Showing papers on "Organizational culture published in 2003"

Building organisational culture that stimulates creativity and innovation

Abstract: The purpose of this article is to present, by means of a model, the determinants of organisational culture which influence creativity and innovation. A literature study showed that a model, based on the open systems theory and the work of Schein, can offer a holistic approach in describing organisational culture. The relationship between creativity, innovation and culture is discussed in this context. Against the background of this model, the determinants of organisational culture were identified. The determinants are strategy, structure, support mechanisms, behaviour that encourages innovation, and open communication. The influence of each determinant on creativity and innovation is discussed. Values, norms and beliefs that play a role in creativity and innovation can either support or inhibit creativity and innovation depending on how they influence individual and group behaviour. This is also explained in the article.

Managing managerial identities: Organizational fragmentation, discourse and identity struggle

Abstract: This is a case study of managerial identity work, based on an in-depth case of a senior manager and the organizational context in which she works. The article addresses the interplay between organizational discourses, role expectations, narrative self-identity and identity work. Identity is conceptualized in processual terms as identity work and struggle. The article illuminates fragmentation as well as integration in the interplay between organizational discourses and identity. It aims to contribute to a processual oriented identity theory and to the methodology of identity studies through showing the advantage of a multi-level intensive study.

Relationships between psychological climate perceptions and work outcomes: a meta-analytic review

Abstract: Summary In this study, meta-analytic procedures were used to examine the relationships between individual-level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well-being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta-analytic findings indicate that psychological climate, operationalized as individuals’ perceptions of their work environment, does have significant relationships with individuals’ work attitudes, motivation, and performance. Structural equation modeling analyses of the meta-analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees’ work attitudes. We also found that the James and James (1989) PCg model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual-level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright # 2003 John Wiley & Sons, Ltd.

Safety culture assessment: a tool for improving patient safety in healthcare organizations

Abstract: Increasingly, healthcare organizations are becoming aware of the importance of transforming organizational culture in order to improve patient safety. Growing interest in safety culture has been accompanied by the need for assessment tools focused on the cultural aspects of patient safety improvement efforts. This paper discusses the use of safety culture assessment as a tool for improving patient safety. It describes the characteristics of culture assessment tools presently available and discusses their current and potential uses, including brief examples from healthcare organizations that have undertaken such assessments. The paper also highlights critical processes that healthcare organizations need to consider when deciding to use these tools.

Bringing the corporation into corporate branding

Abstract: This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image The model suggests an approach to corporate branding that is organisationally integrated and cross‐functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding

Home country environments, corporate diversification strategies, and firm performance

Abstract: This study reexamines the relationships between corporate diversification strategies and firm performance and suggests that these relationships are related to home country environments. We examined...

Organizational Culture and Climate

Abstract: Our focus is on organizational culture and climate and the role that these constructs play in understanding individual as well as collective attitudes, behavior, and performance. We begin with the assumption that both constructs rest upon the notion of shared meanings or a shared understanding of aspects of the organizational context. Climate is defined as a perceptually based description of the what the organization is like in terms of practices, policies, procedures, and routines while culture helps define the underlying reasons and mechanisms for why these things occur in an organization based on fundamental ideologies, assumptions, values, and artifacts. The first half of the chapter provides a comprehensive review of the culture and climate literatures. The second half is framed around a multilevel model that integrates culture and climate through the linking mechanism of organizational structure, practices, and policies. This discussion elucidates a set of mechanisms that foster the emergence of organizational culture and climate and highlights the impact of weak emergent processes on individual and organizational outcomes. We then discuss the topic of culture and climate change and conclude by reviewing directions for future research. Keywords: emergent processes; levels of analysis; organizational climate; organizational culture; shared perceptions

Handbook of work and health psychology

Abstract: PART 1: INTRODUCTION: Work and Health Psychology: A Description of the Field and its Future The Theoretical Background Health Well-Being and Occupation, an Epidemiological Overview PART II: BASIC THEORETICAL ISSUES: Job Control and Health Pressure or Threat, Steering or Stress Individual Differences, Work Stress and Health Social Support and Organizational Culture PART III: DIAGNOSIS: The Measurement of Stress in Organizations Measurement of Coping in a Work Context Work Satisfaction PART IV: PROBLEMS AND INTERVENTIONS: Flexibilization of Work and its Effects on Health and Well-Being The Effects of Innovation and Computerization on Workload and Stress Women and Workload and Stress Harassment at Work Role Transitions: Recruitment/Young Employees Role Transitions: Mid-Career Senior Employees Acute Stress in Work Situations Burnout PART V: PREVENTATIVE AND CURATIVE INTERVENTIONS: Job Design and Well-Being Shiftwork: Effects on Health and Well-Being Individual Responsibility and Organizational Development Intervention in Conflicts Stress Management Methods Counseling and Coaching Organizational Health Programmes.

Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge‐Centered Culture*

Abstract: Within the context of knowledge management, little research has been conducted that identifies the antecedents of a knowledge-centered culture—those organizational qualities that encourage knowledge creation and dissemination. In this study, the existing literature on organizational climate, job characteristics, and organizational learning (in the form of cooperative learning theory) are linked with the current thinking and research findings related to knowledge management to develop a theoretical model explaining the relationships among organizational climate, the level of cooperative learning that takes place between knowledge workers, and the resulting level of knowledge created and disseminated as measured by team performance and individual satisfaction levels. The study goes on to empirically test the proposed research model by investigating the climate of organizations, and seeks to understand the linkage between a set of organizational and individual characteristics and knowledge-related activities found in cooperative learning groups and the resulting work outcomes. The hypothesized research model is tested using LISREL with data collected from 203 information systems (IS) professionals engaged in systems development activities. The paper concludes with a discussion of the implications the results have for future research and managerial practice.

The quantitative measurement of organizational culture in health care: A review of the available instruments

Abstract: Health system reforms have until recently tended to focus primarily on structural change. The introduction of managed care in the United States (Miller and Luft 1997), the establishment of standard-setting bodies such as the National Institute for Clinical Excellence (Department of Health 1998) in the United Kingdom, the development of medical error reporting systems in Australia (Wilson et al. 1995), and the restructuring of primary care in the United Kingdom and Canada (Hutchison, Abelson, and Lavis 2001) are examples of this approach. However, recent studies show that structural changes alone do not deliver anticipated improvements in quality and performance in health care (Le Grand, May, and Mulligan 1998; Shortell, Bennett, and Byck 1998). As a result, we hear calls for “cultural transformation” to be wrought alongside structural change in order to deliver improvements in quality and performance. This call has been prominent in the United States (Institute of Medicine 2001) and also as a central component of the recent reforms of the National Health Service (NHS) in the United Kingdom (Department of Health 2000; 2002). A theory of organizational culture emerges from a combination of organizational psychology, social psychology, and social anthropology. The development of organizational culture as a subject of study can be seen as an elaboration of the human relations (Roethlisberger and Dickson 1939) and social systems approaches (Parsons 1977); which in turn developed as correctives to the scientific management techniques of Frederick Winslow (“Speedy”) Taylor, and his successor Frank B. Gilbreth. The study of organizations has been conducted from within various different theories or paradigms (Burrell and Morgan 1979). The term “organizational culture” first appeared in the academic literature in an article in Administrative Science Quarterly by Pettigrew (Pettigrew 1979; Hofstede et al. 1990)—though Jacques refers to the culture of a factory as early 1952 (Jacques 1952). Its constituent themes can be traced to earlier literature on organizational analysis. Pettigrew's own empirical study of a private British boarding school appears strongly influenced by Burton Clarke (Clarke 1970). Both trace the influence of the strong, idiosyncratic individuals who founded the organizations. This concern with the role of leaders and leadership in turn underlines the influence of Selznick's Leadership in Administration (Selznick 1957). Selznick distinguishes between two ideal types of enterprise: on the one hand, a rational instrumental organization and, on the other hand, the value-infused institution. According to Selznick, the term “organisation” suggests a technical instrument to harness human energies and direct them towards set aims, while the term “institution” suggests an organic social entity, or culture. Organizational culture has been variously defined (Ott 1989; Schein 1990; Davies, Nutley, and Mannion 2000). It denotes a wide range of social phenomena, including an organization's customary dress, language, behavior, beliefs, values, assumptions, symbols of status and authority, myths, ceremonies and rituals, and modes of deference and subversion; all of which help to define an organization's character and norms. Unsurprisingly in view of this diverse array of phenomena, little agreement exists over a precise definition of organizational culture, how it should be observed or measured, or how different methodologies can be used to inform routine administration or organizational change. While some commentators see the task in terms of specific and measurable variables, traits or processes, others see it as a global challenge to capture culture as an intrinsic property of the social milieu that forms whenever people are brought together in common enterprise. A third approach sees organizational culture as an anthropological metaphor or a paradigm (Burrell and Morgan 1979; Burrell 1996) to analyze organizations as microsocieties (Morgan, Frost, and Pondy 1983; Smircich 1983; Morgan 1986). According to Edgar Schein, Organizational culture is the pattern of shared basic assumptions—invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration—that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (Schein 1985a). This definition captures one of the basic challenges faced by any culture to reconcile the often divergent aims and actions of its members. It also points to the difficulty of addressing that challenge. Its emphasis on the role of shared basic assumptions influencing beliefs and behavior suggests that organizational culture denotes much more than just “the way things are done around here” (Davies, Nutley, and Mannion 2000). Changing the way things are done appears, on the functional level of systems redesign, relatively easy. Attempting to understand why things are done in their distinctive ways, the factors underlying resistance to change attempts, and the extent to which new practices are sustained is far more challenging. To successfully engender change in organizational behavior we need to understand the collective thought processes informing that behavior at both conscious and unconscious levels. This is where a deeper analysis and understanding of organizational culture may be productive. Advocates of strategic cultural change typically make a number of implicit assumptions. First, health organizations possess discernible cultures, which affect quality and performance. Second, although cultures may be resistant to change, they are to some extent malleable and manageable. Third, it is possible to identify particular cultural attributes that facilitate or inhibit good performance and it should therefore be feasible for managers to design strategies for cultural change. Finally, it is assumed that any benefits accruing from the change will outweigh any dysfunctional consequences. Although there is as yet little empirical evidence to support these assumptions, some academics and many policymakers are showing renewed interest in the quantitative measurement of organizational culture in order to determine its relationship with performance and quality of care (Davies, Nutley, and Mannion 2000; Shortell et al. 2000; Shortell et al. 2001). A range of tools designed to measure organizational culture have been developed and applied in industrial, educational, and health care settings over the last two decades. In this paper we describe the results of an extensive review of these instruments and examine their usefulness for health service researchers. The review forms part of a larger study into the relationship between organizational culture and the performance of health organizations (Scott et al. 2001, In press).

