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.

The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger

Abstract: This article reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings indicate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is often the pace of change that inhibits the successful re-engineering of the culture. In this respect, the success or otherwise of any merger hinges on individual perceptions about the manner in which the process is handled and the direction in which the culture is moved. Communication and a transparent change process are important, as this will often determine not only how a leader will be regarded, but who will be regarded as a leader. Leaders need to be competent and trained in the process of transforming organizations to ensure that individuals within the organization accept the changes prompted by a merger.

Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research

Abstract: Journal of International Business Studies (2010) 41, 1259–1274. doi:10.1057/jibs.2010.41 OVERVIEW OF 41.8: HOFSTEDE AND GLOBE IN CROSS-CULTURAL RESEARCH While Hofstede’s work was not the first systematic study on crossnational cultures, his seminal book, Culture’s Consequences: International Differences in Work-Related Values (1980), succeeded in putting cross-cultural analysis at the forefront of international business (IB) research. In a later paper, he boldly asserted that the “business of international business is culture” (1994: 1). Despite the criticisms that have been voiced against his work (see McSweeney, 2002; Oyserman, Coon, & Kemmelmeier, 2002), Hofstede’s influence on the fields of IB and management is undeniable: according to Harzing’s “Publish or Perish” citation index, as of June 2010 there were over 54,000 citations to his work. This is a remarkable record that attests to, first, the growing popularity of cross-cultural research in light of continued internationalization of the world economy, and second, Hofstede’s personal impact on scholarly research. This JIBS issue brings together 10 articles on culture and IB, all of which were submitted to the editorial team led by JIBS Editorin-Chief Lorraine Eden. While the articles were independently submitted through the regular double-blind reviewing process, the decision to join them in one collection creates, in effect, a Special Issue on “Culture in International Business Research”, which the JIBS editors hope will be widely read and cited by IB scholars. In general terms, the papers in this collection fall into one of two categories: (1) articles and commentaries about conceptual and methodological issues associated with Hofstede’s oeuvre vs the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project’s cultural dimensions, and (2) articles and perspectives that use culture and/or cultural dimensions, as well as the operational measurement thereof, to explain differences in behavior and practices across countries. The common feature of all these scholarly pieces is that they challenge particular assumptions often made too easily in conventional cross-cultural research. The first paper in this collection is a perspective written by Franke and Richey that cautions against “questionable generalizations from small numbers of countries in international business research”. Using statistical analysis to support their assertion, Franke and Richey argue that in order to draw “credible” generalizations in IB, a minimum of 7–10 countries must be used. This is an important message: researchers should never formulate strong conclusions about the impact of cultural dimensions on Journal of International Business Studies (2010) 41, 1259–1274 & 2010 Academy of International Business All rights reserved 0047-2506

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Abstract: This article proposes that understanding public employee use of performance information is perhaps the most pressing challenge for scholarship on performance management. Governments have devoted extraordinary effort in creating performance data, wagering that it will be used to improve governance, but there is much we do not know about the factors associated with the use of that information. This article examines the antecedents of selfreported performance information use from a survey of local government managers. The results show that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information use.

Millennials and the World of Work: An Organization and Management Perspective

Abstract: The purpose of this article is to provide a contextual overview that illustrates and illuminates some of the defining characteristics of the Millennial generation. This study offers a framework for understanding the most compelling issues organizations face in their efforts to effectively incorporate the generation currently entering the workforce. This is a review and commentary that links together current research on Millennials in the workplace into a cohesive narrative, supplemented by several short business case studies and the authors’ own research, insights, and experiences working with Millennials in a university. This article explores the ways in which college-educated members of the Millennial generation approach the world of work, especially in the context of their particular relationships with technology and institutions. Drawing on our experience as educators, we share our observations, along with those of others, highlighting organizational best practices when we have encountered them. We have grounded our thinking in the context of research and surveys about this population, including our own work, and examined the particular behaviors that seem to be most relevant to the tasks of recruiting, managing, and developing the generation now entering the workforce. While cross-generational workplace tensions are neither new nor likely to dissipate, we believe that additional insights gained by exploring this complex and sometimes paradoxical generation will facilitate the ability to tap into their many abilities and talents. This article sets aside the question of whether there are genuine differences in values across generations and instead examines two compelling factors that differentiate Millennial behaviors in the workplace. The first is their incorporation of technology as a “sixth sense” and as a fully integrated means of interacting with the world. The second is their expectation of organizational accommodation, stemming from their prior experiences and the degree to which institutions have made themselves malleable to the needs and desires of this cohort. Although much has been written about Millennials in the workforce, this approach provides a unique and nuanced understanding of the genesis of certain sets of behaviors and expectations.

Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.

Abstract: We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)—unethical behaviors conducted by employees to potentially benefit the organization. We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs. Given the nature of reciprocity, our findings may suggest that highly identified employees who hold strong reciprocity beliefs may conduct UPB with an anticipation of a future reward from their organization. Theoretical and managerial implications of our results for understanding unethical behaviors are discussed.