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
••
TL;DR: This paper developed a conceptual framework to explain different understandings of the concept of teamwork across national and organizational cultures Five different metaphors for teamwork (military, sports, community, family, and associates) were derived from the language team members used during interviews in four different geographic locations of six multinational corporations.
Abstract: This paper develops a conceptual framework to explain different understandings of the concept of teamwork across national and organizational cultures Five different metaphors for teamwork (military, sports, community, family, and associates) were derived from the language team members used during interviews in four different geographic locations of six multinational corporations Results indicated that use of the teamwork metaphors varies across countries and organizations, after controlling for gender, team function, and total words in an interview Analyses of specific relationships between national cultural values and categories of metaphor use and between dimensions of organizational culture and categories of metaphor use revealed patterns of expectations about team roles, scope, membership, and objectives that arise in different cultural contexts We discuss the implications of this variance for future research on teams and the management of teams in multinational organizations
326 citations
••
TL;DR: Zhang et al. as discussed by the authors found that both market and innovation orientations strongly improve employees' job attitudes, such as job satisfaction, organizational commitment, and confidence in their firm's future performance.
324 citations
••
TL;DR: In this paper, three categories of leader emotional displays are identified: surface acting, deep acting, and genuine emotions, and the consistency of expressed leader emotions with affective display rules, together with the type of display chosen, combines to impact the leader's felt authenticity, the favorability of follower impressions, and perceived authenticity of the leader by the followers.
Abstract: Building on the emotional labor and authentic leadership literatures, we advance a conceptual model of leader emotional displays. Three categories of leader emotional displays are identified: surface acting, deep acting and genuine emotions. The consistency of expressed leader emotions with affective display rules, together with the type of display chosen, combines to impact the leader's felt authenticity, the favorability of follower impressions, and the perceived authenticity of the leader by the followers. Emotional intelligence, self-monitoring ability, and political skill are proposed as individual differences that moderate leader emotional display responses to affective events. We also look at followers' trust in the leader and leader well-being as key outcomes. Finally, we explore the influence on leader emotional labor of contextual dimensions of the environment, including the omnibus (national and organizational culture, industry and occupation, organizational structure, time) and discrete (situational) context. Directions for future research are discussed.
324 citations
••
TL;DR: In this article, the authors investigated how organizational culture influences the implementation of different practices incorporated in the recent Six Sigma approach as well as those associated with traditional total quality management (TQM).
322 citations
••
TL;DR: In this paper, a model of antecedents and consequences of justice perceptions in the appraisal context is proposed to link justice perceptions to organizational, leader-related, and performance-related outcomes.
322 citations