purpose of the Book Changes in the Third Edition The Audience for This Book Organization of the Book How to Use This Book Values Shared by the Authors 1. A Framework for Designing Professional Development Inputs Into the Design Process The Design and Implementation Process 2. Knowledge and Beliefs Supporting Effective Professional Development Learners and Learning Teachers and Teaching The Nature of Science and Mathematics Adult Learning and Professional Development The Change Process 3. Context Factors Influencing Professional Development Students and Their Learning Needs Teachers and Their Learning Needs Curriculum, Instruction, Assessment Practices, and the Learning Environment Organizational Culture and Professional Learning Communities Leadership National, State, and Local Policies Available Resources Families and Communities Resources for Investigating Context 4. Critical Issues to Consider in Designing Professional Development Building Capacity for Sustainability Making Time for Professional Development Developing Leadership Ensuring Equity Building a Professional Learning Culture Garnering Public Support Scaling Up 5. Strategies for Professional Learning Selecting Strategies for a Professional Development Structures A Repertoire of Stratgies for Professional Learning 6. The Design Framework in Action Tapping the Knowledge Bases, Framing Beliefs: "We Stood on the Shoulders of Giants" Knowledge and Beliefs About the Nature of Learning and Teaching Mathematics and Science Equity Matters: "All Humans Are Educable" Knowledge and Beliefs About Teachers Knowledge of Effective Professional Development Knowledge of the Change Process Reflect and Revise: Experience as a Source of Knowledge Making Compromises Context The Professional Development Design Process Design Framework in Action: Cases References Index

Transformational Leadership: Industrial, Military, and Educational Impact

Abstract: Commitment, Involvement, Loyalty and Performance Stress and Transactional/Transformational Leadership Contingencies of Transformational and Transactional Leadership Transformational and Transactional Organizational Culture Transformational and Transactional Leadership of Men and Women Implications of Transformational Leadership for Organziational Policies Development and Training in Transformational Leadership Prediction of Transformational and Transactional Leadership Rank, Status and Transformational/Transactional Leadership Empowerment and Laissez-Faire Leaderhip Substitutes for Transformational and Transactional Leadership.

Relations between organizational culture, identity and image

Abstract: Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge between the external position of the organization in its marketplace and other relevant environments, and internal meanings formed within the organizational culture. Offers an analytical framework using the concepts of organizational culture, identity and image and suggests implications, including the need for symbolic management in and of the organization and the need to combine knowledge from the disciplines of marketing and organization studies.

The Effect of National Culture, Organizational Complementarity, and Economic Motivation on Joint Venture Dissolution

Abstract: This study examined the effects of partner nationality, organizational dissimilarity, and economic motivation on the dissolution of joint ventures. Event-history analysis was used to test the hypot...

The Impact of Natural Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China

Abstract: This study assesses the impact of economic ideology and national culture on the individual work values of managers in the United States, Russia, Japan, and China. The convergence-divergence-crossvergence (CDC) framework was used as theoretical framework for the study, while the Schwartz Value Survey (SVS) was used to operationalize over investigation of managerial work values across these four countries. The findings largely support the crossvergence prospective, while also confirming the role of national culture. Implications from the findings are drawn for the convergence-divergence-crossvergence of values, as well as for the feasibility of multidomestic or global strategies for a corporate culture.

Managing Across Cultures

Abstract: PART ONE: THE MEANING OF CULTURE 1 The undertow of culture 2 Exploring culture 3 Interacting spheres of culture PART TWO: CULTURE AND MANAGEMENT PRACTICE 4 Culture and organization 5 Culture and strategy 6 Culture and human resource management PART THREE: MANAGING CULTURAL DIFFERENCES 7 The "international" manager 8 The "multicultural" team 9 The "global" organization 10 Citizens of the world: business ethics and social responsibility

Applicant personality, organizational culture, and organization attraction

Abstract: This study examined the dispositional basis of job seekers' organizational culture preferences and how these preferences interact with recruiting organizations' cultures in their relation to organization attraction. Data were collected from 182 business, engineering, and industrial relations students who were seeking positions at the time of the study. Results obtained from multiple sources suggested that the Big Five personality traits (neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness) generally were related to hypothesized dimensions of culture preferences. Results also suggested that both objective person-organization fit (congruence between applicant culture preferences and recruiting organization's reputed culture) and subjective fit (applicant's direct perception of fit) were related to organization attraction. Further, subjective fit mediated the relationship between objective fit and organization attraction.

