Relevant bibliographies by topics / Organization of science and culture

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organization of science and culture'

Author: Grafiati
Published: 4 June 2021
Last updated: 15 February 2022

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Journal articles on the topic "Organization of science and culture"

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McLaren, Robert I. "Organizational culture in a multicultural organization." International Review of Administrative Sciences 63, no. 1 (March 1997): 57–66. http://dx.doi.org/10.1177/002085239706300105.

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van Breda-Verduijn, Hester, and Marjoleine Heijboer. "Learning culture, continuous learning, organizational learning anthropologist." Industrial and Commercial Training 48, no. 3 (March 7, 2016): 123–28. http://dx.doi.org/10.1108/ict-11-2015-0074.

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Purpose – The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the urgency for innovation and continuous improvement. Learning is a key issue in this. A powerful culture of learning forms an effective breeding ground for continuous learning. That is the reason why in this paper the concept of “learning culture” will be analyzed: how will it contribute to continuous improvement and innovation? The authors will answer this question by taking the perspective of an organizational learning anthropologist. Design/methodology/approach – The paper combines the perspective of educational sciences and cultural anthropology, and is based on a variety of professional literature. The main point of reference is the model of organizational culture of Schein (1999). Findings – Each organization has its own unique learning culture. A learning culture is considered effective when it is supporting the organizational objectives. And a learning culture is effective when it forms an effective breeding ground for the learning needed within the organization. Practical/implications – This perspective will bring learning and development professionals new ways of looking at the learning issues and solutions in their organizations. They will get acquainted with the method to analyze the learning culture in their own organization. They will understand how their organizational culture can influence learning issues. Besides that, they will get some ideas on how to improve the learning culture of their organization. Originality/value – This paper combines insights from cultural anthropology and educational sciences.
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Lim, Thou Tin. "Organizational Culture and Knowledge Management." Journal of Information & Knowledge Management 01, no. 01 (March 2002): 57–63. http://dx.doi.org/10.1142/s0219649202000170.

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As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.
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Mahadevan, Kumaraguru. "Culture driven regeneration (CDR): a conceptual business improvement tool." TQM Journal 29, no. 2 (March 13, 2017): 403–20. http://dx.doi.org/10.1108/tqm-05-2015-0061.

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Purpose The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement. Design/methodology/approach A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept. Findings This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change. Research limitations/implications Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries. Originality/value The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.
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Nugroho, Mahendra Adhi. "The effects of collaborative cultures and knowledge sharing on organizational learning." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1138–52. http://dx.doi.org/10.1108/jocm-10-2017-0385.

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Purpose The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning. Design/methodology/approach This research used a sample of 288 non-profit state-owned organization employees, which was taken using the simple random sampling technique. The hypotheses were tested using the partial least square approach. Findings This research provides insights that organizational learning is influenced significantly by knowledge sharing and collaborative cultures existing within the organization. The successfully built theoretical implication provides evidence that knowledge sharing and collaborative cultures within an organization can provide support for the real organizational learning to take place. Knowledge sharing and collaborative cultures prove to be among the determinants for the occurrence of organizational learning. The right culture can promote good organizational learning. Research limitations/implications The right culture can promote organizational learning. This research investigates the effects of collaborative cultures and knowledge sharing on organizational learning in a non-profit state-owned organization. Future research can further expand the scope of various types of organizations, both for-profit and non-profit ones. Practical implications This research reveals the effects of collaborative cultures and knowledge sharing on organizational learning. Originality/value This research provides insights into the factors supporting organizational learning.
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Janicijevic, Nebojsa. "Interplay of institutional and cultural theories of organization." Sociologija 57, no. 3 (2015): 438–58. http://dx.doi.org/10.2298/soc1503438j.

