Organizational Culture

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An Organizational Culture is an culture within an organization manifested in organizational behaviors (often organizational member behaviors).

References

2023

  • (Wikipedia, 2023) ⇒ https://en.wikipedia.org/wiki/Organizational_culture Retrieved:2023-6-7.
    • Historically there have been differences among investigators regarding the definition of organizational culture. Edgar Schein, a leading researcher in this field, defined "organizational culture" as comprising a number of features, including a shared "pattern of basic assumptions" which group members have acquired over time as they learn to successfully cope with internal and external organizationally relevant problems. Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory. [1] The book was a published report of "a case study of developments in the social life of one industrial community between April, 1948 and November 1950". The "case" involved a publicly-held British company engaged principally in the manufacture, sale, and servicing of metal bearings. The study concerned itself with the description, analysis, and development of corporate group behaviours. [2] Ravasi and Schultz (2006) characterise organizational culture as a set of shared assumptions that guide behaviors. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even thinking and feeling. Thus organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization. Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures. [3] Although a company may have its "own unique culture", in larger organizations there are sometimes co-existing or conflicting subcultures because each subculture is linked to a different management team. [4] Flamholtz and Randle (2011) suggest that one can view organizational culture as “corporate personality". [5] [6] They define it as it consisting of the values, beliefs, and norms which influence the behavior of people as members of an organization. [7] The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge. According to Ravasi and Schultz (2006) and Allaire and Firsirotu (1984), organizational culture represents the collective values, beliefs and principles of organizational members. It may also be influenced by factors such as history, type of product, market, technology, strategy, type of employees, management style, and national culture. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs and habits. Though Gallup finds that just 22% of U.S. employees feel connected to their organization's culture. [8]
  1. ↑ Compare:
  2. ↑ Compare:
  3. ↑ Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000
  4. ↑ Selart, Marcus; Schei, Vidar (2011): "Organizational Culture". In: Mark A. Runco and Steven R. Pritzker (eds.): Encyclopedia of Creativity, 2nd edition, vol. 2. San Diego: Academic Press, pp. 193–196.
  5. ↑ Compare:
  6. ↑ Compare:
  7. ↑ Compare:
  8. ↑ Gallup's Indicator's: Organizational Culture

2020

2020

2018


2017

  • http://srwasia.com/corporate-culture
    • QUOTE: Corporate culture is an (un written value-set, beliefs, behaviors and collective approach; rooted in an organization’s goals, strategies, structure and approaches to employees. Corporate culture creates attitude alliance and employee loyalty that will support employee satisfaction, customer loyalty and profitability.

2016

2016

  • https://www.monster.com/career-advice/article/the-corporate-culture-conundrum
    • QUOTE: Try popping these questions during your next interview to see what kind of information is revealed about the corporate culture you may be joining.
      • Does the company have a stated set of cultural values? Progressive companies are aware of corporate culture's influence and have thought about the values they want to promote in their organizations. If the company has no written cultural values, ask to see the mission statement, which should also provide some insight in this area.
      • What does it take for someone to be successful here? What kind of personal characteristics is the interviewer looking for? Risk-taking? Entrepreneurial spirit? A team player? Take note of the personality traits that are encouraged and rewarded and think about what this says about company culture. Asking this question early in the interview also allows you to incorporate these sought-after characteristics into your answers.
      • What kinds of employee achievements are recognized by the company? Again, the answer to this question will reflect what the company values and rewards -- especially if any unusual awards are given outside the standard sales or customer-service awards.
      • Can you describe the environment here? Listen to the adjectives the interviewer uses. What aspects of working there does he or she choose to talk about -- the camaraderie among employees, the career development opportunities or the free breakfast bar?
      • How often are company meetings held? Are meetings held weekly? Monthly? Yearly? Who attends? What does this say about the priority management gives to keeping its employees informed?
      • What kind of sponsorships or philanthropic activities does the company participate in?
      • Finally, don't leave the company without getting a good look around. A few glances around the office can provide volumes of important information on corporate culture, such as:
        • The Physical Layout: Are the VPs in cubes like other employees or in lush offices? Are special rooms delineated as "team" rooms for collaborative work or brainstorming? Does the layout promote or discourage interaction between departments?
        • What's on the Walls? What does the breakroom or lobby look like? Things like a picture of the company softball team, the sign up sheet for a college basketball pool or an open invitation to a yoga class all indicate what daily life might be like.
        • Your Overall Impression of the Place: From the dress code to the door code, can you picture yourself working there? What does your gut say about becoming part of this company?

2011

  • (Valencia et al., 2011) ⇒ Julia C. Naranjo-Valencia, Daniel Jiménez-Jiménez, and Raquel Sanz-Valle. (2011). “Innovation Or Imitation? The Role of Organizational Culture.” Management Decision 49, no. 1
    • QUOTE:
      • Purpose: Innovation is crucial for attaining a competitive advantage for companies. Innovation, versus imitation, motivates companies to launch new products and become pioneers on markets. Many factors have been shown to be determinants for supporting an organizational innovative orientation. One of them is organizational culture. The objective of this paper is to analyze the organizational culture that fosters or inhibits organizational innovation and imitation strategy.
      • Design/methodology/approach: The paper uses a sample of 471 Spanish companies for examining the hypotheses. Using hierarchical multiple regression analysis, it relates the effect of organizational culture with an innovation strategy.
      • Findings: The results confirm the hypotheses. The paper finds that organizational culture is a clear determinant of innovation strategy. Moreover, adhocracy cultures foster innovation strategies and hierarchical cultures promote imitation cultures.
      • Research limitations/ implications: The main limitations are that data in the study were collected from one source for the cross‐sectional design of this research.
      • Practical implications: Managers should pay more attention to their organization culture if they pursue innovation/imitation strategies. Moreover, depending on this orientation (to be the first company to introduce in new markets or develop new products for a market versus to follow a pioneer), companies should promote different values and norms in their organizations.
      • Originality/value: The main value of this paper is its analysis and testing of the relation of organizational culture and innovation orientation. The majority of the literature underlines the paper's seeking after organizational culture for innovation. However, this topic has not been studied in depth and requires attention to different organizational cultures and innovation orientations.

1990

  • (Schein, 1990) ⇒ Edgar H. Schein. (1990). “Organizational Culture.” In: American Psychological Association, Vol. 45, no. 2.
    • ABSTRACT: The concept of organizational culture has received increasing attention in recent years both from academics and practitioners. This article presents the author's view of how culture should be defined and analyzed if it is to be of use in the field of organizational psychology. Other concepts are reviewed, a brief history is provided, and case materials are presented to illustrate how to analyze culture and how to think about culture change.
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