From Issues to Actions: The Importance of Individual Concerns and Organizational Values in Responding to Natural Environmental Issues

Abstract: In this research, we traced the development of natural environmental issues in two organizations in real time over the period of a year. Participant observations, discussions with organizational members, and corporate documents yielded insights used to develop a model describing issue flows in both organizations. With this model, we identified the factors that influenced the scope, scale, and speed of organizational response to issues. Our methods provided insights into why issues generated organizational responses and also why they did not.Two factors appeared to be critical in explaining organizational responses to issues: individual concerns and organizational values. Individual concerns gave rise to an issue champion or seller. An issue consistent with organizational values was perceived as strategic. These werenecessary conditions; without either condition, the issue would not be resolved. It is argued further that individual discretion and excess resource slack will moderate the relationship between these direct effects and the scope, scale, and speed of organizational response. The framework that emerged from the data is conveyed through a set of four propositions.

The culture of safety: results of an organization-wide survey in 15 California hospitals

Abstract: Objective: To understand fundamental attitudes towards patient safety culture and ways in which attitudes vary by hospital, job class, and clinical status. Design: Using a closed ended survey, respondents were questioned on 16 topics important to a culture of safety in health care or other industries plus demographic information. The survey was conducted by US mail (with an option to respond by Internet) over a 6 month period from April 2001 in three mailings. Setting: 15 hospitals participating in the California Patient Safety Consortium. Subjects: A sample of 6312 employees generally comprising all the hospital’s attending physicians, all the senior executives (defined as department head or above), and a 10% random sample of all other hospital personnel. The response rate was 47.4% overall, 62% excluding physicians. Where appropriate, responses were weighted to allow an accurate comparison between participating hospitals and job types and to correct for non-response. Main outcome measures: Frequency of responses suggesting an absence of safety culture (“problematic responses” to survey questions) and the frequency of “neutral” responses which might also imply a lack of safety culture. Responses to each question overall were recorded according to hospital, job class, and clinician status. Results: The mean overall problematic response was 18% and a further 18% of respondents gave neutral responses. Problematic responses varied widely between participating institutions. Clinicians, especially nurses, gave more problematic responses than non-clinicians, and front line workers gave more than senior managers. Conclusion: Safety culture may not be as strong as is desirable of a high reliability organization. The culture differed significantly, not only between hospitals, but also by clinical status and job class within individual institutions. The results provide the most complete available information on the attitudes and experiences of workers about safety culture in hospitals and ways in which perceptions of safety culture differ among hospitals and between types of personnel. Further research is needed to confirm these results and to determine how senior managers can successfully transmit their commitment to safety to the clinical workplace.