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In this paper, similarities and differences between the institutional theory of organization and organizational culture theory are analysed, and how these theories complement each other is highlighted. This study posits that both the institutional and cultural theories of organizations have the same research subject and that they approach it from the same research paradigm. The level of analysis distinguishes the two, and therefore, an interaction between the institutional and cultural theories of organizations is useful. Organizational culture theory supports the institutional theory in explaining the underlying factors and the forms of the implementation of institutional pattern in organizations. The institutional theory of organizations supports the organizational culture theory to expand its findings regarding the sources of organizational culture.
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Maria, Ujhelyi, Kun Andras Istvan, and Hanesz Julia. "Students′ Perception of Organization Culture at a Faculty of Science and Technology." Studia Universitatis „Vasile Goldis” Arad – Economics Series 27, no. 1 (April 1, 2017): 41–54. http://dx.doi.org/10.1515/sues-2017-0004.

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Abstract The current study uses an adapted version of Cameron and Quinn’s OCAI questionnaire to test the organisational culture of the Faculty of Science and Technology at the University of Debrecen, Hungary, as it is perceived by its students, and also to discover what type of organisational culture the same students think would be ideal for them. An additional objective of this paper is to identify possible gaps between the perceived and the ideal cultures expressed by the students. Our sample includes 128 questionnaires completed by bachelor students from 6 different majors at the faculty. According to our results, the respondents perceive to a significant degree that the faculty’s organisational culture is at an average level of clan, market and hierarchy cultures, while it also exhibits a relatively low level of the adhocracy culture. Their ideal faculty culture would be one with average adhocracy, average hierarchy, high clan and low market features. Significant gaps are identified between the perceived and ideal cultures in all the four types: students would prefer an increase in clan and adhocracy cultures, and a decrease in the other two cultures.
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Huising, Ruthanne, and Susan S. Silbey. "From Nudge to Culture and Back Again: Coalface Governance in the Regulated Organization." Annual Review of Law and Social Science 14, no. 1 (October 13, 2018): 91–114. http://dx.doi.org/10.1146/annurev-lawsocsci-110615-084716.

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The range of organizational responses to regulatory requirements is often explained by describing the organization as a monolithic actor interacting with external agents. We look inside regulated organizations, recognizing them as a web of transactions and norms, to examine how formal and informal organizational practices transform regulatory requirements into normalized activity. This article identifies four levers used at the coalface—or frontline—of the organization to encourage compliance in organizations: nudge (individual), bureaucracy (roles, rules, and procedures), relational governance (network), and organizational culture (assumptions, values, and artifacts). We map the range of research on coalface governance while displaying the assumptions and implications of each lever often embedded in recommendations to policy makers or organizational managers. We offer this continuum of techniques to invite a richer conversation about ways of pursuing compliance in organizations.
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Kirin, Snežana, Gordana Gavrić, and Sandra Kirin. "Organizational Culture in Serbian Companies According to the Denison Model." Economic Analysis 52, no. 1 (June 24, 2019): 97–108. http://dx.doi.org/10.28934/ea.19.52.12.pp97-108.

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Organizational culture is an important research topic of modern management science. The results of research conducted in order to cast light on organizational culture in Serbia are shown in the following paper. Since finding a balance between the demands for consistency of an organization and its required adaptability to change is a major challenge in managing organizations in the contemporary world, the Denison Model was applied to the research. The essence of the model is consisted of four dimensions of organizational culture: mission, consistency, involvement of employees, and ability of an organization to change thus including its need for stability as well as for flexibility. The obtained results specifically point to aspects of organizational culture the advancement of which will improve the efficiency and competitive advantage of enterprises in Serbia, which can serve as useful information to policy creators for making better decisions.
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Morrill, Calvin. "Culture and Organization Theory." ANNALS of the American Academy of Political and Social Science 619, no. 1 (September 2008): 15–40. http://dx.doi.org/10.1177/0002716208320241.

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Dissertations / Theses on the topic "Organization of science and culture"

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Baptiste, Amankwa, Jean-Baptiste Krishma Eloise, and Sevgi İlgezdi. "Organizational Learning for the Development of Sustainability Culture in Life Science Organizations in Oresund Region." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-23138.

