Relevant bibliographies by topics / Organizational culture and social norms

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

Academic literature on the topic 'Organizational culture and social norms'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Organizational culture and social norms"

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Ahiabor, Godson. "THE IMPACT OF CORPORATE CULTURE ON PRODUCTIVITY OF FIRMS IN GHANA: A CASE OF VODAFONE GHANA." Problems of Management in the 21st Century 9, no. 3 (December 20, 2014): 173–82. http://dx.doi.org/10.33225/pmc/14.09.173.

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It is believed that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Thus, many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. Organizational culture does not only affect the manner in which managers manage and consequently shape employee behavior, but also the total output and the way it provides services to its customers. Corporate culture or organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. Corporate culture covers moral, social, and behavioral norms of one’s organization based on the values, beliefs, attitudes, and priorities of its members. The researcher can say that corporate culture does have a positive impact on the productivity of any organisation, and with Vodafone, it does increase its productivity. Key words: corporate culture, impact, firms, telecommunication and productivity.
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Canning, Elizabeth A., Mary C. Murphy, Katherine T. U. Emerson, Jennifer A. Chatman, Carol S. Dweck, and Laura J. Kray. "Cultures of Genius at Work: Organizational Mindsets Predict Cultural Norms, Trust, and Commitment." Personality and Social Psychology Bulletin 46, no. 4 (September 10, 2019): 626–42. http://dx.doi.org/10.1177/0146167219872473.

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Three studies examine how organizational mindset —whether a company is perceived to view talent as fixed or malleable—functions as a core belief that predicts organizational culture and employees’ trust and commitment. In Study 1, Fortune 500 company mission statements were coded for mindset language and paired with Glassdoor culture data. Workers perceived a more negative culture at fixed (vs. growth) mindset companies. Study 2 experimentally manipulated organizational mindset and found that people evaluated fixed (vs. growth) mindset companies as having more negative culture norms and forecasted that employees would experience less trust and commitment. Study 3 confirmed these findings from more than 500 employees of seven Fortune 1000 companies. Employees who perceived their organization to endorse a fixed (vs. growth) mindset reported that their company’s culture was characterized by less collaboration, innovation, and integrity, and they reported less organizational trust and commitment. These findings suggest that organizational mindset shapes organizational culture.
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Ganescu, Cristina, and Andreea Gangone. "A Model of Socially Responsible Organizational Culture." Studia Universitatis „Vasile Goldis” Arad – Economics Series 27, no. 2 (June 27, 2017): 45–59. http://dx.doi.org/10.1515/sues-2017-0008.

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Abstract While scholarly literature abounds with research on organizational culture and CSR, this study adds knowledge to the field, redefining a new concept: that of socially responsible organizational culture. In our opinion, socially responsible organizational culture encompasses all the values, beliefs, norms and strategies that facilitate, direct, operate and develop the relations between organization and stakeholders in order to harmonize these relationships and increase economic, social and environmental performance. This paper creates a conceptual model of socially responsible organizational culture and presents a methodology for evaluating socially responsible organizational culture in the EU Member States. Results show significant variations between states, explained by differences in national culture, attitude and focus on CSR actions.
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Tovkanets, H., and A. Marhitych. "ETHICAL PRINCIPLES OF DEVELOPMENT OF MODERN COLLEGE ORGANIZATIONAL CULTURE." Aesthetics and Ethics of Pedagogical Action, no. 23 (August 4, 2021): 90–99. http://dx.doi.org/10.33989/2226-4051.2021.23.238258.

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The article considers the features of ethics and ethical relations in the development of the organizational culture of the college. It is emphasized that adherence to organizational culture, which is the moral and ethical side of the activity, the ability to achieve goals without violating the norms of morality is a characteristic feature of a successful educational organization. The conditions for the development of the organizational culture of the college are determined, in particular, the development of ethical norms in the system of organizational culture and taking into account the peculiarities of the adoption of ethical standards, are the inclusion of ethical standards in the strategy of the educational organization, documentation support of normative sources and information support of the ethical and moral principles of the college. An indicative college development program is considered in terms of establishing ethical standards, aimed at meeting the needs of the individual in intellectual, cultural, and moral development, compliance with the requirements of the teacher's job description, strengthening the social significance of the teaching profession, educating a person with a humanistic outlook and high moral qualities. It is substantiated the ethical code as a document of a social contract within an educational organization, which can perform three main functions: reputational; management; developing, and also serve as a certain guarantee of fairness in interpersonal business relations. It is noted that the organization's code has an «instrumental» status, is a moral and practical means, presents and approves the moral vector and meaning of organizational culture, the means of implementing and realizing the «general spirit» and mission of the organization. It is concluded that in a college environment, the ethical principles of organizational culture contribute to the successful professional training of students, the formation of awareness of their civic position, the mastery of certain knowledge, the ability to acquire it, the ability to be honest, decent, loyal, reliable member of society; and also find your place in it, to work successfully and professionally, to benefit people and society as a whole.
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Ferro-Soto, Carlos, Luz Macías-Quintana, and Paula Vázquez-Rodríguez. "Effect of Stakeholders-Oriented Behavior on the Performance of Sustainable Business." Sustainability 10, no. 12 (December 11, 2018): 4724. http://dx.doi.org/10.3390/su10124724.

