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Showing papers on "Organizational culture published in 2010"


Journal ArticleDOI
TL;DR: In this paper, the authors provide a closer examination of the suggested link between the cultural orientation of an organization and the pursuit of corporate sustainability principles, and assess whether it is possible for organizations to display a unified sustainability-oriented organizational culture, and whether organizations can become more sustainable through culture change.

752 citations


Journal ArticleDOI
TL;DR: Several contextual factors were shown to be important to QI success, although the current body of literature lacks adequate definitions and is characterized by considerable variability in how contextual factors are measured across studies.
Abstract: Context: The mixed results of success among QI initiatives may be due to differences in the context of these initiatives. Methods: The business and health care literature was systematically reviewed to identify contextual factors that might influence QI success; to categorize, summarize, and synthesize these factors; and to understand the current stage of development of this research field. Findings: Forty-seven articles were included in the final review. Consistent with current theories of implementation and organization change, leadership from top management, organizational culture, data infrastructure and information systems, and years involved in QI were suggested as important to QI success. Other potentially important factors identified in this review included: physician involvement in QI, microsystem motivation to change, resources for QI, and QI team leadership. Key limitations in the existing literature were the lack of a practical conceptual model, the lack of clear definitions of contextual factors, and the lack of well-specified measures. Conclusions: Several contextual factors were shown to be important to QI success, although the current body of literature lacks adequate definitions and is characterized by considerable variability in how contextual factors are measured across studies. Future research should focus on identifying and developing measures of context tied to a conceptual model that examines context across all levels of the health care system and explores the relationships among various aspects of context.

611 citations


Journal ArticleDOI
TL;DR: A safety culture framework that may support hospital leadership answer the question "what is a patient safety culture" is defined.
Abstract: Purpose: To organize the properties of safety culture addressed by many studies and to develop a conceptual culture of safety model. Design and Methods: A comprehensive review of the culture of safety literature within the U.S. hospital setting. The review was a qualitative metaanalysis from which we generated a conceptual culture of safety framework and developed a typology of the safety culture literature. Findings: Seven subcultures of patient safety culture were identified: (a) leadership, (b) teamwork, (c) evidence-based, (d) communication, (e) learning, (f) just, and (g) patient-centered. Conclusions: Safety culture is a complex phenomenon that is not clearly understood by hospital leaders, thus making it difficult to operationalize. We found senior leadership accountability key to an organization-wide culture of safety. Clinical Relevance: Hospital leaders are increasingly pressured by federal, state, regulatory, and consumer groups to demonstrate an organizational safety culture that assures patients are safe from medical error. This article defines a safety culture framework that may support hospital leadership answer the question “what is a patient safety culture?”

565 citations


Journal ArticleDOI
TL;DR: The 2010 Journal of International Business Studies (JIBS) special issue on Culture in International Business Research as discussed by the authors is a collection of 10 articles on culture and IB, all of which were submitted to the editorial team led by JIBS Editorin-Chief Lorraine Eden.
Abstract: Journal of International Business Studies (2010) 41, 1259–1274. doi:10.1057/jibs.2010.41 OVERVIEW OF 41.8: HOFSTEDE AND GLOBE IN CROSS-CULTURAL RESEARCH While Hofstede’s work was not the first systematic study on crossnational cultures, his seminal book, Culture’s Consequences: International Differences in Work-Related Values (1980), succeeded in putting cross-cultural analysis at the forefront of international business (IB) research. In a later paper, he boldly asserted that the “business of international business is culture” (1994: 1). Despite the criticisms that have been voiced against his work (see McSweeney, 2002; Oyserman, Coon, & Kemmelmeier, 2002), Hofstede’s influence on the fields of IB and management is undeniable: according to Harzing’s “Publish or Perish” citation index, as of June 2010 there were over 54,000 citations to his work. This is a remarkable record that attests to, first, the growing popularity of cross-cultural research in light of continued internationalization of the world economy, and second, Hofstede’s personal impact on scholarly research. This JIBS issue brings together 10 articles on culture and IB, all of which were submitted to the editorial team led by JIBS Editorin-Chief Lorraine Eden. While the articles were independently submitted through the regular double-blind reviewing process, the decision to join them in one collection creates, in effect, a Special Issue on “Culture in International Business Research”, which the JIBS editors hope will be widely read and cited by IB scholars. In general terms, the papers in this collection fall into one of two categories: (1) articles and commentaries about conceptual and methodological issues associated with Hofstede’s oeuvre vs the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project’s cultural dimensions, and (2) articles and perspectives that use culture and/or cultural dimensions, as well as the operational measurement thereof, to explain differences in behavior and practices across countries. The common feature of all these scholarly pieces is that they challenge particular assumptions often made too easily in conventional cross-cultural research. The first paper in this collection is a perspective written by Franke and Richey that cautions against “questionable generalizations from small numbers of countries in international business research”. Using statistical analysis to support their assertion, Franke and Richey argue that in order to draw “credible” generalizations in IB, a minimum of 7–10 countries must be used. This is an important message: researchers should never formulate strong conclusions about the impact of cultural dimensions on Journal of International Business Studies (2010) 41, 1259–1274 & 2010 Academy of International Business All rights reserved 0047-2506

