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
01 Jan 2006
TL;DR: The full revised and updated version of this successful Handbook is welcomed by management scholars world-wide as discussed by the authors, which provides a unique and valuable overview of current thinking about how organizations accumulate knowledge and learn from experience.
Abstract: The fully revised and updated version of this successful Handbook is welcomed by management scholars world-wide. By bringing together the latest approaches from the leading experts in organizational learning & knowledge management the volume provides a unique and valuable overview of current thinking about how organizations accumulate 'knowledge' and learn from experience.
Key areas of update in the new edition are:
- Resource based view of the firm
- Capability management
- Global management
- Organizational culture
- Mergers & acquisitions
- Strategic management
- Leadership
373 citations
Book•
01 Jan 1993
TL;DR: The authors provides an overview of the issues which a theory of organizational culture must address and provides a critical account of contemporary theoretical approaches in the field and examines the problem of cultural or culturally constructed ambiguity in management structures and procedures.
Abstract: This text offers an overview of the issues which a theory of organizational culture must address. It provides a critical account of contemporary theoretical approaches in the field and examines the problem of cultural or culturally constructed ambiguity in management structures and procedures.
372 citations
TL;DR: This paper found that preferred work status mattered more to part-time workers than to full-time in terms of helping and voice, and that preferred status was equally important to both full-Time and parttime workers.
Abstract: This survey-based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full-time and part-time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part-time employees exhibited less helping organizational citizenship behavior than full-time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part-time workers than to full-time. For voice, preferred work status was equally important to part-time and full-time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd.
371 citations
01 May 2008
TL;DR: In this article, the authors argue that ERP implementation success is positively related with organizational culture along the dimensions of learning and development, participative decision making, power sharing, support and collaboration, and tolerance for risk and conflicts.
Abstract: This paper theorizes how leadership affects ERP implementation by fostering the desired organizational culture. We contend that ERP implementation success is positively related with organizational culture along the dimensions of learning and development, participative decision making, power sharing, support and collaboration, and tolerance for risk and conflicts. In addition, we identify the strategic and tactical actions that the top management can take to influence organizational culture and foster a culture conducive to ERP implementation. The theoretical contributions and managerial implications of this study are discussed.
370 citations