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This study focuses on stakeholder-oriented behavior, throughout organizational culture and organizational behavior, and its effects on the performance of sustainable organizations managed according to Corporative Social Responsibility (CSR) criteria. The investigation demonstrates that the sustainability efforts of a wide range of stakeholders exert various effects on business performance. This investigation tests two integrated conceptual models: (a) Stakeholder Orientation Model estimates the relationships among organizational culture components and their effects on stakeholder-oriented organizational behavior. That is, it estimates the influence of values on norms and artifacts, and their effects on stakeholder-oriented organizational behavior; (b) Performance model estimates the association between stakeholder-oriented organizational behavior and financial and market performance, reputation, and commitment. Using Structural Equation Modelling, both models were estimated from primary data collected from large- and medium-sized multi-sector Colombian companies involved in business sustainability practices. The findings reveal that values are antecedents of norms, but neither values nor norms are predictors of artifacts. Furthermore, norms and artifacts exert direct effects on stakeholder-oriented organizational behavior. In turn, stakeholder-oriented organizational behaviors are predictors of both market performance and commitment. Nevertheless, stakeholder-oriented organizational behaviors are not direct antecedents of both financial performance and reputation.
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Oerlemans, Leon AG, Frien Van Kessel, and Saskia Van Stroe. "No creative person is an island: Organisational culture, academic project-based creativity, and the mediating role of intra-organisational social ties." South African Journal of Economic and Management Sciences 17, no. 1 (February 11, 2014): 52–75. http://dx.doi.org/10.4102/sajems.v17i1.706.

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This paper examines the relationship between perceptions of organizational culture, academics’ social embeddedness, and their creative paper project output. It argues that the extent to which researchers working on paper projects are socially embedded by having social ties with colleagues inside and outside their academic department (but within the same university) is a causal step linking organizational values and norms to creative outputs. This study, however, does not find support for the proposed mediating effects. Instead, results indicate that three organizational culture dimensions – i.e. performance orientation, environmental orientation, and innovation support – affect employees’ creative project output through their social embeddedness outside the department (but within their own university). As the organizational culture and social embeddedness of employees outside the department are both contextual factors that (either indirectly or directly) matter for the generation of creative project outputs by researchers, this study concludes that “no creative person and no project is an island”.
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Deliana, Marlina. "Budaya Organisasi Salah Satu Faktor Penentu Kinerja Karyawan." Journal of Education, Humaniora and Social Sciences (JEHSS) 3, no. 2 (December 2, 2020): 518–23. http://dx.doi.org/10.34007/jehss.v3i2.355.

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Organizational culture is one of the factors that differentiate the performance results of a company. Organizational culture is proposed to employees as the way a job is done. National and social culture of a country influences organizational culture, based on the Hofstede’s and Trompeneaar’s model, there are dimensions of community culture that influence and shape the values and norms of a founder, employees, and customers of a company. Performance is the result of an employee's ability coupled with effort and support. The ability of an influential person is influenced by talent and interest, while effort is influenced by motivation, incentives and work patterns. The importance of organizational culture on employee performance has two research views. Some researchers consider that organizational culture has no significant effect on performance, while some studies prove that organizational culture has a positive and significant effect on employee performance. Organizational culture that is found in many Indonesians organizational culture is a hierarchical culture, which focuses on control and stability associated with the bureaucratic system. So that this becomes one of the factors, where organizational culture is not a determining factor for improving performance.
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Nonino, Fabio. "The network dimensions of intra-organizational social capital." Journal of Management & Organization 19, no. 4 (July 2013): 454–77. http://dx.doi.org/10.1017/jmo.2013.20.

