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.

Leadership style, organizational culture and performance: empirical evidence from UK companies

Abstract: The topics of leadership and organizational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both leadership and culture are linked to organizational performance. However, while the links between leadership and performance and between culture and performance have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence which suggests that the relationship between leadership style and performance is mediated by the form of organizational culture that is present. The paper concludes with a number of implications for theory and practice.

Entrepreneurship in Family vs. Non‐Family Firms: A Resource‐Based Analysis of the Effect of Organizational Culture

Abstract: Organizational culture is an important strategic resource that family firms can use to gain a competitive advantage. Drawing upon the resource-based view (RBV) of the firm, this study examines the association between four dimensions of organizational culture in family vs. non-family businesses and entrepreneurship. Using data from 536 U.S. manufacturing companies, the results show a nonlinear association between the cultural dimension of individualism and entrepreneurship. Further, there are positive linear relationships between entrepreneurship and an external orientation, an organizational cultural orientation toward decentralization, and a long- versus short-term orientation. With the exception of an external orientation, each of these dimensions is significantly more influential upon entrepreneurship in family firms when compared with non-family firms.

Why Does Affect Matter in Organizations

Abstract: Executive Overview Interest in and research about affect in organizations have expanded dramatically in recent years. This article reviews what we know about affect in organizations, focusing on how employees' moods, emotions, and dispositional affect influence critical organizational outcomes such as job performance, decision making, creativity, turnover, prosocial behavior, teamwork, negotiation, and leadership. This review highlights pervasive and consistent effects, showing the importance of affect in shaping a wide variety of organizational behaviors, the knowledge of which is critical for researchers, managers, and employees.

Understanding and Managing Organizational Behavior

Abstract: Chapter 1: Introduction to Organizational Behavior PART 1: INDIVIDUALS IN ORGANIZATIONS Chapter 2: Individual Differences: Personality and Ability Chapter 3: Values, Attitudes, and Moods and Emotions Chapter 4: Perception, Attribution, and the Management of Diversity Chapter 5: Learning and Creativity Chapter 6: The Nature of Work Motivation Chapter 7: Creating a Motivating Work Setting Chapter 8: Pay, Careers, and Changing Employment Relationships Chapter 9: Managing Stress and Work-Life Balance PART 2: GROUP AND TEAM PROCESSES Chapter 10: The Nature of Work Groups and Teams Chapter 11: Effective Work Groups and Teams Chapter 12: Leaders and Leadership Chapter 13: Power, Politics, Conflict, and Negotiation Chapter 14: Communicating Effectively in Organizations Chapter 15: Decision Making and Organizational Learning PART 3: ORGANIZATIONAL PROCESSES Chapter 16: Organizational Design and Structure Chapter 17: Organizational Culture and Ethical Behavior Chapter 18: Organizational Change and Development

Measuring the Strategic Readiness of Intangible Assets

Abstract: Measuring the value of intangible assets such as company culture, knowledge management systems, and employees' skills is the holy grail of accounting. Executives know that these intangibles, being hard to imitate, are powerful sources of sustainable competitive advantage. If managers could measure them, they could manage the company's competitive position more easily and accurately. In one sense, the challenge is impossible. Intangible assets are unlike financial and physical resources in that their value depends on how well they serve the organizations that own them. But while this prevents an independent valuation of intangible assets, it also points to an altogether different approach for assessing their worth. In this article, the creators of the Balanced Scorecard draw on its tools and framework--in particular, a tool called the strategy map--to present a step-by-step way to determine "strategic readiness," which refers to the alignment of an organization's human, information, and organization capital with its strategy. In the method the authors describe, the firm identifies the processes most critical to creating and delivering its value proposition and determines the human, information, and organization capital the processes require. Some managers shy away from measuring intangible assets because they seem so subjective. But by using the systematic approaches set out in this article, companies can now measure what they want, rather than wanting only what they can currently measure.