Winning through innovation : a practical guide to leading organizational change and renewal

Abstract: Beyond the success syndrome evolutionary and revolutionary change building the foundation deading innovation and change diagnosing the roots of today's problem managing culture for competitive advantage shaping organizational culture ambidexterous organizations managing incremental and discontinuous innovation managing strategic change the leadership challenge.

Organizational Dress as a Symbol of Multilayered Social Identities

Abstract: Qualitative data collected in a rehabilitation unit of a large hospital reveal how organization members used dress to represent and negotiate a web of issues inherent to the hybrid identities of the unit and the nursing profession. As different issues were considered, dress took on various and often contradictory meanings. Thus, a seemingly simple symbol such as organizational dress is shown here to reveal the complex notion of social identity, which is argued to comprise multiple layers of meaning. We discuss the implications of this thesis for theory and research on organizational identity, organizational symbolism, organizational dress, and ambivalence.

Country institutional profiles: concept and measurement.

Abstract: The construct institutional profile is introduced as a means to conceptualize and measure country-level characteristics that affect organizations. A measurement instrument for institutional profile...

Influences of Organizational Culture and Climate on Individual Creativity.

Abstract: This paper provides a framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity. Although often treated interchangeably, culture and climate are distinct constructs operating at different levels of meaning; yet at the same time, they are closely interrelated. Culture is the beliefs and values held by management and communicated to employees through norms, stories, socialization processes, and observations of managerial responses to critical events. The beliefs and values that typify a culture for creativity become manifested in organizational structures, practices, and policies. In turn, these structures, practices, and policies guide and shape individual creativity by creating a climate that communicates both the organization's goals regarding creativity and the means to achieve those goals. The paper concludes with a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research.

Organizational Socialization in Higher Education

Abstract: A fact is like a sack which won't stand up when it is empty. In order that it may stand up, one has to put into it the reason and sentiment which have caused it to exist. Luigi Pirandello Six Characters in Search of an Author Socialization is a concept that is much discussed but frequently misunderstood. On the one hand, the research literature is replete with taken-for-granted definitions of socialization; on the other, institutional administrators often eschew discussions of socialization as a waste of time in comparison to their attempts to solve the myriad problems currently faced by colleges and universities. In this article I advance an alternative view of socialization and highlight the importance of utilizing this view for restructuring college and university life. More specifically, I take issue with many of the common assumptions we share about organizational socialization. In so doing, I suggest that socialization is of fundamental importance with regard to many of the most pressing issues that confront academic administrators and faculty. The national conversations that have begun, for example, about the nature of faculty roles in academic and public life inevitably relate to socialization and culture. In particular, I focus on socialization processes that involve tenure track faculty in four-year colleges and universities. This article is anchored in a two-year study of promotion and tenure based on interviews of over three hundred individuals - junior faculty, department chairs, tenure review committee chairs, and senior academic administrators. To be sure, the specific tenure processes vary dramatically from institution to institution; nevertheless, these processes are similar enough across institutional types to enable us to propose a schema for how we might think about organizational socialization and how we might develop policies that contribute to the successful socialization of faculty into the academy. As a beginning point, we need to consider the nature of the organizational culture in which individuals are socialized. Obviously, a culture whose values and goals are outdated or inconsistent with the world of the twenty-first century is not necessarily a culture for which we want to socialize new recruits. Accordingly, I first critique previous concepts of socialization as they relate to culture and then offer data that delineate an alternative way we might think about how faculty become socialized. I compare and contrast what I call "modern" and "postmodern" versions of culture and socialization and conclude with suggestions for improving the socialization practices of colleges and universities. Studying Socialization Background "Organizational researchers," writes John Van Maanen, "have over-studied relatively harsh and intensive socialization and understudied socialization of the more benign and supportive sort" (1984, p. 238). Dramatic, celebratory rituals, such as Founder's Day, or graduation, or initiation rites of fraternities, afford us one window of understanding how individuals change from one social status to another or how they become incorporated or invested in an institution or discipline. In this regard the organizational literature is full of examples, from army cadets who arise at dawn and conduct drills and marches that demonstrate loyalty to the academy and their unit to various social groups, such as university marching bands and college honor societies, where the members perform hazing rituals on recruits that bond individuals to the group. Admittedly, such highly visible events surely play some role in organizational socialization, and our concentration on such examples has been helpful in rethinking actual events. Hazing, for example, is no longer officially condoned on college campuses, because whatever bonding might have taken place was outweighed by the physical and emotional trauma that often occurred to recruits. However, when we concentrate on such dramatic actions, we overlook the more implicit and processual activities that circumscribe how individuals become socialized to an organization. …

