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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.


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TL;DR: In this article, the impact of founding conditions on the later administration and management of technology startups in Silicon Valley is investigated by analyzing interviews with 173 technology firms that had at least 10 employees and were no more than 10 years old.
Abstract: Considers the impact of founding conditions on the later administration and management of technology startups in Silicon Valley. Data were collected in 1994-1995 by survey and interviews with 173 technology firms that had at least 10 employees and were no more than 10 years old. This research draws on the Stanford Project on Emerging Companies. The interviews with firm founders identified three dimensions along which work and employment are organized. These are: attachment, basis of coordination and control, and selection. Within these three dimensions, founders created employment models related to their views about desired organizational culture, strategies for employee selection, or perceptions of employee motivation. These three organizational dimensions are used to explain the five basic employment models - engineering, star, commitment, bureaucracy, and autocracy. Results show that the bureaucratic model is the most administratively intense with autocracy in second place, then engineering, star, and commitment. Both the model that is chosen by the founder and the gender balance in these firms affected the level of managerial intensity that resulted in the firms. Firms with a higher proportion of women in the first year became less bureaucratized than other firms. Administrative intensity is found to increase drastically when a firm goes public. This likely results from the need for more financial reporting, regulatory compliance, and investor relations management. Overall, this analysis demonstrates the path-dependence in bureaucratization. (SRD)

435 citations

Journal ArticleDOI
TL;DR: In this paper, the interactionist approach is extended by a consideration of the roles of the workgroup, affect, corporate culture, symbolic management, and physical setting, and the role of the environment.
Abstract: Climate has been viewed as a function of: (a) the organization's structure; (b) the organization's membership; and (c) more recently the memberships' efforts to understand the organization. The third view—interactionism—has been offered as a reconciliation of the objectivism of the first and the subjectivism of the second. The interactionist approach is extended here by a consideration of the roles of the workgroup, affect, corporate culture, symbolic management, and physical setting.

435 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined the impact of five organization-level career development programs and policies on expatriate effectiveness and individual-level management strategies on the success of expat transitions in Saudi Arabia, Europe, South America, and Japan.
Abstract: This research explores expatriate assignments from a career development perspective. First, the article examines the impact of five organization-level career development programs and policies on expatriate effectiveness. Then, it explores the impact of five individual-level career management strategies on the success of expatriate transitions. Data from 118 expatriates in Saudi Arabia, Europe, South America, and Japan are presented to examine these career development issues.

432 citations

Journal ArticleDOI
TL;DR: The results show that collaborative culture encourages the development of organizational learning, which at the same time, has a significant effect on business performance, and empirical evidence for the hypothesis that collaborativeculture influences organizational learning which in turn influences business performance is provided.
Abstract: Aims to analyze how the organizational culture impacts knowledge management, organizational learning and ultimately the performance of the firm. The degree to which collaborative culture influences organizational learning and performance is investigated for 195 Spanish firms. The technique used was structural equation modeling (SEM). The results show, first of all, that collaborative culture encourages the development of organizational learning, which at the same time, has a significant effect on business performance. And, second, it is highlighted that collaborative culture does not constitute in itself a source of competitive advantages. Collaborative culture must modify, through learning, the organization’s guidelines and attitudes in order to improve competitive performance. Perhaps the most significant limitation of the study is associated with the use of cross‐sectional data. While we presented and tested models in which we assumed a causal flow from collaborative culture to organizational learning to organizational performance, there is the possibility that these relationships may occur in reverse order. In future researches it would be interesting to analyze the influence that other variables, such organizational structure, leadership and corporate strategy have on learning. The establishment of a knowledge strategy can be determined by a global approach, which affects all fields in organization. For knowledge management initiatives to be truly effective must take into account the social contexts in which learning take place. Culture need to be re‐examined in light of its role in managing the overall organizational learning infrastructure. This study provides empirical evidence for the hypothesis that collaborative culture influences organizational learning which in turn influences business performance. The current study provides some understanding of the manner in which collaborative culture influence organizational outcomes.

432 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present a conceptual framework of inclusion based on a moral theory of recognition and introduce the founding principles of reciprocal understanding, standpoint plurality and mutual enabling, trust and integrity.
Abstract: In management theory and business practice, the dealing with diversity, especially a diverse workforce, has played a prominent role in recent years. In a globalizing economy companies recognized potential benefits of a multicultural workforce and tried to create more inclusive work environments. However, “many organizations have been disappointed with the results they have achieved in their efforts to meet the diversity challenge” [Cox: 2001, Creating the Multicultural Organization (Jossey-Bass, San Francisco)]. We see the reason for this in the fact that while much attention has been paid to the strategic dimension of diversity policies, systems, and processes, much less thought has been given to the normative dimension, the norms and values involved. Given the fact that diversity is essentially about cultural norms and values, appropriate reflection work becomes a fundamental task to create a truly inclusive work environment where people from diverse backgrounds feel respected and recognized. Therefore, we focus in this article on the challenge of building an inclusive diversity culture showing that such a “culture of inclusion” has to be built on solid moral grounds. We present a conceptual framework of inclusion based on a moral theory of recognition and introduce the founding principles of reciprocal understanding, standpoint plurality and mutual enabling, trust and integrity. After revealing barriers that hinder a culture of inclusion from emerging we shed light on the process of developing such a culture which involves four essential transformational stages: The first phase focuses on raising awareness, building understanding and encouraging reflection. The second phase deals with the development of a vision of inclusion as an important step to define the change direction. In a third phase key management concepts and principles should be re-thought. This leads to the fourth, action-oriented phase, that focuses on an integrated Human Relations Management (HRM)1 system that helps implement change by doing both, translating the founding principles via competencies into observable and measurable behavior and fostering the development, reinforcement and recognition of inclusive behavior.

432 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