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.
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TL;DR: The current popularity of corporate culture has raised some important issues. Does culture have an impact? How deep seated is culture? Can culture be changed? Corporate culture is not merely a passing fad but represents a fundamental shift in our effort to understand the complex, multifaceted organizations of today.
Abstract: The current popularity of corporate culture has raised some important issues. Does culture have an impact? How deep seated is culture? Can culture be changed? Corporate culture is not merely a passing fad but represents a fundamental shift in our effort to understand the complex, multifaceted organizations of today. However, it cannot be approached as a quick fix solution to a complex and changing problem. Culture needs to be managed along with all the other elements of management theory, such as strategy, structure, reward systems, skills and human resource management, if a company is to devise an integrated program for improving its performance.
256 citations
TL;DR: In this paper, the authors present an approach to the study of organizational communication and organizational cultures based on Interpretive Approaches to the Study of Organizational Communication (IAOC). But they do not discuss the relationship between communication and culture.
Abstract: (1982). Communication and organizational cultures. Western Journal of Speech Communication: Vol. 46, Interpretive Approaches to the Study of Organizational Communication, pp. 115-130.
256 citations
TL;DR: In this article, a case study conducted in the mining industry was used to identify the organizational culture of a global leading mining company, and the authors used the model of Schein for organizational culture to characterize corporate sustainability strategies: introverted, extroverted, conservative and visionary strategies.
Abstract: The relationship between corporate sustainability and organizational culture seems to be underestimated within the discussion of sustainable development. The research presented in this paper is based on a case study conducted in the mining industry. The hypothesis is that ambitious corporate sustainability activities and strategies have to be embedded in the organizational culture in order to be successful. If aspects of sustainable development are not part of the mindset of leaders and members of the organization, corporate sustainability activities will not affect the core business efficiently and are more likely to fail.
The model of Schein for organizational culture is used to characterize corporate sustainability strategies: introverted, extroverted, conservative and visionary strategies are distinguished. Each strategy is assessed regarding the relation and the integration in the levels of organizational culture according to the model of Schein. The model consists of three levels, i.e. artifacts, values and basic assumptions. This framework is used for a case-study to identify the organizational culture of a global leading mining company. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.
256 citations
TL;DR: In this paper, a theoretically structured framework for the measurement of internal brand equity is proposed and empirically validated, and the findings offer evidence for the powerful impact of a brand-oriented corporate culture on internal Brand equity, and demonstrate its relationship to external brand equity.
256 citations
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02 Mar 2005
TL;DR: The Context for Leadership and Management Models of Educational Leadership Leading and Managing the whole workforce Leading and managing the whole workforce as mentioned in this paper is the context for leadership and management models of educational leadership.
Abstract: PART ONE: SETTING THE SCENE The Context for Leadership and Management Models of Educational Leadership Leading and Managing the Whole Workforce PART TWO: KEY CONCEPTS Organizational Cultures Organizational Structure and Roles Leading and Managing for Diversity Motivation and Job Satisfaction Leading and Managing through Teams PART THREE: KEY PROCESSES Recruitment and Selection Induction and Retention Mentoring and Coaching Leading and Managing People for Performance Organizational Learning and Professional Development Succession Planning and Leadership Development Author index Subject index
256 citations