554 citations


Journal ArticleDOI
TL;DR: This paper examined the antecedents of selfreported performance information use from a survey of local government managers and found that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information usage.
Abstract: This article proposes that understanding public employee use of performance information is perhaps the most pressing challenge for scholarship on performance management. Governments have devoted extraordinary effort in creating performance data, wagering that it will be used to improve governance, but there is much we do not know about the factors associated with the use of that information. This article examines the antecedents of selfreported performance information use from a survey of local government managers. The results show that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information use.

550 citations


Journal ArticleDOI
TL;DR: In this article, the authors present a review and commentary that links together current research on Millennials in the workplace into a cohesive narrative, supplemented by several short business case studies and the authors' own research, insights, and experiences working with Millennials in a university.
Abstract: The purpose of this article is to provide a contextual overview that illustrates and illuminates some of the defining characteristics of the Millennial generation. This study offers a framework for understanding the most compelling issues organizations face in their efforts to effectively incorporate the generation currently entering the workforce. This is a review and commentary that links together current research on Millennials in the workplace into a cohesive narrative, supplemented by several short business case studies and the authors’ own research, insights, and experiences working with Millennials in a university. This article explores the ways in which college-educated members of the Millennial generation approach the world of work, especially in the context of their particular relationships with technology and institutions. Drawing on our experience as educators, we share our observations, along with those of others, highlighting organizational best practices when we have encountered them. We have grounded our thinking in the context of research and surveys about this population, including our own work, and examined the particular behaviors that seem to be most relevant to the tasks of recruiting, managing, and developing the generation now entering the workforce. While cross-generational workplace tensions are neither new nor likely to dissipate, we believe that additional insights gained by exploring this complex and sometimes paradoxical generation will facilitate the ability to tap into their many abilities and talents. This article sets aside the question of whether there are genuine differences in values across generations and instead examines two compelling factors that differentiate Millennial behaviors in the workplace. The first is their incorporation of technology as a “sixth sense” and as a fully integrated means of interacting with the world. The second is their expectation of organizational accommodation, stemming from their prior experiences and the degree to which institutions have made themselves malleable to the needs and desires of this cohort. Although much has been written about Millennials in the workforce, this approach provides a unique and nuanced understanding of the genesis of certain sets of behaviors and expectations.

550 citations


Journal ArticleDOI
TL;DR: The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs.
Abstract: We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)—unethical behaviors conducted by employees to potentially benefit the organization. We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs. Given the nature of reciprocity, our findings may suggest that highly identified employees who hold strong reciprocity beliefs may conduct UPB with an anticipation of a future reward from their organization. Theoretical and managerial implications of our results for understanding unethical behaviors are discussed.

548 citations


Journal ArticleDOI
TL;DR: It is found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater and this interaction carried through to in-role and extra-role performance.
Abstract: In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.

506 citations


Journal ArticleDOI
TL;DR: In this article, the authors argue that leadership practice is a crucial element in gearing education systems towards inclusive values and bringing about sustainable change, focusing in particular on the role of leadership in fostering inclusive cultures.
Abstract: Including all children in education is the major challenge facing educational systems around the world, in both developing and developed countries. Drawing on research evidence and ideas from a range of international literature, this paper argues that leadership practice is a crucial element in gearing education systems towards inclusive values and bringing about sustainable change. In so doing, the paper considers the organisational conditions that are needed in order to bring about such developments, focusing in particular on the role of leadership in fostering inclusive cultures.

