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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.


Papers
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Journal ArticleDOI
TL;DR: In this paper, the authors define leadership and then answer nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them).
Abstract: Although psychologists know a great deal about leadership, persons who make decisions about real leaders seem largely to ignore their accumulated wisdom. In an effort to make past research more accessible, interpretable, and relevant to decision makers, this article defines leadership and then answers nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them.

909 citations

Journal ArticleDOI
Shaul Oreg1
TL;DR: In this paper, a model of resistance to organizational change was proposed and tested, where resistance was conceptualized as a multifaceted construct and relationships among resistance components and employees' personalities, the organizational context, and several work-related outcomes were examined.
Abstract: The article proposes and tests a model of resistance to organizational change. Contrary to most works on resistance, resistance was conceptualized here as a multifaceted construct. Relationships among resistance components and employees' personalities, the organizational context, and several work-related outcomes were examined. Through a study of 177 employees, both personality and context have been found to significantly associate with employees' attitudes towards a large-scale organizational change. These attitudes were, in turn, significantly associated with employees' job-satisfaction, organizational commitment, and intention to leave the organization.

902 citations

Journal ArticleDOI
TL;DR: In this paper, the authors integrate a levels-of-analysis framework into the development and extension of transformational leadership theory to examine individualized consideration, a key component of Transformational Leadership, at three different levels of analysis including individual, team, and organization culture.
Abstract: This article integrates a levels-of-analysis framework into the development and extension of transformational leadership theory. The primary focus of the article is on examining individualized consideration, a key component of transformational leadership, at three different levels of analysis including the individual, team, and organization culture. Extensions to Bass' 1985 theory of transformational leadership are offered.

898 citations

Journal Article
TL;DR: A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization.
Abstract: An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool's conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution's functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors' goal--and the purpose of their tool--is to help you paint an honest picture of your firm's learning culture and of the leaders who set its tone.

896 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023867
20221,780
20211,342
20201,670
20191,724