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This research sought to understand the role of organizational learning and the experience of the use of organizational learning for the development of sustainability culture in life science companies. Therefore, the study utilized a phenomenological qualitative approach to find out the perspectives of life science companies and life science non-governmental organizations (NGOs) about the subject matter. Furthermore, this study was exploratory and inductive and used a combination of research methods (triangulation). It was found that organizational learning creates sustainability awareness and engagement which contributes to the development of sustainability culture. This in turn would lead to the organization becoming a learning organization that focuses on sustainability. Government policies, quality management systems and internal standards serve as factors that create awareness of sustainability issues and encourage life science small-medium enterprises (SMEs) to continuously engage in sustainability business practices. It was found that various learning methods can be used internally and externally to learn about sustainability. However it is important that learning that is done externally or on an individual level be shared with the organization in a group or organizational level. The study acknowledged a heightened awareness for more sustainability focused practices within the operations of life science companies, however the financial constraints negatively influence how they prioritize their actions. It also identified how collaborations with life sciences NGOs help facilitate the implementation of a long-term sustainability vision and strategies into life science companies.
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Tuan, Nien-Tsu. "Towards an interactive management approach to performance improvement in bureaucratic organization." Doctoral thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/14950.

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Bibliography: p. 213-220.
Organization science is not a new discipline. However, it persistently attracts many researchers to explore new concepts for coping with the increasing complexity in our society. The exploration is in transition, from mechanistic doctrine to systemic and humanistic notions. The mechanistic view is still prevailing and playing a dominant role, but, owing to its increasing critics, appeals for renovation of mechanistic principle incessantly arise. The tendency induces diversified approaches for intervening in the situation of bureaucratic context. This research investigates the features of organization from three angles - on the one hand, the structure and process (functional) aspects, and on the other, the purposeful behaviour of humans. Many works see the three components as separate, and deal with them accordingly. However, we contend that the three aspects are interrelated and that they should be integrated. The integration suggests that multiple views of organization are adequate because it embodies the attributes of purposeful behaviour and functional characteristics. Problems within an organization can be seen as the mutual influence of these parts. They can mutually aggravate and impede the performance of an organization. On the one hand, we contend that bureaucratic organization is inadequate, owing to its fragility in functional components of processing information to adapt to environment change. On the other hand, its rigid essence causes an inability to deal with human dimension problems. The problematical elements present a systemic relation. In turn, we attempt to explore the essence of organization's complex problems. The exploration concludes that both complexity and problems are cognitive phenomena. The illustrations suggest that the unearthing of organization problems should be grounded in the 'interaction' and 'consensus' 'model interchanging' of stakeholders. Based on this idea, we propose an intervention framework for diagnosing pathological pattern within bureaucratic organization. The framework is applied to one of South Africa's biggest local governments (the City of Tygerberg). The research result shows that the most significant problem within the City of Tygerberg is in the information-processing subsystem- associator. Besides, the 'mental pathology' locates on the 'sink' stage of the structured problem model.
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Laitinen, N. (Niilo). "Organizational culture as source of innovations." Bachelor's thesis, University of Oulu, 2016. http://urn.fi/URN:NBN:fi:oulu-201605131729.

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In now-a-days competitive global markets, organizations are required to become more flexible and adaptable in order to survive in the rapidly changing business environment. The ability to innovate is touted to be the key factor for ensuring the continuity and increased competitiveness of organizations. However, many attempts to create and implement innovations in organizations turn out to be unsuccessful due to the fact that organizational culture is unsuitable for the innovation effort. This thesis contributes to the discussion of innovation supportive culture by identifying the most essential aspects of organizational culture related to organizations’ ability to innovate. It is argued, that despite the extensive research on the subject of organizational culture, the terminology and definitions are found to vary greatly within researchers, thus complicating the research subject. Nevertheless, organizational culture, and especially it’s aspects of innovative values, organizational climate and leadership, are identified as crucial components for successful creation and implementation of innovations.
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Niyazoglu, Abdullah Beyazit. "The Impacts Of European Union On Turkish Organizational Culture:a Comparative Study Between Turkish National Agency And State Planning Organization." Master's thesis, METU, 2007. http://etd.lib.metu.edu.tr/upload/2/12608023/index.pdf.

