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: In this article, a case study of two electricity companies is used to illustrate the importance of evaluating environmental awareness efforts, and the results of the study suggest that the training performed did not sufficiently increase employee environmental awareness of the company's environmental impacts despite a considerable time and financial investment in a one-time environmental awareness training program.
250 citations
Book•
09 Dec 2004
TL;DR: The Culture Toolkit as discussed by the authors is a collection of tools for exploring organizational cultures and cultures, including the lens of symbolic performance and textual reproduction, as well as the two sides of managerial views.
Abstract: Section One: Positioning Organizational Culture Introduction What is an Organization? What is Organizational Communication? What is Culture? What is Organizational Culture? Integration of Artifacts, Values, and Assumptions Organizational Culture and You Feature: Does Organizational Culture Really Matter? Summary Section Two: Unpacking Organizational Culture Core Characteristics of Organizational Culture Communicating Culture The Structure of Organizational Culture A Divided View of Organizational Culture Cultural Consensus and Division What Organizational Culture is Not Feature: Organizational Culture or Organizational Climate Myths about Organizational Culture Summary Section Three: Lenses for Understanding Organizational Culture The Development of Organizational Culture Construct The Lens of Symbolic Performance The Lens of Narrative Reproduction The Lens of Textual Reproduction Feature: The Two Sides of Managerial Views The Lens of Power and Politics The Lens of Technology The Lens of Globalization Summary Section Four: Developing, Managing, and Changing Organizational Culture Culture Formation Cultural Maintenance Cultural Change in Organizations Feature: Two Levels for Addressing Cultural Change Creating a Vision of the Organization and its Culture Socializing New Employees to the Culture Leadership and Organizational Culture Personal, Professional, and Organizational Ethics Can Organizational Culture be Managed? Summary The Culture Toolkit: Methods for Exploring Organizational Culture Steps in Coducting a Cultural Analysis Cultural Tools Putting It All Together Summary Appendix
250 citations
TL;DR: The results of this study suggest that LOCI may be a viable strategy to support organizations in preparing for the implementation and sustainment of EBP.
Abstract: Leadership is important in the implementation of innovation in business, health, and allied health care settings. Yet there is a need for empirically validated organizational interventions for coordinated leadership and organizational development strategies to facilitate effective evidence-based practice (EBP) implementation. This paper describes the initial feasibility, acceptability, and perceived utility of the Leadership and Organizational Change for Implementation (LOCI) intervention. A transdisciplinary team of investigators and community stakeholders worked together to develop and test a leadership and organizational strategy to promote effective leadership for implementing EBPs. Participants were 12 mental health service team leaders and their staff (n = 100) from three different agencies that provide mental health services to children and families in California, USA. Supervisors were randomly assigned to the 6-month LOCI intervention or to a two-session leadership webinar control condition provided by a well-known leadership training organization. We utilized mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with LOCI trainees. Quantitative and qualitative analyses support the LOCI training and organizational strategy intervention in regard to feasibility, acceptability, and perceived utility, as well as impact on leader and supervisee-rated outcomes. The LOCI leadership and organizational change for implementation intervention is a feasible and acceptable strategy that has utility to improve staff-rated leadership for EBP implementation. Further studies are needed to conduct rigorous tests of the proximal and distal impacts of LOCI on leader behaviors, implementation leadership, organizational context, and implementation outcomes. The results of this study suggest that LOCI may be a viable strategy to support organizations in preparing for the implementation and sustainment of EBP.
250 citations
TL;DR: Ten major factors affecting knowledge culture in organizations are identified, which include leadership, organizational structure, and evangelization, communities of practice, reward systems, time allocation, business processes, recruitment, infrastructure and physical attributes.
Abstract: Purpose – This paper seeks to identify various factors affecting knowledge culture in some of the large organizations and suggest realistic strategies for developing knowledge culture.Design/methodology/approach – In‐depth case studies were conducted at six large distributed organizations to investigate and assess knowledge management (KM) practices and associated organizational culture. The core data collection is based on semi‐structured interviews with senior managers who play a significant role in KM programs at their respective organizations. A range of internal documents of these organizations has also provided some important inputs for the empirical analysis.Findings – The study identified ten major factors affecting knowledge culture in organizations. These include leadership, organizational structure, and evangelization, communities of practice, reward systems, time allocation, business processes, recruitment, infrastructure and physical attributes.Research limitations/implications – Perhaps, the...
249 citations
TL;DR: The behavioral and business referent disciplines that can potentially contribute to improved implementations and on-going management of change in the medical informatics arena are reviewed.
249 citations