505 citations


Journal ArticleDOI
TL;DR: In this paper, the authors identify two higher-order dimensions of culture, socially supportive culture (SSC) and performance-based culture (PBC), and relate them to entrepreneurship rates and associated supply-side and demand-side variables available from the Global Entrepreneurship Monitor.
Abstract: This paper is a cross-national study testing a framework relating cultural descriptive norms to entrepreneurship in a sample of 40 nations. Based on data from the Global Leadership and Organizational Behavior Effectiveness project, we identify two higher-order dimensions of culture – socially supportive culture (SSC) and performance-based culture (PBC) – and relate them to entrepreneurship rates and associated supply-side and demand-side variables available from the Global Entrepreneurship Monitor. Findings provide strong support for a social capital/SSC and supply-side variable explanation of entrepreneurship rate. PBC predicts demand-side variables, such as opportunity existence and the quality of formal institutions to support entrepreneurship.

487 citations


Journal ArticleDOI
TL;DR: In this article, the authors develop and empirically test the theoretical argument that when an organizational culture promotes meritocracy (compared with when it does not), managers in that organization can be more effective.
Abstract: In this article, we develop and empirically test the theoretical argument that when an organizational culture promotes meritocracy (compared with when it does not), managers in that organization ma...

01 Dec 2010
TL;DR: In this article, the authors develop and empirically test the theoretical argument that when an organizational culture promotes meritocracy (compared with when it does not), managers in that organization can be more effective.
Abstract: In this article, we develop and empirically test the theoretical argument that when an organizational culture promotes meritocracy (compared with when it does not), managers in that organization ma...

Journal ArticleDOI
TL;DR: In this paper, the authors investigate how formal and informal institutional features influence the likelihood that a cross-border acquisition deal will be completed, as well as the time taken for its completion after announcement.
Abstract: Based on the concepts of North's (1990) political economy of national institutions and economic behavior, we investigate how formal and informal institutional features influence the likelihood that a cross-border acquisition deal will be completed, as well as the time taken for its completion after announcement. Additionally, we study how past experience with completed acquisition deals moderates the effects of institutional differences. We focus on a relatively new context – the pre-completion stage of acquisition processes. We test our hypotheses using data from 2389 announced cross-border acquisition deals in the international business service industry (1981–2001). We find that differences in national formal and informal institutions explain part of the variation in the likelihood that an announced cross-border acquisition deal will be completed, as well as the duration of the deal-making. In addition, organizational learning moderates the effects of institutional distance: past experience with completed cross-border acquisition deals increases the likelihood of a subsequent deal completion in institutionally closer environments, but shortens the deal duration in institutionally distant environments.

Journal ArticleDOI
TL;DR: In this article, the authors explore barriers to identify powerful levers by which action can be triggered and sustained at the local level through the study of three municipalities in the Lower Mainland of British Columbia, Canada.
Abstract: Despite a wealth of financial, technical, and human capacity in Canadian cities, it remains a challenging task to transform this capacity into effective climate change adaptation and mitigation. Indeed, mitigative and adaptive capacities only represent the potential to achieve the ultimate goals of greenhouse gas and vulnerability reduction. This paper builds on previous explorations of barriers to identify powerful levers by which action can be triggered and sustained at the local level through the study of three municipalities in the Lower Mainland of British Columbia, Canada. The necessity of an explicitly articulated high-level directive, leadership that stimulates an organizational culture of innovation and collaboration, and the ‘institutionalization’ of climate change response measures within standard operating procedures emerged as crucial enablers of action. Addressing a lack of technical, financial, or human resources is less a matter of creating more capacity than of facilitating the effective use of existing resources. This facilitation depends most fundamentally on re-working the path dependent institutional structures, organizational culture and policy-making procedures that have characterized the unsuccessful patterns of climate change policy development in the past. The ultimate goal is to contribute to the ongoing efforts to adapt institutions to the complex and uncertain futures associated with a changing climate, while simultaneously embedding broader sustainability goals in long-range strategic planning.

Journal ArticleDOI
TL;DR: A framework to cultivate an information security culture within an organisation and to illustrate how to use it is proposed and an empirical study is performed to aid in validating the proposed Information Security Culture Framework.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the impact of personal characteristics (goal orientation) and contextual characteristics (organizational learning culture and developmental feedback) on employees' career satisfaction, organizational commitment, and turnover intention.
Abstract: Purpose – The purpose of this paper is to investigate the impact of personal characteristics (goal orientation) and contextual characteristics (organizational learning culture and developmental feedback) on employees' career satisfaction, organizational commitment, and turnover intention.Design/methodology/approach – Subjects were drawn from four Fortune Global 500 companies in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in outcome variables.Findings – The results indicate that career satisfaction is predicted by organizational learning culture and performance goal orientation. Organizational learning culture, developmental feedback, and learning goal orientation are the significant predictors of organizational commitment. Finally, organizational learning culture, career satisfaction, and organizational commitment turn out to be the predictors of turnover intention.Practical implications – By enhancing organizational learning culture and by...