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The rapid developments occurred in the process of Turkey&rsquo
s participation movements into European Union brought also with themselves the first signs of the potential impacts which the European Union will cause to come into existence on the Turkish bureaucracy. The purpose of this study is to ascertain the role the European Union plays as an environmental factor in the formation of organizational culture. In order to realize the purpose of this thesis, a comparative survey was administered between the State Planning Organization (SPO) and the Turkish National Agency which was established as a department in SPO in 2002 and attained its autonomous body within the framework of legal arrangements and which is in a direct interaction with the European Commission in respect of working environment. The study has reached the conclusion that the Turkish National Agency has higher level of cultural characteristics than SPO in the framework of organizational culture. The reached findings support that the Turkish National Agency, although a state/public institution, is under the impact of EU which bring in differentiation. In addition, questionnaire results were compared with Turkish cultural characteristics in Hofstede&rsquo
s national cultural analysis and it was seen that some aspects of Turkish National Agency were also reflected those characteristics. As a result, the Turkish National Agency developed a &rdquo
hybrid&rdquo
structure under the impact of EU and Turkish bureaucracy, and this structure, which is the first sample of its own kind, will be a significant example for similar institutions which will possibly come into being in future.
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Nisar, Muhammad Atif, Mahfooz Ahmad Shahid, and Banoosheh Ghasemi. "Green IT Initiatives in organizations for achieving Environmental Sustainability; integration of Change Management and Organization Culture." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-16079.

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The issue of environmental sustainability is rising nowadays, which made the organisations to survive the planet. Accordingly, the governments are giving support to organisations for taking steps to achieve the environmental sustainability. To achieve the environmental sustainability, it is needed to bring change in organisations. Besides, Information Technology plays a significant role to develop novel processes and technologies to control the environmental loads for achieving environmental sustainability. This study is based on three mainstay concepts: Change Management, Green IT, and Organisational Culture. This research is intended to identify Green IT initiatives to achieve the environmental sustainability through change management and organisational culture in the organisations. A change management model is ultimately presented in the analysis, which describes the process of change management within an organisation based on the three main concepts mentioned above. This study is an investigation based on literature reviews and two case studies (Tetra Pak (Pakistan) and Panasonic (Sweden)). Case Studies have been carried out to verify the commodity of change process model (theoretical framework) and change management model. The research is also aimed to find, if the investigated organisations ultimately capture the targeted result, when willing to bring Green IT in their organisational systems.
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Bess, Donald Arlo. "Understanding Information Security Culture in an Organization: An Interpretive Case Study." NSUWorks, 2012. http://nsuworks.nova.edu/gscis_etd/88.

