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.
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TL;DR: In this article, a meta-analysis of case studies of 50 mergers and acquisitions (23 US domestic, 15 Swedish domestic and 12 Swedish cross-border) showed that acculturation is best achieved when the buying firms rely on social controls, such as introduction programs, training, cross-visits, retreats, celebrations and similar socialization rituals.
Abstract: Various explanations have been suggested concerning the causes of ‘cultural clashes’ and prescriptions for harmoniously integrating the beliefs and values of merging firms. Using a form of meta-analysis known as a case survey design, which combines the ideographic richness of case studies with the statistical generalizability of larger samples, and a sample consisting of 50 mergers and acquisitions (23 US domestic, 15 Swedish domestic and 12 Swedish cross-border), we found that acculturation is best achieved when the buying firms rely on social controls. That is, by participating in such activities as introduction programs, training, cross-visits, retreats, celebrations and similar socialization rituals, employees will create, of their own volition, a joint organizational culture regardless of expectations of synergies, the relative organization size and differences in nationalities and cultures. A post hoc analysis of a proposed integration control typology further suggests that social controls also indi...
368 citations
TL;DR: In this article, the authors integrated research in technology management, organizational ecology, and evolutionary economics to reconcile theoretical "blind spots" and reconcile theoretical 'blind spots' in the field of organizational ecology.
Abstract: In an effort to reconcile theoretical “blind spots,” we integrated research in technology management, organizational ecology, and evolutionary economics. The central premise underlying the resultan...
367 citations
01 Apr 2006
TL;DR: In this article, the authors found that organizational culture moderates the relationship between justice perceptions and leader-member exchange (LMX), and that in team-oriented schools, LMX was higher.
Abstract: We hypothesized that organizational culture moderates the relationship between justice perceptions and leader-member exchange (LMX). In a sample of 516 teachers from 30 high schools in Turkey, we found that one dimension of culture from the Organizational Culture Profile, respect for people, strengthened the relationship between interactional justice and LMX, and another dimension, team orientation, weakened that relationship. Furthermore, aggressiveness strengthened, whereas team orientation weakened, the relationship between distributive justice and LMX. Finally, we found that in team-oriented schools, LMX was higher.
366 citations
TL;DR: In this paper, the assumptions about people and about the world underlying these HRM practices as they may differ from those of the national culture of the subsidiary are discussed, and issues concerning the use of corporate culture as a mechanism for globalization are raised.
Abstract: Corporate culture has been described as the “glue” that holds organizations together by providing cohesiveness and coherence among the parts. Multinational companies are increasingly interested in promoting corporate culture to improve control, coordination, and integration of their subsidiaries. Yet these subsidiaries are embedded in local national cultures wherein the underlying basic assumptions about people and the world may differ from that of the national and corporate culture of the multinational. These differences may hinder the acceptance and implementation of human resource practices, such as career planning, appraisal and compensation systems, and selection and socialization. This article discusses the assumptions about people and about the world underlying these HRM practices as they may differ from those of the national culture of the subsidiary. Finally, issues concerning the use of corporate culture as a mechanism for globalization will be raised.
366 citations
TL;DR: It is shown that both transformational and passive leadership have opposite effects on safety climate and safety consciousness, and these variables, in turn, predict safety events and injuries.
Abstract: The authors concurrently examined the impact of safety-specific transformational leadership and safety-specific passive leadership on safety outcomes. First, the authors demonstrated via confirmatory factor analysis that safety-specific transformational leadership and safety-specific passive leadership are empirically distinct constructs. Second, using hierarchical regression, the authors illustrated, contrary to a stated corollary of transformational leadership theory (B. M. Bass, 1997), that passive leadership contributes incrementally to the prediction of organizationally relevant outcomes, in this case safety-related variables, beyond transformational leadership alone. Third, further analyses via structural equation modeling showed that both transformational and passive leadership have opposite effects on safety climate and safety consciousness, and these variables, in turn, predict safety events and injuries. Implications for research and application are discussed.
366 citations