The cultural crisis of the firm

Abstract: Acknowledgements. Part I. Competition, Time, and Space. 1. The End of an Industrial Era. 2. Competition, Time, and Space in Industrial Change. 3. The New Competition and the Recalibration of Time and Space. 4. The Sources of Industrial Rigidity. Part II. Corporate Culture, Strategy, and Change. 5. Corporate Culture and Strategy. 6. Culture, Identity, and Corporate Transformations: case Studies. Part III. The Cultural Crisis of the Firm. The Cultural Crisis of the Firm. Bibliography. Index

`Family Friendly' Employment Policies: A Route to Changing Organizational Culture or Playing About at the Margins?

Abstract: Formal ‘family friendly’ policies, including flexible or reduced hours of work and periods of leave, designed to help employees to balance work and family demands have the potential to challenge traditional models of work and organizational values. However, while these policies can reduce stress for individual employees, it is argued that there is less evidence of widespread organizational culture change. This paper draws on case studies of organizations at various stages of developing ‘family friendly’ policies to identify two barriers to fundamental shifts in organizational culture; low sense of entitlement to consideration of family needs, and organizational discourses of time as representing productivity, commitment and value. Some conditions under which broader culture change may be achieved are explored.

An Employee Survey Measuring Total Quality Management Practices and Culture: Development and Validation

Abstract: This article presents a survey instrument designed to measure total quality management (TQM) and supporting organizational culture. In this study, 13 a priori dimensions of TQM and 10 a priori dime...

Islamic revival in Asia and human resource management

Abstract: Discusses some of the implications of Islamic values for management of the workforce in organizations in Muslim countries in the light of the rise of Islamist movements in many of these countries. Discussion is placed within the context of the debate about the influences of national culture on organizations in general and employee‐management relationships in particular. Argues that there are differing manifestations of Islamic values in the countries concerned, which could lead to differing implications for human resource management (HRM). Highlights difficulties in trying to isolate the influences of Islam on organizations from those of other institutions, such as the economy, politics and business imperatives. As a result, and also given the limited available comparative studies into the issue, it would be unwise to suggest an Islamic HRM model. However, Islam, as an all‐encompassing religion, is bound to have implications for certain aspects of organizations, especially in those countries which are organized and run in accordance with an Islamic ideal. Attempts to explore, therefore, the likely relationship between Islamic values and certain HRM features in Muslim countries.

Introduction to Management

Abstract: Part One Management 1 The Management Process 2 History of Management Thought 3 Ethical Behavior and Social Responsibility Part Two Environment 4 External Environment and Organizational Culture 5 International Management 6 Entrepreneurship and Small Business Management Part Three Planning and Controlling 7 The Decision-Making Process 8 Fundamentals of Planning 9 Fundamentals of Control 10 The Strategic Management Process Part Four Organizing 11 Fundamentals of Organizing 12 Organizational Change and Development 13 Human Resource Management Part Five Leading 14 Essentials of Leadership 15 Foundations of Individual Behavior 16 Motivation Th eory and Practice 17 Teams and Teamwork 18 Communication, Conflict and Negotiation Management Cases for Critical Thinking Chapter Cases Self-Test Answers Glossary Endnotes Organizational Index Name Index Subject Index

Information and Organization: A New Perspective on the Theory of the Firm

Abstract: From the Publisher: This book offers a vision of the economy as a system of structured information flow. The structuring is effected by institutions, and in particular by firms, which specialize in processing the information needed to allocate resources properly. Firms are the institutional embodiment of the visions of individual entrepreneurs who believe that they have found a better way of allocating resources. This vision has evolved over the last fifteen years, during which the author has researched a variety of topics connected with the theory of the firm - entrepreneurship, business culture, multinational enterprise, joint ventures and the like. In each of these areas he has identified the ways in which the orthodox theory of the firm needs to be modified in order to make it work properly. This book represents a major intellectual synthesis of that work.