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Information systems are considered to be a critical and strategic part of most organizations today. Because of this it has become increasingly important to ensure that there is an effective information security program in place protecting those information systems. It has been well established by researchers that the success of an information security program is heavily dependent upon the actions of the organizational members that interact with the information security program. Because of the interaction between people and the information security program an appropriate information security culture is required to effectively influence and control the actions of the members within that organization. While the importance of an information security culture has been well established by researchers there has been little research conducted to date that assist in understanding and managing information security culture within organizations. To expand the body of knowledge in this area this study will explore the information security culture of a large organization using interpretive case study methodology. The use of semi-structured interviews to collect data has allowed the researcher to report back their interpretation of shared meanings, consciousness, language and artifacts observed while at the research site. Structuration theory was applied as a theoretical lens with which to better understand information security culture and explore ways in which organizations can better understand and manage information security culture. We found structures of signification and legitimacy were the most influential on employee's behavior towards information security. While the structure of domination exerted minimal influence over employee's behavior. This research study contributes to the existing body of knowledge regarding information security culture by examining the role of structural properties exhibited within information security culture. Structural properties of information security culture have not been adequately considered within the existing literature. By expanding our understanding of the role of social structures such as systems of meaning, power and legitimacy on information security culture researchers will have a deeper understanding of this phenomena call information security culture. This will enable us to better understand how to develop and manage an appropriate information security culture.
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OZGULER, MUSTAFA. "COMPARING AND ASSESSING THE PREPAREDNESS OF POLICE ORGANIZATIONS IN COUNTER-TERRORISM (NETHERLANDS AND UNITED KINGDOM)." Kent State University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=kent1219738755.

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Basri, Ahmad Fawzi Mohd. "The United Malays National Organization (UMNO) 1981-1991 : a study of the mechanics of a changing political culture." Thesis, University of Hull, 1992. http://hydra.hull.ac.uk/resources/hull:3503.

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Saleam, Jim. "The other radicalism an inquiry into contemporary Australian extreme right ideology, politics and organization, 1975-1995 /." Connect to full text, 1999. http://hdl.handle.net/2123/807.

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Thesis (Ph. D.)--University of Sydney, 2001.
Title from title screen (viewed Apr. 22, 2008). Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the Dept. of Government and Public Administration, Faculty of Economics & Business. Degree awarded 2001; thesis submitted 1999. Includes bibliography. Also available in print form.
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Johnson, Hägglund Oskar, and John Werner. "Att finna hävstångskraften : En systemteoretisk studie om organisatoriskt lärande." Thesis, Uppsala universitet, Institutionen för pedagogik, didaktik och utbildningsstudier, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-257568.

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Organisatoriskt lärande är ett begrepp som i dagens föränderliga värld är relevant för alla organisationer. Då det är individer som utgör organisationer, är medarbetarnas utveckling essentiell för organisationens utveckling. Vilka faktorer kan då främja organisatoriskt lärande? Denna studie syftar till att ur ett medarbetarperspektiv, med hjälp av systemteori, dra slutsatser angående hur faktorer som organisationskultur, kommunikation, samarbete, visioner och uppsatta mål påverkar lärandet i en organisation. Utifrån syftet formulerades tre frågeställningar som behandlar vilka förutsättningar till lärande som kan identifieras i en organisation, medarbetares upplevelser av organisationens klimat och kultur, samt hur medarbetarna upplever att de övergripande mål och visioner som finns i organisationen speglar deras personliga mål och visioner. För att besvara dessa frågeställningar genomfördes sju halvstrukturerade intervjuer med medarbetare i en svensk arbetsorganisation för att samla in den empiriska datan. Som analysverktyg användes Peter Senges systemteori, såväl som andra relevanta teorier inom fältet. Resultatet visar att det råder beroendeförhållanden mellan medarbetarens personliga visioner, organisationens övergripande mål och visioner, organisationskultur och kommunikation. Vidare påvisas att alla dessa faktorer har inverkan på lärandet. Att finna hävstångskraften betyder att identifiera vilka möjligheter som finns till att påverka nämnda faktorer, för att i slutändan främja det organisatoriska lärandet.
Organizational learning is a concept that in a changing world is relevant to all organizations. As organizations consist of individuals, employee development is essential for the organization's development. So what factors can promote organizational learning? The purpose of this study is by taking an employee perspective, and using systems theory, draw conclusions about how factors such as organizational culture, communication, cooperation, vision and goals affect learning in an organization. Based on the design of this study, three questions were formulated regarding the conditions for learning that can be identified in an organization, employees' perceptions of organizational climate and culture, and how employees perceive that the overall goals and visions that exist in the organization reflects their personal goals and visions. To answer these questions seven semi-structured interviews with employees in a Swedish organization were conducted, to collect the empirical data. The analytical tools used are Peter Senge's systems theory, as well as other relevant theories in the field. The result shows that there are interdependences between the employee's personal vision, the organization's overall goals and vision, organizational culture and communication. Further demonstrated is that all these factors have an impact on learning. Finding the leverage means to identify the opportunities that exist to influence the aforementioned factors, to ultimately promote organizational learning.
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Books on the topic "Organization of science and culture"

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Press, Salem. Sociology reference guide: The social organization of work. Pasadena, Calif: Salem Press, 2011.

