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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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Journal ArticleDOI
TL;DR: In this article, the authors study the ways in which employees create messages and symbols, and how they interpret the messages they receive, and what do these messages and their symbols tell us about organizational culture.
Abstract: The contributors to this volume study the ways in which employees create messages and symbols, and how they interpret the messages they receive. What do these messages and their symbols tell us about organizational culture? The contributors discuss the theoretical grounding of the approach and its relation to other perspectives. They also show it usefulness in studies that examine leadership, decision making, power, and organizational climate.

340 citations

Journal ArticleDOI
TL;DR: The science of measuring safety culture is evolving, even as the demand for rigorous cultural assessment intensifies, and the enthusiasm for measuring culture may be outpacing the science.
Abstract: A step nearer to the reliable measurement of safety culture “The journey of a thousand miles begins with one step.” Latsu Safety culture is increasingly recognized as an important strategy—and perhaps a necessary precursor—to improving the widespread deficits in patient safety. The Joint Commission for Accreditation of Healthcare Organizations (JCAHO) included an annual assessment of safety culture in its 2007 patient safety goals. The Institute of Medicine (IOM) report “ To Err is Human ” spurred healthcare organizations to implement initiatives that improve patient safety.1 Despite this, culture is defined and measured in various ways. Definitions of culture commonly refer to values, attitudes, norms, beliefs, practices, policies, and behaviors of personnel. In essence, culture is “the way we do things around here”, whereby the word “here” refers not to the hospital, but rather to a particular work unit. In a safe culture employees are guided by an organization-wide commitment to safety in which each member upholds their own safety norms and those of their co-workers. A number of tools are available to measure safety culture, but each instrument has unique domains of culture, limited validity and reliability data, and average response rates that vary from poor (29%) to excellent (83%). The science of measuring safety culture is evolving, even as the demand for rigorous cultural assessment intensifies. Many organizations have embarked on efforts to measure safety culture. It is not uncommon for senior leaders in these hospitals to use culture survey scores as a system level measure of patient safety to hold managers accountable, often with the use of bonuses. Although these efforts are laudable, the enthusiasm for measuring culture may be outpacing the science. Due perhaps to the nascent nature of cultural assessment in health care, culture researchers lack consensus and clarity about domains important in a culture …

340 citations

Journal ArticleDOI
TL;DR: The authors discuss individual differences in the meanings people attach to money and discuss how attitudes about pay influence behavior in human resource management and organizational behavior, and conclude with a discussion of how an understanding of this individual-difference variable can further our theory, research, and practice in the areas of human resources management and behavior.
Abstract: We discuss individual differences in the meanings people attach to money. We briefly review the management theory and research that describe money as a motivator and how attitudes about pay influence behavior. Following this is a section on money as an individual-difference construct, how it is defined and measured, and to what it is related. We conclude the article with a discussion of how an understanding of this individual-difference variable can further our theory, research, and practice in the areas of human resource management and organizational behavior.

339 citations

Journal ArticleDOI
TL;DR: The contrast between the current popularity of addressing MNC organization in knowledge terms and the lack of adequate understanding of many of the causal mechanisms and contextual factors in relations between knowledge processes and organizational factors is discussed in this article.
Abstract: This Introduction discusses the contrast between, on the one hand, the current popularity of addressing MNC organization in knowledge terms and, on the other, the lack of adequate understanding of many of the causal mechanisms and contextual factors in relations between knowledge processes and organizational factors. A number of the relevant research challenges are identified, and it is clarified how the five articles in this Focused Issue addresses some of these.

338 citations

Journal ArticleDOI
01 Jan 2006
TL;DR: A model is developed that demonstrates the link between the dimensions of culture and knowledge sharing during ERP implementation and indicates ways that firms may overcome cultural barriers to knowledge sharing.
Abstract: This is a multi-site case study of firms that have implemented enterprise resource planning (ERP) systems. It examines eight dimensions of culture and their impact on how ERP implementation teams are able to effectively share knowledge across diverse functions and perspectives during ERP implementation. Through synthesizing the data, we develop a cultural configuration that shows the dimensions of culture that best facilitate knowledge sharing in ERP implementation. The results also indicate ways that firms may overcome cultural barriers to knowledge sharing. A model is developed that demonstrates the link between the dimensions of culture and knowledge sharing during ERP implementation. Possible research questions on which future research can be based are also identified.

338 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