Internationalization of universities: A university culture-based framework

Abstract: This paper employs Sporn's(1996) organizational culture typology indeveloping a framework to assist in theunderstanding of the process ofinternationalization of universities. Both thecollegial process and executive authority areacknowledged as necessary to position theuniversity to bring about substantive,integrated, university-wideinternationalization in response to pervasiveand rapidly changing global environmentaldemands. Internationalization, viewed as anorganizational adaptation, requires itsarticulation by the leadership whilesimultaneously institutionalizing a strategicplanning process that is representative andparticipative in that it recognizes andutilizes the power of the culture within whichit occurs. The orientation and strength of theuniversity culture and the functioningstructure can be inhibiting or facilitating ofthe strategies employed to advanceinternationalization. Two examples arejuxtaposed to illustrate the range ofcircumstances confronting universities in acomplex and dynamic external environment andtheir responses with respect tointernationalization. Drawing from theseexamples, discussion centers on the alignmentof internal culture with theinternationalization objectives and strategiesselected by the institution in order to enhanceeffectiveness of outcomes. It is concludedthat the framework provided helps to understandthe different approaches tointernationalization and may be helpful fromboth a managerial and research perspective.

Enron Ethics (Or: Culture Matters More than Codes)

Abstract: This paper describes and discusses the Enron Corporation debacle. The paper presents the business ethics background and leadership mechanisms affecting Enron's collapse and eventual bankruptcy. Through a systematic analysis of the organizational culture at Enron (following Schein's frame of reference) the paper demonstrates how the company's culture had profound effects on the ethics of its employees.

Cultural Conflict and Merger Failure: An Experimental Approach

Abstract: We use laboratory experiments to explore merger failure due to conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in "firms" to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects overestimate the performance of the merged firm and attribute the decrease in performance to members of the other firm rather than to situational difficulties created by conflicting culture.

Why managers should care about fairness: the effects of aggregate justice perceptions on organizational outcomes.

Abstract: This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings.

Organizational Culture and Effectiveness: Can American Theory Be Applied in Russia?

Abstract: This paper examines the link between organizational culture and effectiveness for foreign-owned firms operating in Russia. Beginning with a model of organizational culture developed in the USA, the paper presents a multi-method analysis of culture and effectiveness in a transition economy. We argue that effectiveness in Russia relies more on adaptability and flexibility than in the USA. Furthermore, the legacy of the communist era forces firms in Russia to deal with a workforce with a unique time perspective and a unique set of sub-cultures that often undermine attempts at coordination and integration. We first explore these ideas using survey data on 179 foreign-owned firms operating in Russia and compare the results to those obtained for firms in the USA. We then present four case studies designed to ground the results in the Russian context, and to document cultural dynamics not captured by the model.

Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust

Abstract: Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses.

The influence of corporate culture and organisational commitment on performance

Abstract: This paper examines the influence of corporate culture and organisational commitment on financial performance in Malaysian companies. Based on the work of Deshpande and Farley on corporate cultural types and Allen and Meyer on organisational commitment, a structured questionnaire was developed and self‐administered to managers in Malaysian companies. A total of 202 managers in public listed companies participated in the study. The results show that there is a significant correlation between corporate culture and organisational commitment. Both corporate culture type and organisational commitment have an influence on the financial performance of these companies. The implications of the study are also discussed.

The case for case studies in management research

Abstract: It is commonly asserted that qualitative research in the organizational sciences lacks the rigor and objectivity of the quantitative approach. Case studies, while commonly used for educational purposes, have been viewed in a less favorable light in terms of research. This paper suggests that case studies represent an important research track in organizational science, not only as a method of generating hypotheses for quantitative studies, but for generating and testing theory. The paper will develop arguments in support of case study research, will highlight particular issues and constraints relating to case study research, and will offer recommendations for the use of this method.

Implementing culture change in health care: theory and practice.