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AbstractThe article provides the results of research carried out within the organizational social capital theory and the network theory of organizations. The research contributes to these theories by identifying, through an analysis of the literature, 10 informal network sources of intra-organizational social capital. A model for representing and measuring intra-organizational social capital based on the 10 informal organizational networks identified and on three different conceptual perspectives (structural, relational and cognitive) is subsequently proposed. The model is validated through an empirical study conducted within five divisions of a knowledge-intensive company. The research results suggest that among the 10 informal relationships studied, the accessibility of individuals primarily predicts the emergence of more informal relationships, which are the real source of intra-organizational social capital through resource exchange and combination. Furthermore a continuous working cooperation and the willingness of colleagues to make themselves available for cooperation also create a shared organizational culture in terms of language, norms and values and maintain a stable working information flow within organizations.
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Jalinik, Mikołaj, and Bolesław Hryniewicki. "Organizational Culture in the Management of Tourist Companies." Zarządzanie w Kulturze 21, no. 3 (2020): 239–51. http://dx.doi.org/10.4467/20843976zk.20.020.12680.

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The aim of the study is the presentation of organizational culture and its importance in the management of an enterprise in the tourism industry. Specialist literature as well as the method of observation and induction and deduction have been used in writing it. Employees are the basis for the functioning of each enterprise and the achievement of its goals. It is they who shape its image, create the organizational culture, and reputation in the environment. Their competences, knowledge, and skills determine the effectiveness and efficiency of each enterprise. Thanks to their work, products and services that meet social needs and thus create organizational progress are created. Organizational culture consists of a system of values, norms, principles, and methods of thinking and acting that has been accepted and adopted by a group of people. This phenomenon can be seen in organized social systems such as companies, schools, and others. It is a social phenomenon because it can be discussed and noticed only if it is accepted and practiced by a group of people. The notion of organization culture entered the theory of organization of management in the 1980s and 1990s on a wider scale, and studies on the topic flourished in the 1970s, when they were at the forefront of anthropological research. Organizational culture is an important basis for the effective functioning of each tourist enterprise and influences the effectiveness of its management. The importance of organizational culture is significant because it influences the work results of individuals, efficiency, job satisfaction and involvement, planning strategy, task execution, and recruitment and selection of employees, as well as their acceptance by the business entity.
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Ames, G. M., J. W. Grube, and R. S. Moore. "Social control and workplace drinking norms: a comparison of two organizational cultures." Journal of Studies on Alcohol 61, no. 2 (January 2000): 203–19. http://dx.doi.org/10.15288/jsa.2000.61.203.

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Dissertations / Theses on the topic "Organizational culture and social norms"

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Váňová, Jana. "Systém symbolů a jeho vztah k sociálním normám a standardům jednání ve vybrané organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-76970.

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This thesis is focused on survey of important symbolic agents, with that the organizational culture is presented in the chosen organization. Part of this thesis deals with the identification of social norms and standards of behaviour, that are thought to be important in this organization. Purpose of this thesis is verify, the relation of symbolic agents to strong embedded and sharable social norms and standards of behaviour in organization in randomly chosen research sample of employees. At the end of the thesis are the results and recommendations for lead of organization.
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Tse, Chi-tai Willie. "Developing a norm of organizational climate in Hong Kong /." [Hong Kong : University of Hong Kong], 1990. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12792664.

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Nardon, Luciara. "The role of culture in coping with uncertainty /." view abstract or download file of text, 2005. http://wwwlib.umi.com/cr/uoregon/fullcit?p3181117.

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Thesis (Ph. D.)--University of Oregon, 2005.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 107-116). Also available for download via the World Wide Web; free to University of Oregon users.
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Jägare, Lindvall Amanda. "Informella normer : Organisationskulturers påverkan på yrkesverksamma socionomer." Thesis, Umeå universitet, Institutionen för socialt arbete, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-183088.

