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.

Studying Organizational Cultures Through Rites and Ceremonials

Abstract: Studies of organizational culture often focus on discrete cultural forms and fail to place phenomena studied within an overarching conception of culture. Overlap and confusion in terminology occur across studies. To alleviate these problems, this paper offers distinguishing definitions and advocates studying rites and ceremonials, which consolidate multiple cultural forms. The paper also presents, illustrates, and discusses a typology of rites and ceremonials and examines the implications of cultural studies for research and practice.

Organizational culture and knowledge sharing: critical success factors

Abstract: Purpose – This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter Design/methodology/approach – The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors Findings – The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations Research limitations/implications – The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation Originality/value – Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world These factors define people’s beliefs and behaviours, and thus exercise strong influence in the performance of business organizations This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad

Bringing the corporation into corporate branding

Abstract: This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image The model suggests an approach to corporate branding that is organisationally integrated and cross‐functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding

A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes.

Abstract: The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and work values. Responses were later matched with the attendance and performance records of the production workers in the sample. Results showed that workers were more satisfied and committed when their values were congruent with the values of their supervisor, \felue congruence between workers and their supervisors was not significantly correlated with workers' tenure; however, its effect on organizational commitment was more pronounced for longer tenured employees. The topic of corporate culture has recently captured the interest of practicing managers as well as academic researchers. This appeal is based on the general observation that organizations with strong cultures exhibit superior overall performance (Barney, 1986; Deal & Kennedy, 1982; Kilmann, 1984; Peters & Waterman, 1982). Further evidence for this conclusion has come from accounts of the Japanese system of management (Ouchi, 1981; Pascale & Athos, 1981). These descriptions attribute the high levels of motivation and involvement of Japanese workers, at least in part, to their adoption of the dominant values and company philosophies held by their organizations (Schein, 1981). The superior performance of firms with strong corporate cultures has been ascribed to their use of socialization and other techniques to emphasize specific core values that, when shared by employees (Barney, 1986; Tichy, 1983), are thought to perform certain crucial functions. Schein (1985) has succinctly described these functions as external adaptation and internal integration. In fostering external adaptation, holding these core values is believed to influence employees to behave in ways that are necessary for the organization to survive in its environment. In this mode, values are thought to have a direct effect on the behavior of individuals in the workplace. The role of values in internal integration is quite different,

Predicting corporate performance from organizational culture

Abstract: This article investigates the relationships of culture strength and two substantive cultural values with corporate performance. Culture strength is measured by the consistency of responses to survey items across people and the two cultural values are measured by items on the survey that relate to either adaptability or stability. The data, from management surveys of 11 US insurance companies in 1981, were correlated with asset and premium growth rates from 1982 to 1987. Results indicate that both a strong culture regardless of content and a substantive value placed on adaptability are associated with better performance for two to three subsequent years on both criterion measures. The results support the findings of Denison (1990) that strength of culture is predictive of short-term performance. The present results, however, suggest a more complex contingency model than that proposed by Denison.