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.

A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decisions.

Abstract: Most organizational justice research takes a cross-sectional approach to examining the relationship between perceived fairness and individuals' attitudes. This study examines the effect of procedural and distributive justice over time. It is suggested that individuals acquire more information and experience with procedures and outcomes over time. These changes in information and experience affect the influence of procedural and distributive justice on organizational attitudes. Faculty perceptions of tenure and promotion decisions were assessed 3 times (preallocation, short-term postallocation, long-term postallocation) over a 2-year period. Results generally supported the hypotheses. Procedural justice was most influential prior to and soon after outcome decisions were made. Distributive justice was most influential 1 year later.

Linking organizational learning with technical innovation and organizational culture

Abstract: Purpose – The purpose of this paper is to analyze the effect of organizational learning on technical innovation and the role of organizational culture as a determinant of the organizational learning processes.Design/methodology/approach – After reviewing the literature on organizational learning and its relationship with both, technical innovation and organizational culture, this paper analyzes those relationships using a sample of 451 firms.Findings – Findings reveal that organizational learning is positively associated with technical innovation and that organizational culture can foster both organizational learning and technical innovation but can also act as a barrier. Additionally, findings show that in order to enhance innovation neither a flexibility focus nor an external focus are enough. Both of them are necessary to characterize organizational culture.Research limitations/implications – The main limitations of this paper are the cross‐sectional design of the empirical research and the fact that d...

The Transfer of Organizational Culture Overseas: An Approach to Control in the Multinational Corporation

Abstract: Organizational control has traditionally been described within the framework of the ideal type of Weberian bureaucracy, in which rules and regulations specify desired behavior, and rewards are based on explicit performance measures. This paper describes an alternative organizational ideal type that relies on an organizational culture for control. In this type of system, behavior is specified by the organizational culture, and performance is maintained via mechanisms of social pressure. An example of this letter type of control is found in the Type Z organization, an American organizational form similar in many ways to the Japanese form. Particularly interesting is the way in which a Type Z organization manages overseas subsidiaries: by establishing the organizational culture in the subsidiary. The process by which this is accomplished and by which control is maintained are described in a comparative empirical study of the headquarters and subsidiary of a firm representative of each control type. The implications of this approach for management of the multinational firm and for the host country are also discussed.

Measures of Performance in UK International Alliances

Abstract: This study examines measures of performance for a sample of UK international alliances. The paper builds on previous studies in comparing objective and subjective measures of performance and examining the influence of national culture on performance evaluation, but it goes beyond them by examining in detail the ways in which measures of performance are affected by differences in perception arising from the parent companies. Corporate culture is also included with national culture as a key determinant in the evaluation of performance. The paper also reports on new work on the differences in subjective performance evaluation between organizational modes of alliances and develops this in the context of alliance termination, and perceptions of differences in national culture and corporate culture.

A Typology for Participation in Organizational Decision Making.

Abstract: In this study of faculty (n = 454) employed in two separate school districts the variable "decisional participation" is conceptualized as the difference between the number of decisions in which an individual desires to participate and the number of decisions in which he actually participates. After identifying subjects characterized by conditions of decisional deprivation, equilibrium, and saturation, it is shown that individuals in each of these groups differ by age, sex, teaching level, employing organization, seniority, perceptions of administrative influence, perceptions of role conflict, and attitudinal militancy. These findings suggest that a global concept is useful in typifying conditions of decisional participation and that some traditional assumptions about the consequences of decisional participiation should be modified, particularly assumptions concerning the universal desirability of increased participation in decision making.