Abstract: Objectives. To review some of the key debates relating to the nature of organizational culture and culture change in health care organizations and systems. Methods. A literature review was conducted that covered both theoretical contributions and published studies of the processes and outcomes of culture change programmes across a range of health and non-health care settings. Results. There is little consensus among scholars over the precise meaning of organizational culture. Competing claims exist concerning whether organizational cultures are capable of being shaped by external manipulation to beneficial effect. A range of culture change models has been developed. A number of underlying factors that commonly attenuate culture change programmes can be identified. Key factors that appear to impede culture change across a range of sectors include: inadequate or inappropriate leadership; constraints imposed by external stakeholders and professional allegiances; perceived lack of ownership; and subcultural diversity within health care organizations and systems. Conclusions. Managing organizational culture is increasingly viewed as an essential part of health system reform. To transform the culture of a whole health system such as the UK National Health Service would be a complex, multi-level, and uncertain process, comprising a range of interlocking strategies and supporting tactics unfolding over a period of years.

Organizational Culture and Effectiveness: Can American Theory Be Applied in Russia?

Abstract: This paper examines the link between organizational culture and effectiveness for foreign-owned firms operating in Russia. Beginning with a model of organizational culture developed in the United States, the paper presents a multimethod analysis of culture and effectiveness in a transition economy. We argue that effectiveness in Russia relies more on adaptability and flexibility than it does in the United States. Furthermore, the legacy of the Communist era forces firms in Russia to deal with a workforce with a unique time perspective and a unique set of subcultures that often undermine attempts at coordination and integration. We first explore these ideas using survey data on 179 foreign-owned firms operating in Russia and compare the results to those obtained for firms in the United States. We then present four case studies designed to ground the results in the Russian context, and to document cultural dynamics not captured by the model.

Market Situation Interpretation and Response: The Role of Cognitive Style, Organizational Culture, and Information Use:

Abstract: Improving marketing decision making requires a better understanding of the factors that influence how managers interpret and respond to a market situation. Building on extant literature, the authors develop a model that delineates antecedents of and responses to the interpretation of a market situation. Using case-scenario methodology, the authors test the model in the context of a marketing decision (annual advertising and promotion budget recommendation) with data collected from a nationwide sample of hospital marketing executives. The results of the partial least squares analysis show that (1) cognitive style, organizational culture, and information use affect the extent to which managers perceive a given market situation as one in which they can control the outcomes of their decision; (2) the more managers perceive a situation as controllable, the more they appraise that situation as an opportunity; and (3) the more managers appraise a situation as an opportunity, the greater is the magnitude...

Evaluation of the culture of safety: survey of clinicians and managers in an academic medical center

Abstract: Background: Despite the emphasis on patient safety in health care, few organizations have evaluated the extent to which safety is a strategic priority or their culture supports patient safety. In response to the Institute of Medicine's report and to an organizational commitment to patient safety, we conducted a systematic assessment of safety at the Johns Hopkins Hospital (JHH) and, from this, developed a strategic plan to improve safety. The specific aims of this study were to evaluate the extent to which the culture supports patient safety at JHH and the extent to which safety is a strategic priority. Methods: During July and August 2001 we implemented two surveys in disparate populations to assess patient safety. The Safety Climate Scale (SCS) was administered to a sample of physicians, nurses, pharmacists, and other ICU staff. SCS assesses perceptions of a strong and proactive organizational commitment to patient safety. The second survey instrument, called Strategies for Leadership (SLS), evaluated the extent to which safety was a strategic priority for the organization. This survey was administered to clinical and administrative leaders. Results: We received 395 completed SCS surveys from 82% of the departments and 86% of the nursing units. Staff perceived that supervisors had a greater commitment to safety than senior leaders. Nurses had higher scores than physicians for perceptions of safety. Twenty three completed SLS surveys were received from 77% of the JHH Patient Safety Committee members and 50% of the JHH Management Committee members. Management Committee responses were more positive than Patient Safety Committee, indicating that management perceived safety efforts to be further developed. Strategic planning received the lowest scores from both committees. Conclusions: We believe this is one of the first large scale efforts to measure institutional culture of safety and then design improvements in health care. The survey results suggest that strategic planning of patient safety needs enhancement. Several efforts to improve our culture of safety were initiated based on these results, which should lead to measurable improvements in patient safety.

Does organisational culture influence health care performance? A review of the evidence.

Abstract: Objective: To review the evidence for a relationship between organisational culture and health care performance.Methods: Qualitative comprehensive review: all empirical studies exploring a relationship between organisational culture (broadly defined) and health care performance (broadly defined) were identified by a comprehensive search of the literature. Study methods and results were analysed qualitatively to provide a narrative review with integrative discussion.Results: Ten studies met the inclusion criteria. There was considerable variation in the design, study setting, quality of reporting and aspects of culture/performance considered. Four of the ten studies reviewed in detail claimed to have uncovered supportive evidence for the hypothesis that culture and performance are linked. All the other studies failed to find a link, though none provided strong evidence against the hypothesis.Conclusions: There is some evidence to suggest that organisational culture may be a relevant factor in health care p...

