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.
Papers published on a yearly basis
Papers
More filters
TL;DR: In this paper, the results of an employee survey in a large Danish insurance company (n = 2,590) were used to identify attitudes, values, perceptions of organizational practices, and demographics.
Abstract: Sentiments collected through paper-and-pencil surveys are often arbitrarily classified according to categories imposed by the researcher, such as attitudes, values, and manifestations of organizational culture. The question is, to what extent are such classifications supported by the distinctions that respondents make in their own minds? In this paper, distinctions between categories of sentiments are supported empirically from the results of an employee survey in a large Danish insurance company (n = 2,590). The 120 questions used were classified into attitudes, values, perceptions of organizational practices (for diagnosing organizational cultures), and demographics.Perceptions of organizational cultures were measured using an approach developed by the author and his colleagues in an earlier study across 20 Danish and Dutch organizational units. In the insurance company study, employee attitudes were found to be clearly distinct from employee values. Perceptions of organizational practices were unrelate...
745 citations
TL;DR: In this paper, the authors apply the strategic logic of the Bartlett and Ghoshal typology to the realm of corporate social responsibility (CSR) to international organizational strategy and find that institutional pressures, rather than strategic analysis of social issues and stakeholders, are guiding decision-making with respect to CSR.
Abstract: What is the relationship of global and local (country-specific) corporate social responsibility (CSR) to international organizational strategy? Applying the strategic logic of the Bartlett and Ghoshal typology to the realm of CSR, multinational firms should respond to pressures for integration and responsiveness from salient stakeholders. However, an institutional logic would suggest that multinational firms will simply replicate the existing product-market organizational strategy (multidomestic, transnational, global) in their management of CSR. These alternative approaches are tested with a survey instrument sent to MNEs operating in Mexico. The results of this study are consistent with the proposition that institutional pressures, rather than strategic analysis of social issues and stakeholders, are guiding decision-making with respect to CSR. We develop implications for MNE management and research, as well as public policy.
745 citations
TL;DR: The authors reframes the culture concept to highlight the role of contextual identities in linking behaviors and their social meaning in organizations, and argues that cognitive processes in organizations do not directly reflect either behaviors or underlying beliefs.
740 citations
TL;DR: In this paper, the shared beliefs and values guiding the thinking and behavioral styles of members of an organization are assessed using a quantitative approach, and the results show that organizational culture can be assessed by qualitative methods.
Abstract: Organizational culture—the shared beliefs and values guiding the thinking and behavioral styles of members—traditionally has been assessed by qualitative methods. However, quantitative approaches s...
738 citations
TL;DR: In this article, the authors provide a working framework to diagnose culture in colleges and universities so that distinct problems can be overcome and suggest that an understanding of organizational culture is an antidote for all administrative folly, nor to imply that the surfeit of definitions of organizational cultures makes its study meaningless for higher education administrators and researchers.
Abstract: Within the business community in the last ten years, organizational culture has emerged as a topic of central concern to those who study organizations. Books such as Peters and Waterman's In Search of Excellence [37], Ouchi's Theory Z [33], Deal and Kennedy's Corporate Cultures [20], and Schein's Organizational Culture and Leadership [44] have emerged as major works in the study of managerial and organizational performance. However, growing popular interest and research activity in organizational culture comes as something of a mixed blessing. Heightened awareness has brought with it increasingly broad and divergent concepts of culture. Researchers and practitioners alike often view culture as a new management approach that will not only cure a variety of organizational ills but will serve to explain virtually every event that occurs within an organization. Moreover, widely varying definitions, research methods, and standards for understanding culture create confusion as often as they provide insight. The intent for this article is neither to suggest that an understanding of organizational culture is an antidote for all administrative folly, nor to imply that the surfeit of definitions of organizational culture makes its study meaningless for higher education administrators and researchers. Rather, the design of this article is to provide a working framework to diagnose culture in colleges and universities so that distinct problems can be overcome. The concepts for the framework
732 citations