scispace - formally typeset
Search or ask a question
Topic

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.


Papers
More filters
Journal ArticleDOI
TL;DR: In this article, the authors developed a measure of the innovation management process, specifically organizational norms toward innovation, and examined its relationship to innovation (as measured by effective entrepreneurial strategy) in combination with measures of organizational structure and environment.

265 citations

01 Jan 2011

263 citations

Journal ArticleDOI
TL;DR: In this article, the authors assess the potential of organisational culture as a means for improving ethics in organisations and evaluate two models of organizational culture and ethical behaviour, and conclude that the very porousness of the subcultures provides a catalyst for the scrutiny and critique of norms and practices.
Abstract: This paper assesses the potential of organisational culture as a means for improving ethics in organisations. Organisational culture is recognised as one determinant of how people behave, more or less ethically, in organisations. It is also incresingly understood as an attribute that management can and should influence to improve organisational performance. When things go wrong in organisations, managers look to the culture as both the source of problems and the basis for solutions. Two models of organisational culture and ethical behaviour are evaluated. They rest on different understandings of organisational culture and the processes by which ethics are enhanced. Firstly, the prevailing approach holds that creating a unitary cohesive culture around core moral values is the solution to enhancing ethical behaviour. Both the feasibility and desirability of this approach, in terms of ethical outcomes, is questioned. The second model queries the existence of organisational culture at all, arguing that organisations are nothing more than shifting coalitions of subcultures. In this second model, the very porousness of the subcultures provides a catalyst for the scrutiny and critique of norms and practices. Such diversity and debate is construed as potentially a better safeguard for ethical behaviour than the uniformity promised by the unitary, strong culture model.

263 citations

Journal ArticleDOI
TL;DR: Results from data collected from 288 supervisor-subordinate dyads indicate that the pattern of male versus female employees' citizenship associated with ethical leadership depends significantly on their perceptions of politics.
Abstract: Considering the implications of social exchange theory as a context for social role behavior, we tested relations between ethical leadership and both person- and task-focused organizational citizenship behavior and examined the roles played by employee gender and politics perceptions. Although social exchange theory predicts that ethical leadership is positively associated with citizenship, social role theory predicts that the nature of this relationship may vary on the basis of gender and politics perceptions. Results from data collected from 288 supervisor-subordinate dyads indicate that the pattern of male versus female employees' citizenship associated with ethical leadership depends significantly on their perceptions of politics. Implications for theory and practice are discussed.

263 citations

Journal Article
TL;DR: 25 "moon shots"--ambitious goals that managers should strive to achieve and in the process create Management 2.0 are outlined, to inspire new solutions to long-simmering problems by making every company as genuinely human as the people who work there.
Abstract: In May 2008, a group of management scholars and senior executives worked to define an agenda for management during the next 100 years. The so-called renegade brigade, led by Gary Hamel, included academics, such as C.K. Prahalad, Peter Senge, and Jeffrey Pfeffer; new-age thinkers, like James Surowiecki; and progressive CEOs, such as Whole Foods' John Mackey, W.L. Gore's Terri Kelly, and IDEO's Tim Brown. What drew them together was a set of shared beliefs about the importance of management and a sense of urgency about reinventing it for a new era. The group's first task was to compile a roster of challenges that would focus the energies of management innovators around the world. Accordingly, in this article, Hamel (who has set up the Management Lab, a research organization devoted to management innovation) outlines 25 "moon shots"--ambitious goals that managers should strive to achieve and in the process create Management 2.0. Topping the list is the imperative of extending management's responsibilities beyond just creating shareholder value. To do so will require both reconstructing the field's philosophical foundations so that work serves a higher purpose and fully embedding the ideas of community and citizenship into organizations. A number of challenges focus on ameliorating the toxic effects of hierarchy. Others focus on better ways to unleash creativity and capitalize on employees' passions. Still others seek to transcend the limitations of traditional patterns of management thinking. Not all the moon shots are new, but many tackle issues that are endemic in large organizations. Their purpose is to inspire new solutions to long-simmering problems by making every company as genuinely human as the people who work there.

263 citations


Network Information
Related Topics (5)
Job satisfaction
58K papers, 1.8M citations
92% related
Qualitative research
39.9K papers, 2.3M citations
86% related
Empirical research
51.3K papers, 1.9M citations
86% related
Entrepreneurship
71.7K papers, 1.7M citations
84% related
Experiential learning
63.4K papers, 1.6M citations
83% related
Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023867
20221,780
20211,342
20201,670
20191,724