Organizational culture

About: Organizational culture is a research topic. Over the lifetime, 31507 publications have been published within this topic receiving 926787 citations. The topic is also known as: corporate culture & organisational culture.

Organizational Culture and Marketing: Defining the Research Agenda:

Abstract: Contemporary work on marketing management is grounded implicitly in a structural functionalist or contingency perspective of organizational functioning. However, the field of organizational behavio...

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.

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.

What leaders really do

Abstract: Leadership is different from management, but not for the reasons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having "charisma" or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today's business environment. Management is about coping with complexity. Its practices and procedures are largely a response to the emergence of large, complex organizations in the twentieth century. Leadership, by contrast, is about coping with change. Part of the reason it has become so important in recent years is that the business world has become more competitive and more volatile. More change always demands more leadership. Most U. S. corporations today are overmanaged and underled. They need to develop their capacity to exercise leadership. Successful corporations don't wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential. Indeed, with careful selection, nurturing, and encouragement, dozens of people can play important leadership roles in a business organization. But while improving their ability to lead, companies should remember that strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other.

A Stakeholder Approach to Organizational Identity

Abstract: We develop a model of organizational identity construction that reframes organizational identity within the broader context of manager-stakeholder relationships and more effectively integrates theory on organizational identity and organizational identification We describe organizational identity as emerging from complex, dynamic, and reciprocal interactions among managers, organizational members, and other stakeholders The model draws attention to organizational identity as negotiated cognitive images and to the embeddedness of organizational identity within different systems of organizational membership and meaning Viewing organizational identity from the perspective of manager-stakeholder relationships provides a more parsimonious but more complete theory of organizational identity management