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Studien undersöker informella normer inom familjerätten och tillståndsenheten, och hur de kan påverka yrkesverksamma socionomer i sitt arbete. Undersökningen innefattar fyra intervjudeltagare, två socionomer från familjerätten och två socionomer från tillståndsenheten. Genom att undersöka de yrkesverksamma socionomernas förhållningssätt gentemot formella strukturer, handlingsutrymme och samarbete med kollegor kan de informella normerna, som styr de anställdas sätt att tänka, känna och agera, identifieras och analyseras. Med hjälp av teorier om kultur, organisationskultur och informella normer analyseras yrkesverksamma socionomers sätt att tänka, känna och agera utifrån vad som för organisationskulturen anses vara det korrekta sättet. Genom att studera likheter och skillnader i de anställdas uttryckande av sina inställningar och attityder, så är tanken att man ska kunna utläsa deras individuella sätt att tänka och känna, gentemot det sätt som organisationskulturens informella normer försöker styra dem till. Resultatet i undersökningen visar på att det finns informella normer i både tillståndsenheten och familjerätten som påverkar de yrkesverksammas samarbete med kollegor och tillhörighet till gruppen, vilket tycks påverka deras inställningar och attityder gentemot olika delar i yrkesutövandet. Resultatet visar ett samband mellan grupptillhörighet och positiva attityder och inställningar till samarbete med kollegor, och ett samband mellan negativa attityder och inställningar till utanförskap/exkludering ur gruppen. Resultatet visade att de informella normerna påverkade de yrkesverksamma socionomernas praktiska arbete, vilket gjorde sig påtagligt i deltagarnas konflikthantering, samarbete med kollegor och självständighet i handläggning och beslutsfattande.
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Sandberg, Jenny, and Ramona Malmberg. "Chefen som normsändare : En kvalitativ studie ur chefs - och personalperspektiv." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-9397.

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The aim of our study is to explore which norms that exists in the home care service, who is sending those norms, how are they maintained and how do they affect the interactions between staff and manager? We want to deep en our knowledge about home care service as an organization and increase our understanding for the psychosocial work environment and also the importance of leadership. We mean to read the organizational culture that exists which allows us to deal with the values that influence the behavior in the organization. The study is based on a qualitative method. The data consists of two focus group interviews, one with managers from the home care service - organization and one with staff from the same organization. T he interview with the managers consisted of five participants and the corresponding figure for the second interview with the staff was eight participants. The theoretical viewpoints have been communication - theory, organizational theory and Foucault´s th eory of power. Our result indicate that norms are something that unconsciously controls us and that we have learned that there are consequences when you step out of what is normative for the group. The result also indicate that norms within the own group i s difficult to recognize and a bit forbidden to talk about. One of the most important findings where that for our two interview - groups there where normative to talk about the care - takers perspective, but at the same time it was normative to base thoughts and acts from their own perspective. An important discovery is also that both managers and staff experience stress, have feelings of inadequacy and that nobody listens to their point of view. Both parts also have the experience of being powerless and not to be able to make decisions. According to them it seems like it is all about implement what they are ordered, which can be seen as the democracy is just a facade. The power exists and is being used but there are no subjects because no one experiences them selves to have any power.
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Rosengren, Calle. "Arbetstidens symbolvärde : om historisk kontinuitet och förändring i synen på arbetstid samt normers inverkan på arbetstidens gestaltning." Doctoral thesis, KTH, Industriell arbetsvetenskap, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-10614.

