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: To ensure the integration of information security into the corporate culture of an organization, the protection of information should be part of the daily activities and second-nature behaviour of the employees.
181 citations
TL;DR: In this article, the authors investigate the operations strategy of service firms (hotels) in order to determine whether the infrastructural aspects of their operational practices, i.e., leadership competency and organizational culture, would affect their responsiveness to their employees and customers and eventually their performance (increase in revenue).
Abstract: Purpose – The purpose of this paper is to investigate the operations strategy of service firms (hotels) in order to determine whether the infrastructural aspects of their operational practices, i.e. leadership competency and organizational culture, would affect their responsiveness (as a cumulative capability) to their employees and customers and eventually their performance (increase in revenue).Design/methodology/approach – The approach takes the form of an empirical analysis of data (using structural equation modeling) obtained via a questionnaire survey involving 88 hotels of various ratings in Malaysia.Findings – The findings indicate that leadership competency and organizational culture have positive relationships with responsiveness. In addition, responsiveness has a positive relationship with hotel revenue. These findings imply that leadership competency and organizational culture are important factors for hotels to be responsive to their customers, and in turn responsiveness to customers would im...
181 citations
TL;DR: In this article, the authors used multivariate analysis to assess the basic question asked by resource-based view researchers: Do organizational resources and capabilities account for variations in firm performance? An analysis of survey responses of 93 industrial enterprises in Israel indicates that superiority of an industrial enterprise, in terms of four performance measures (return on sales, return on equity, market share change, and customer satisfaction), can be explained by a set of four core organizational resource and capabilities (managerial skills, organizational culture, organizational communication, and perceived organizational reputation).
Abstract: This study uses multivariate analysis to assess the basic question asked by resource-based view researchers: Do organizational resources and capabilities account for variations in firm performance? An analysis of survey responses of 93 industrial enterprises in Israel indicates that superiority of an industrial enterprise, in terms of four performance measures (return on sales, return on equity, market share change, and customer satisfaction), can be explained by a set of four core organizational resources and capabilities (managerial skills, organizational culture, organizational communication, and perceived organizational reputation). The results lend significant support to the premise of the resource-based view of strategic management. Copyright © 2004 John Wiley & Sons, Ltd.
180 citations
TL;DR: In this paper, the authors examine the roles of a post modern organization career-based leadership relationship and the Confucianism supported feudal/family-based relationship in building successful organizational cultures in contemporary mainland China.
Abstract: In Sino-American joint ventures in mainland China, cross-cultural differences regarding the relational components can produce misunderstanding and conflict. The Chinese relational system called Guanxi can render Western leadership relations such as articulated in Leader-member Exchange Theory (LMX), compromised. We examine the roles of a post modern organization career-based leadership relationship (LMX) and the Confucianism supported feudal/family-based relationship (guanxi) in building successful organizational cultures in contemporary mainland China. We discuss the weakening of traditional guanxi by the events of the last fifty years. Recommendations for synthesizing the two different relational components into a third culture are offered and discussed.
180 citations
TL;DR: In this paper, the authors identify three practical challenges to managing the global workforce and four strategies for meeting those challenges: deployment, knowledge and innovation dissemination, and talent identification and development.
Abstract: Executive Overview The globalization of the workplace has become a fact of life for a substantial segment of U.S. companies, bringing a dramatic expansion of the scope of workforce management and a whole host of new organizational challenges. Using data collected from interviews with international human resource managers in eight large companies, this paper identifies three practical challenges to managing the global workforce and four strategies for meeting those challenges. The three challenges are: deployment. knowledge and innovation dissemination, and talent identification and development. The four strategies are: aspatial careers, awareness-building assignments, SWAT teams, and virtual solutions. A diagnostic framework for each challenge is provided that indicates when to use which strategy and basic implementation points are presented.
180 citations