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Schabracq, Marc J. Changing Organizational Culture. New York: John Wiley & Sons, Ltd., 2007.

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Osborne, Tony. Greed is good and other fables: Office life in popular culture. Santa Barbara, Calif: Praeger, 2012.

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Worsley, Peter. Polity, economy, culture: Components of the world system. Cork: University CollegeCork, Department of Sociology, 1992.

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Hodson, Randy. The social organization of work. Belmont, Calif: Wadsworth Pub. Co., 1990.

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1949-, Sullivan Teresa A., ed. The social organization of work. 3rd ed. Belmont, Calif: Wadsworth/Thomson Learning, 2002.

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Hodson, Randy. The social organization of work. 2nd ed. Belmont, Calif: Wadsworth, 1995.

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1949-, Sullivan Teresa A., ed. The social organization of work. 2nd ed. Belmont: Wadsworth Pub. Co., 1994.

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Nicotera, Anne Maydan. Understanding organizations through culture and structure: Relational and other lessons from the African-American organization. Mahwah, N.J: Lawrence Erlbaum, 2003.

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McCarthy, J. Allan. Beyond genius, innovation & luck: The "rocket science" of building high-performance corporations. Los Altos, CA: 4th Edition Pub., 2011.

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Book chapters on the topic "Organization of science and culture"

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Reisyan, Garo D. "Brain Science and Emotion Research." In Neuro-Organizational Culture, 77–166. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-22147-2_3.

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Kay, Ronald. "Organizational Culture." In Managing Creativity in Science and Hi-Tech, 175–90. Berlin, Heidelberg: Springer Berlin Heidelberg, 1990. http://dx.doi.org/10.1007/978-3-642-74896-7_13.

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Kay, Ronald. "Organizational Culture." In Managing Creativity in Science and Hi-Tech, 143–53. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24635-7_13.

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Davies, Muriel, and Stéphanie Buisine. "Innovation Culture in Organizations." In Science, Technology and Innovation Culture, 101–15. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2018. http://dx.doi.org/10.1002/9781119549666.ch6.

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Çetin Gürkan, Güney, and Şule Aydın Tükeltürk. "Strategies for Innovative Organization Structure: Innovative Culture and Open Innovation." In Contributions to Management Science, 185–99. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-44591-5_13.

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Patwardhan, Abhijit. "National Culture, Organization Structure and Innovation: A Contingency Theory Perspective." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 147. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11806-2_66.

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Wong-Rieger, Durhane, and Fritz Rieger. "The Influence of Societal Culture on Corporate Culture, Business Strategy, and Performance in the International Airline Industry." In Organizational Science Abroad, 229–65. Boston, MA: Springer US, 1989. http://dx.doi.org/10.1007/978-1-4899-0912-1_12.

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Ertosun, Oznur Gulen, and Zafer Adiguzel. "Leadership, Personal Values and Organizational Culture." In Contributions to Management Science, 51–74. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77622-4_3.

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Amado, Gilles. "Psychoanalysis and Organization: A Cross-Cultural Approach." In Contributions to Management Science, 13–22. Heidelberg: Physica-Verlag HD, 1994. http://dx.doi.org/10.1007/978-3-662-12847-3_2.

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Minelgaite, Inga, Svala Guðmundsdóttir, Árelía E. Guðmundsdóttir, and Olga Stangej. "Organizational Culture in Iceland: Welcoming the Uncertainty." In Contributions to Management Science, 27–38. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96044-9_4.