Reinforcing ethical decision making through corporate culture

Abstract: Behaving ethically depends on the ability to recognize that ethical issues exist, to see from an ethical point of view This ability to see and respond ethically may be related more to attributes of corporate culture than to attributes of individual employees Efforts to increase ethical standards and decrease pressure to behave unethically should therefore concentrate on the organization and its culture The purpose of this paper is to discuss how total quality (TQ) techniques can facilitate the development of a cooperative corporate culture that promotes and encourages ethical behavior throughout an organization

Guanxi and professional leadership in contemporary Sino-American joint ventures in mainland China

Abstract: In Sino-American joint ventures in mainland China, cross-cultural differences regarding the relational components can produce misunderstanding and conflict. The Chinese relational system called Guanxi can render Western leadership relations such as articulated in Leader-member Exchange Theory (LMX), compromised. We examine the roles of a post modern organization career-based leadership relationship (LMX) and the Confucianism supported feudal/family-based relationship (guanxi) in building successful organizational cultures in contemporary mainland China. We discuss the weakening of traditional guanxi by the events of the last fifty years. Recommendations for synthesizing the two different relational components into a third culture are offered and discussed.

Looking ahead: implications of the present.

Abstract: On its seventy-fifth anniversary, HBR asked five of the business world's most insightful thinkers to comment on the challenges taking shape for executives as they move into the next century. In "The Future That Has Already Happened," Peter Drucker examines the effects of the increasing underpopulation of the world's developed countries. With growing imbalances in labor resources worldwide, he writes, executives in the developed countries will need to improve the productivity of knowledge and of knowledge workers to maintain a competitive advantage. Esther Dyson's article "Mirror, Mirror on the Wall" reveals the mind shift executives will need to make in a networked world, where companies will be known for what they do rather than for what they say. Executives will have to respond openly and intelligently to feedback about their organizations. The old language of property and ownership no longer serves executives, writes Charles Handy in "The Citizen Corporation." The corporation should be thought of no longer as property but as a community, where members are regarded as citizens. Technology has given executives more information than today's machines can help them understand, explains Paul Saffo in "Are You Machine Wise?" Machine-wise executives will know when to turn their computers off and take their own counsel, he writes. Peter Senge's article "Communities of Leaders and Learners" urges executives to reject the myth of leaders as isolated heroes and instead to build a community of leaders. Sustained institutional learning, he writes, requires organizations to reintegrate their typically fragmented learning processes.

Making strategy: learning by doing.

Abstract: Companies find it difficult to change strategy for many reasons, but one stands out: strategic thinking is not a core managerial competence at most companies. Executives hone their capabilities by tackling problems over and over again. Changing strategy, however, is not usually a task that they face repeatedly. Once companies have found a strategy that works, they want to use it, not change it. Consequently, most managers do not develop a competence in strategic thinking. This Manager's Tool Kit presents a three-stage method executives can use to conceive and implement a creative and coherent strategy themselves. The first stage is to identify and map the driving forces that the company needs to address. The process of mapping provides strategy-making teams with visual representations of team members' assumptions, those pictures, in turn, enable managers to achieve consensus in determining the driving forces. Once a senior management team has formulated a new strategy, it must align the strategy with the company's resource-allocation process to make implementation possible. Senior management teams can translate their strategy into action by using aggregate project planning. And management teams that link strategy and innovation through that planning process will develop a competence in implementing strategic change. The author guides the reader through the three stages of strategy making by examining the case of a manufacturing company that was losing ground to competitors. After mapping the driving forces, the company's senior managers were able to devise a new strategy that allowed the business to maintain a competitive advantage in its industry.