Journal ArticleDOI
TL;DR: Research on Chicago school improvement indicates that improving elementary schools requires coherent, orchestrated action across five essential supports as mentioned in this paper, which is not always easy to find in real-world settings, such as urban areas.
Abstract: Research on Chicago school improvement indicates that improving elementary schools requires coherent, orchestrated action across five essential supports.

Journal ArticleDOI
TL;DR: In this article, a case study of the Danish national 49er sailing team is presented, where the authors focus on the overall athletic talent development environment (ATDE) and examine key factors behind its success in creating top athletes.

Journal ArticleDOI
TL;DR: The authors found that uncertainty avoidance and individualism dimensions of national culture explain managers' earnings discretion across countries, and that this association varies with the strength of investor protection, and the influences of these factors on earnings discretion are conditional on each other.
Abstract: This study hypothesizes and tests whether the degree to which managers exercise earnings discretion relates to their value system (i.e., culture) as well as the institutional features (i.e., legal environment) of their country. We find that uncertainty avoidance and individualism dimensions of national culture explain managers' earnings discretion across countries, and that this association varies with the strength of investor protection. This study extends prior literature by documenting that both national culture and institutional structure are important factors that explain corporate managers' earnings discretion practices around the world, and that the influences of these factors on earnings discretion are conditional on each other.

Journal ArticleDOI
TL;DR: In this article, the authors investigated how organizational culture influences the implementation of different practices incorporated in the recent Six Sigma approach as well as those associated with traditional total quality management (TQM).

Journal ArticleDOI
Shu-Mei Tseng1
TL;DR: The results of the questionnaire analyses indicate that an adhocracy culture enables knowledge conversion and enhances corporate performance more than clan and hierarchy cultures.
Abstract: Purpose – Organizational culture can significantly promote or hinder the success of knowledge management initiatives. Therefore, this study seeks to develop and test empirically a conceptual framework to investigate the correlation between organizational culture and knowledge conversion on corporate performance.Design/methodology/approach – Questionnaire and statistical analytical techniques were applied to gain best exploration on organizational culture, knowledge conversion and corporate performance.Findings – The results of the questionnaire analyses indicate that an adhocracy culture enables knowledge conversion and enhances corporate performance more than clan and hierarchy cultures.Research limitations/implications – The research investigates the correlation between organizational culture and knowledge conversion on corporate performance under a Chinese‐centric set of societal, cultural and linguistic attitudes and behaviors. However, different countries have different cultures. Future research coul...

Journal ArticleDOI
TL;DR: Data demonstrate the ideal worker norm is pervasive and powerful, even as employees begin critically examining expectations regarding work time that have historically privileged men.
Abstract: This article integrates research on gendered organizations and the work-family interface to investigate an innovative workplace initiative, the Results-Only Work Environment (ROWE), implemented in the corporate headquarters of Best Buy, Inc. While flexible work policies common in other organizations "accommodate" individuals, this initiative attempts a broader and deeper critique of the organizational culture. We address two research questions: How does this initiative attempt to change the masculinized ideal worker norm? And what do women's and men's responses reveal about the persistent ways that gender structures work and family life? Data demonstrate the ideal worker norm is pervasive and powerful, even as employees begin critically examining expectations regarding work time that have historically privileged men. Employees' responses to ROWE are also gendered. Women (especially mothers) are more enthusiastic, while men are more cautious. Ambivalence about and resistance to change is expressed in different ways depending on gender and occupational status.