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Conference papers on the topic "Organization of science and culture"

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Travica, Bob. "Information Politics and Information Culture: Case of a Festival Organization." In InSITE 2005: Informing Science + IT Education Conference. Informing Science Institute, 2005. http://dx.doi.org/10.28945/2928.

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This article introduces the concepts of information politics and information culture and presents a case study that explores these concepts. The literature from the areas of IS theory and organization theory that provides a backdrop to these concepts is discussed. A case of an organization that has characteristics of both small business and voluntary organization is presented as initial validation of the concepts of information politics and information culture. The case draws on a longitudinal interpretivist study and tracks a trajectory of organizational design, information politics, information culture, management and organizational performance over 25 months. The primary finding is that the organization studied exhibited two distinct information politics and information cultures, each related to different development phases—the era of clan and the era of teams. The article also discusses particular aspects of information politics and information culture and how these relate to organizational performance. Derived are implications for further research on information politics and information culture as well as for a broader parent framework called Information View of Organization.
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Burcik, Vladimir, Fred Kohun, and Robert Skovira. "Analyzing the Affect of Culture on Curricular Content: A Research Conception." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3112.

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A research conception is developed to enable qualitative and quantitative research on the affect of culture on the curricular content of business and information systems degree programs. The frame raises the interconnected issue of globalizing business and information systems education (theories of organization, management, and employees’ motivation, and the use of information systems) and the affects of a society’s culture. The paper asserts that a society’s culture affects the business and information systems curricula. The essay assumes that any organization is an info-scape (an information landscape). A person’s culture shapes tacitly his or her understandings of the nature and functionality of an organization and its information systems and how to manage them. The conception, following Hofstede and Hofstede, presents an understanding of the Power Distance and Uncertainty Avoidance dimensions and four organizational views: the organization as Pyramid, Market, Machine, and Family. The conception also proposes a relation of organizational type to organizational governance styles: Monarchical, Feudal, Federal, and Anarchical. Finally, the conception also includes the relationship between organizational models and styles of managing organizations: Directive, Analytic, Conceptual, and Social.
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Lonto, Apeles. "School Organization Culture." In Proceedings of the International Conference on Social Science 2019 (ICSS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icss-19.2019.74.

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Hanaoka, Sho. "A Study on the Relevance between the Progress of IT and Business Ethics in Typical Japanese Organizations." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2682.

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Each lower-level organization within in most Japanese companies has its own implicit code of conduct based on its own organizational culture. The structure of the ordinary Japanese organization is expressible as a closed space surrounded by higher walls on all four sides. Also the walls are expressible as roll-away fences, changing their positions by adapting to the changes in the environment. The position of each wall becomes more indefinite by adapting to new business models such as SCM, ERP, ASP, etc. As a consequence, some of these walls become to invisible from time to time, and most companies are confronted with unconformity and confusion between the organizations in doing business. Moreover, the progress of internationalization adds momentum to the confusion. In this paper, first, the author elucidates the peculiar characteristics of the Japanese organization's culture and problems it poses in bus iness ethics. Then, the issue of using IT on business ethics is discussed. Finally, a "wall-in model" expressing the gaps of the adjacent organizations is proposed. Then we discuss the effective use of IT for solving the problems of business ethics.
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Logan, Robert. "The Teleodynamics of Culture, Language, Organization, Science, Economics and Technology (CLOSET)." In ISIS Summit Vienna 2015—The Information Society at the Crossroads. Basel, Switzerland: MDPI, 2015. http://dx.doi.org/10.3390/isis-summit-vienna-2015-i021.

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Frygell, Linda, Jonas Hedman, and Sven Carlsson. "Implementing CRM System in a Global Organization - National vs. Organizational Culture." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2017. http://dx.doi.org/10.24251/hicss.2017.553.