Influences of Organizational Culture on Learning in Public Agencies

Abstract: This article examines an underappreciated influence on organizational learning: the culture of the organization. Because organization culture informs the sense making and interpretation of the kinds of ambiguities seen in puzzling data, problematic situations, uncertain program technologies, and obscure links between problems and solutions, it may be useful to consider some particular ways that culture guides learning. Culture provides a reservoir of organizational meanings against which

Understanding corporate identity: the French school of thought

Abstract: Since the 1970s, French researchers have elaborated a theoretical framework built around the concept of organizational identity. This theoretical framework integrates concepts from several research disciplines, including sociology, psychology, psychoanalysis, and history. Although this approach focuses primarily on improving the understanding of the internal functioning of organizations, the approach also helps marketing professionals who are responsible for managing organizational image and organizational communications. The diagnosis of an organization's identity permits marketing executives to interpret the symbolic products produced by the organization, even though these symbolic products may not have been designed in a rational or deliberate manner. Reviews the principal concepts and methods elaborated over the last 20 years by researchers working in this perspective, emphasizing the importance of these ideas for marketing specialists. Describes recent developments in identity theory based on the sociological theory developed by Pierre Bourdieu. Presents an original diagnostic methodology ‐ socioanalysis.

Assessing Product-Market Diversification of U.S. Firms

Abstract: Introduction International joint ventures (IJVs) are a rapidly increasing phenomenon as a way for companies to exert strategic capabilities (Harrigan 1986; Hergert/Morris 1988; Killing 1983; Lewis 1990; Lynch 1993). However, success has not come easily to this hybrid form of firm, and failure rates have been high (Collins/Doorley 1991). In many instances problems in the IJVs have resulted from people related rather than technology related issues, and have included partner perceptions of unequal costs and benefits, conflicts over decision-making and concerns resulting from inadequate information sharing (Cascio/Serapio 1991; Dymsza 1988; Killing 1983; Pucik 1988; Teagarden/Von Glinow 1989). Complexity is added when the partners are from diverse cultural backgrounds and when one is more powerful than the other (Lei/Slocum 1991; Yah/Gray 1994). Joint ventures between Western partners and local partners in the context of Central East Europe present numerous opportunities as well as challenges (Cyr/Schneider 1996). Since 1990, Western companies have flooded into the previously Communist areas of Central East Europe to establish factories, gain the advantage of skilled local labour at more reasonable rates than in the West, and to have better access to the huge and largely untapped markets further to the East. Alternately, local managers and other workers in Central East Europe generally welcome foreign investment. With the influx of foreigners comes opportunities to rejuvenate older physical plants and acquire new technology. When done with long-term commitment from foreign investors, locals look forward to increased job creation, and a better place in the union of new Europe. With the economic transformation of Central East Europe as a backdrop, this paper is focused on how international joint ventures operate in Poland, Hungary, and the Czech Republic. More specifically, the emphasis is on how power and control are shared between the Western partner and the local partner and how this has implications for firm performance. Further, effectiveness of communication between the partners, and the extent opportunities for learning occurred through training were related to whether locals were able to share responsibility in the venture (Cyr 1995; Cyr/Schneider 1996), will be elaborated. The degree to which the corporate culture in the venture supported local needs and conditions was an important element, and enabled locals to gain confidence to operate in new ways which also ultimately led to both locals and foreigners having positive perceptions about each other's role in the joint venture. Theoretical Background The complexity of joint ventures in the Central East European context merits a multidimensional lens for the purpose of observation. Of critical importance is the understanding of the processes which operate between the partner groups at the interface of the venture. As already mentioned, the issue of control is relevant to an understanding of how tasks are managed in the IJV, and depending on how power and information are shared influences partner's perceptions of each other, as well as mutual levels of satisfaction for working in the venture. Finally, how organizational learning occurs in conjunction with human resource management (HRM) practices in countries such as Poland, Hungary, and the Czech Republic merits attention as background to this investigation. Each of these topics is reviewed in the following sections. The Role of Process in International Joint Ventures From a process perspective, in IJVs as in other forms of companies, it is imperative to understand how common understandings are developed among diverse groups. This includes an emphasis on both formal and informal processes for how new corporate "sensemaking" is created. Although the role of process has largely been ignored in joint ventures, in recent years communication, establishing congruency of expectations as part of a "psychological contract" between the partners, and the establishment of mutual commitments has received attention (Ring/Van de Ven 1994; Borys/Jemison 1989). …