Journal ArticleDOI
TL;DR: In this paper, the authors empirically explore the relations between alternative organizational designs and a firm's ability to explore as well as exploit, and they find that ambidextrous organization designs are relatively more effective in executing innovation streams than functional, cross-functional, and spinout designs.
Abstract: This article empirically explores the relations between alternative organizational designs and a firm’s ability to explore as well as exploit. We operationalize exploitation and exploration in terms of innovation streams; incremental innovation in existing products as well as architectural and/or discontinuous innovation. Based on in-depth, longitudinal data on 13 business units and 22 innovations, we describe the consequences of organization design choices on innovation outcomes as well as the ongoing performance of existing products. We find that ambidextrous organization designs are relatively more effective in executing innovation streams than functional, cross-functional, and spinout designs. Further, transitions to ambidextrous designs are associated with increased innovation outcomes, while shifts away from ambidextrous designs are associated with decreased innovation outcomes. We describe the nature of ambidextrous organizational designs—their characteristics, underlying processes, and boundary conditions. More broadly, we suggest that the locus of integration and degree of structural differentiation together affect a firm’s ability to explore and exploit. We suggest that the senior team’s ability to attend to and deal with contradictory internal architectures is a crucial determinant of a firm’s ability to exploit in the short term and explore over time.

Journal ArticleDOI
TL;DR: In this paper, a model is built based on literature and case research to understand how transgenerational value creation is generated across generations in family businesses, and the authors find that family inertia depends on characteristics of the family business culture, where paternalism and entrepreneurial orientation influence family inertia positively and negatively.
Abstract: While some research on entrepreneurship in family businesses has focused on transgenerational value creation, a gap exists in understanding how such value is generated across generations. The present research offers insights through the lens of dynamic capabilities, which are created by knowledge and in turn generate entrepreneurial performance and value creation. A model is built based on literature and case research. The crucial role of the organizational culture emerges through the empirical study. Family inertia is considered to be a factor preventing the creation of dynamic capabilities. We find that family inertia depends on characteristics of the family business culture, where paternalism and entrepreneurial orientation influence family inertia positively and negatively, respectively. Family firms from Switzerland and Italy active in the beverage industry represent the empirical context. Theoretical and practical implications are offered.

Journal ArticleDOI
TL;DR: In this paper, the authors used data from Korean companies to address the process concerning how CRM technology translates into business outcomes and found that marketing capability mediates the association between CRM use and performance.

Journal ArticleDOI
TL;DR: An alternative model to the usual notion of a Western male as the prototypical leader is explored, which includes a relationship-oriented leadership traits, the importance of teamwork and consensus building, and an effective work-family interface that women with family care responsibilities create and use to break through the glass ceiling.
Abstract: How do women rise to the top of their professions when they also have significant family care responsibilities? This critical question has not been addressed by existing models of leadership. In a review of recent research, we explore an alternative model to the usual notion of a Western male as the prototypical leader. The model includes (a) relationship-oriented leadership traits, (b) the importance of teamwork and consensus building, and (c) an effective work-family interface that women with family care responsibilities create and use to break through the glass ceiling. We adopted a cross-cultural perspective to highlight the importance of relational orientation and work-family integration in collectivistic cultures, which supplements models of leadership based on Western men. Our expanded model of leadership operates in the context of a "culture of gender" that defines expectations for women and men as leaders. This complex model includes women in diverse global contexts and enriches our understanding of the interplay among personal attributes, processes, and environments in leadership.

Journal ArticleDOI
TL;DR: In this article, the authors outline the "grand structure" of the phenomenon in order to identify both the underlying processes and core drivers of employee-driven innovation (EDI) in a conceptual way.
Abstract: Purpose – The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee‐driven innovation (EDI).Design/methodology/approach – This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.Findings – The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naive or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.Research limitations/implications – The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be ...

26 Apr 2010
TL;DR: An approach to DNA is described that builds DNA theory through the combined use of multi-agent modeling, machine learning, and meta-matrix approach to network representation.
Abstract: This course provides an overview of the dominant perspectives on organizations and networks from a macro perspective. Topics covered include knowledge management, organizational design, organizational learning, organizational evolution and population ecology, organizational culture, organizations as complex systems, social and organizational networks, and dynamic network analysis.

Journal ArticleDOI
TL;DR: In this article, the impact of organizational culture and empowerment on innovation capability is analyzed and the peculiarities of these effects are examined by applying bot-based methods to test the hypotheses.
Abstract: This study analyzes the impact of organizational culture and empowerment on innovation capability, and examines the peculiarities of these effects. The study's hypotheses are tested by applying bot...

Journal ArticleDOI
TL;DR: The authors conducted a multilevel investigation of the impact of eight national and organizational culture dimensions (according to GLOBE framework) on manufacturing performance and found that organizational culture has more of an effect than national culture or the fit between them.