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Pei, Le. "Patterns and Generation Strategies of Organizational Culture Driven by Innovation in Non-Profit Organization." In Proceedings of the 2019 2nd International Conference on Education, Economics and Social Science (ICEESS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iceess-19.2019.51.

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Wasito, Haryono, Pieter Sahertian, and Vinus Maulina. "Leadership Style, Organization Culture, Motivation, and Principal Supervision of Teachers." In 2nd Annual Conference on Social Science and Humanities (ANCOSH 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210413.069.

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Pratama, Angga, Rahmi Syamsuddin, Jublina Oktora, and Denok Sunarsi. "Organizational Culture, Transformational Leadership and the Impact on Knowledge Sharing in Selected Research Organization." In Proceedings of the 1st International Conference on Economics Engineering and Social Science, InCEESS 2020, 17-18 July, Bekasi, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.17-7-2020.2302998.

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"Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4187.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.
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Reports on the topic "Organization of science and culture"

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Gelfand, Michele. Culture and the Contagion of Conflict: Social Science and Computational Approaches. Fort Belvoir, VA: Defense Technical Information Center, August 2015. http://dx.doi.org/10.21236/ada621201.

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Kostoff, Ronald N., and Eliezer Geisler. Science and Technology Text Mining: Strategic Management and Implementation in Government Organization. Fort Belvoir, VA: Defense Technical Information Center, March 2004. http://dx.doi.org/10.21236/ada421060.

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Agrawal, Ajay, John McHale, and Alexander Oettl. Collaboration, Stars, and the Changing Organization of Science: Evidence from Evolutionary Biology. Cambridge, MA: National Bureau of Economic Research, November 2013. http://dx.doi.org/10.3386/w19653.

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Kristo, M., I. Hutcheon, P. Grant, L. Borg, M. Sharp, K. Moody, C. Conrado, and P. Wooddy. Australian Nuclear Science & Technology Organization (ANSTO) Interdicted Samples 24-Hour Report. Office of Scientific and Technical Information (OSTI), January 2011. http://dx.doi.org/10.2172/1016939.

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Klossner, Kristin Ann. Pollution prevention opportunity assessment for building 878, manufacturing science and technology, organization 14100. Office of Scientific and Technical Information (OSTI), May 2004. http://dx.doi.org/10.2172/882319.

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Sanz-Hernández, A., L. Alcalá-Martínez, and L. Bacallao-Pino. Public communication of science, scientific culture and sense of localness. The case of the city of Teruel, Spain. Revista Latina de Comunicación Social, RLCS, October 2014. http://dx.doi.org/10.4185/rlcs-2014-1027en.

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Petrova, M. A. Electronic textbook "Organization and management in the selected sport: module (Sport Management): a course of lectures" (direction - 49.03.01 "Physical Culture", level - bachelor's degree). Science and Innovation Center Publishing House, November 2016. http://dx.doi.org/10.12731/petrova.01112016.22235.

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Bochenek, Grace, Timothy Kotnour, and James Ragusa. Driving Change from the Middle in High-Tech Organizations: An Approach and Lessons Learned from a Military Science and Technology Development Organization. Fort Belvoir, VA: Defense Technical Information Center, February 2005. http://dx.doi.org/10.21236/ada608610.

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Quinn, Jarus W. Optical Computing. Organization of the 1993 Photonics Science Topical Meetings Held in Palm Springs, California on March 16 - 19, 1993. Technical Digest Series, Volume 7. Fort Belvoir, VA: Defense Technical Information Center, March 1993. http://dx.doi.org/10.21236/ada269025.

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Quinn, Jarus W. Organization of the Optical Society of America Photonic Science Topical Meeting Series. Volume 7. Quantum Optoelectronics Held in Salt Lake City, Utah on 11-13 March 1991. Fort Belvoir, VA: Defense Technical Information Center, May 1992. http://dx.doi.org/10.21236/ada253823.

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