Organizational culture and human resources in the environmental issue: a review of the literature

Abstract: From the resourced-based view, the weakness of organizations' business culture and their shortcomings in human resources may be important obstacles in the process of environmental action. However, as the number of works on these questions is still limited, our aim is to integrate the classical literature concerning business culture and human resources and the small number of works concerning these aspects of environmental management. Several issues, such as managerial duties, the role of organizational culture in the formation of environmental internal stakeholders' awareness, organizational involvement in environmental issues, environmental training and concern, environmental motivation and incentives and implementation and organizational innovations, may be very important for thesuccess of companies' environmental strategy. However, it seems necessary to carry out studies in which qualitative and quantitative methodologies are applied.

Organizational Prevention of Vicarious Trauma

Abstract: For the past 30 years, researchers and practitioners have been concerned about the impact of work stress experienced by social workers. Although research on burnout has been a useful field of exploration, a new concern has arisen about work stresses specifically associated with work with victims of trauma. The concept of vicarious trauma provides insights into the stresses of this particular kind of work. Like the burnout research, early research on vicarious trauma has identified both personal and organizational correlates. In this article, the authors review the growing literature on the organizational components of vicarious trauma and suggest changes in organizational culture, workload, group support, supervision, self-care, education, and work environment that may help prevent vicarious trauma in staff.

Explaining Corporate Environmental Performance: How Does Regulation Matter?

Abstract: How and to what extent does regulation matter in shaping corporate behavior? How important is it compared to other incentives and mechanisms of social control, and how does it interact with those mechanisms? How might we explain variation in corporate responses to law and other external pressures? This article addresses these questions through an study of environmental performance in 14 pulp and paper manufacturing mills in Australia, New Zealand, British Columbia, and the states of Washington and Georgia in the United States. Over the last three decades, we find tightening regulatory requirements and intensifying political pressures have brought about large improvements and considerable convergence in environmental performance by pulp manufacturers, most of which have gone "beyond compliance" in several ways. But regulation does not account for remaining differences in environmental performance across facilities. Rather, "social license" pressures (particularly from local communities and environmental activists) and corporate environmental management style prod some firms toward better performance compliance than others. At the same time, economic pressures impose limits on "beyond performance" investments. In producing large gains in environmental performance, however, regulation still matters greatly, but less as a system of hierarchically imposed, uniformly enforced rules than as a coordinative mechanism, routinely interacting with market pressures, local and national environmental activists, and the culture of corporate management in generating environmental improvement while narrowing the spread between corporate leaders and laggards. I. Introduction In what ways and to what extent does regulation matter in shaping corporate behavior? How important is it compared to other incentives and mechanisms of social control, and how does it interact with those mechanisms? As all firms do not respond in the same way to law or to other external pressures, how do we understand variation in corporate behavior? In seeking to answer these questions, the sociolegal and policy literature on regulatory administration traditionally has focused on explaining corporate compliance and noncompliance with existing legal requirements. The tacit assumption has been that legal compliance by targeted groups is the key to meeting the objectives of social regulation. Underlying that assumption is another: that regulated business corporations take costly measures to improve their performance only when they believe that legal noncompliance is likely to be detected and harshly penalized (Becker 1968; Stigler 1970; Miller & Anderson 1986; OECD 2000).1 From the viewpoint of traditional models of corporations as "amoral calculators" (Kagan & Scholz 1984), why would a profit-maximizing company want to do more than the law requires since compliance is itself often expensive and overcompliance even more so? Yet it is becoming apparent that an increasing number of companies now perform, to a greater or lesser extent, "beyond compliance" with existing regulatory requirements. This suggests that the degree of variation in, and the motivations for, corporate behavior may be much broader than many researchers have imagined. This is of practical importance: some existing regulatory strategies, in focusing on compliance, have failed to facilitate, reward, or encourage beyond-compliance behavior, or even inadvertently discourage it,2 while other regulatory reformers, in contrast, have argued that government-mandated self-regulation is the key to progress. There is no better illustration of the importance of studying "overcompliance" as well as compliance than the arena of environmental regulation. For here there is considerable variation in how firms respond to external pressures, including regulation, and in at least some industries, considerable evidence of "beyond-compliance" behavior (Smart 1992; Hoffman 1997; Prakash 2000). …