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The point of departure of the present thesis is what happens to working time in sections of the labor market where the content of production is becoming more knowledge-intensive, that is, where production is largely based on creativity, knowledge development and communication – processes that are difficult to control and locate in time. Paired with the rise in information and communication technology (ICT), room for interpretation is created by necessity as concerns the boundaries of work and what constitutes a satisfactory work effort. The thesis argues for the need to pay attention to social norms if we are to comprehend what guides action in such ”free” job situations – free in the sense that there is room for individual control of work hours. From a historical perspective, an understanding is sought of what constitutes the social norms surrounding working time and in what way they contribute to the temporal patterns the worker gives to his/her workday. In order to grasp the nature of temporal norms, two papers presented in the thesis study historical sources reflecting the way in which working time has been valued and debated in Sweden during the 20th century. In order to elucidate the relationship between work and work hours in knowledge-intensive jobs, two groups of wage earners with great influence over when, how and where their work is to be carried out have been studied. On the basis of these two cases, the thesis discusses on what grounds work expectations are created and how these expectations are handled. The results indicate that, in a historical perspective, working hours have been surrounded with normative conceptions. However, it was not until the formal employment contract was loosened that these norms had any real impact on the temporal pattern the individual gives to his/her working day. This is explained by the fact that, under this kind of loose contract, the worker is exposed to social expectations in a more direct way. The title, “On the symbolic side of working time”, implies that in giving working time a specific temporal pattern, the individual is expressing his/her identity, loyalty, commitment and status. Further, the thesis increases our understanding of the ways in which social norms both facilitate and limit our relation to working life; how these norms are refracted against a changing world, and how they are manipulated, debated and ever changing in content. At the same time, the thesis shows how different forces are working to restructure our conception of what is to be viewed as a satisfactory work effort and in the long run also how and when we work.
Avhandlingen tar sin utgångspunkt i frågan om vad som händer med arbetstiden i de delar av arbetsmarknaden där innehållet i produktionen blir mer kunskapsintensivt? Kunskapsproduktion som i mycket utgår från kreativitet, kunskapsutveckling och kommunikation, processer som är svåra att kontrollera och tidfästa. Tillsammans med framväxten av informations- och kommunikationsteknologin (IKT) har utvecklingen bidragit till att de tidsliga och rumsliga dimensionerna av arbete har förändrats. Ramarna för vad som utgör en fullgod arbetsinsats är många gånger är tve- och mångtydiga och inte alltid explicita. I avhandlingen framhålls vikten av att, i detta sammanhang, betrakta arbetstidens gestaltning som ett utslag av sociala förväntningar på beteende.Ur ett historiskt perspektiv söks en förståelse för hur de normer som omgärdar arbetstiden skapas, samt i förlängningen vilket inflytande de har på arbetstidens gestaltning. I syfte att sätta in vår syn på tid i ett större perspektiv genomförs i avhandling två delstudier av historiskt källmaterial vilket reflekterar hur arbetstid värderats och debatterats i Sverige under 1900-talet. I syfte att belysa förhållandet mellan arbete och arbetstid i kunskapsintensiva arbeten studeras två grupper lönearbetare vars arbete kännetecknas av ett stort inflytande över när, hur och var arbetet skall utföras. Utifrån dessa två case diskuteras dels hur förväntningar på arbetet skapas, dels hur arbetaren hanterar dessa förväntningar.Resultatet av avhandlingens delstudier visar att arbetsdagens längd sedd i ett historiskt perspektiv, varit förknippad med normativa föreställningar, men det är först när det formella avtalet luckras upp, som dessa föreställningar får ett större genomslag i praktiken. Detta då vi på ett mer direkt sätt exponeras för olika normer. Begreppet ”Arbetstidens symbolvärde” söker fånga hur individen i relation till omgivningens förväntningar uttrycker identitet, lojalitet och hängivenhet samt status beroende av hur arbetstidens hanteras. Avhandlingen bidrar till en ökad förståelse för normer som möjliggör och begränsar vårt förhållande till arbetslivet; hur dessa normer bryts mot en ständigt föränderlig värld, hur de manipuleras, debatteras och byter innehåll. Samtidigt visas tydligt hur olika krafter verkar för att omstrukturera synen på vad som ska betraktas som en fullgod arbetsinsats och i förlängningen även hur och när vi arbetar.
QC 20100806
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Botelho, Caitlin C. "Social Identities and Meanings in Correctional Work." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etd/3170.

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This study focuses on correctional officers’ values and perceptions of their workplace, the people they work with and for, and members of the general public. Although prior research has investigated correctional staff members’ feelings about their occupation, far fewer studies have implemented a comprehensive qualitative, microsociological approach. The author conducted 20 in-depth interviews with current and former correctional officers (COs) in public-supported facilities. Additional data were collected through two public Facebook pages designated for COs and citizens interested in the criminal justice system. The study offers insights about the significance of COs’ feelings about their work and how the correctional environment affects their lives at work and away from the workplace among the non-incarcerated public. How COs contend with the devalued nature of correctional work and how female COs deal with a male-dominated workplace are primary analytical themes.
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Hampton-Farmer, Cheri. "Creation and Adaptation of Norms in a Tire-Mold Manufacturing Organization." Bowling Green State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1182771508.

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Arikan, Elif. "The Relationship Between Organizational Citizenship Behavior, Organizational Culture And Organizational Commitment." Thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613784/index.pdf.

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Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture
which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB
altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.
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Outmane, Saïd. "Contribution à une étude des transformations de la fonction ressources humaines et de la culture organisationnelle dans un contexte de fusion-acquisition: approche par l'analyse des normes et des représentations des acteurs sociaux (cas de Fortis Banque)." Doctoral thesis, Universite Libre de Bruxelles, 2009. http://hdl.handle.net/2013/ULB-DIPOT:oai:dipot.ulb.ac.be:2013/210292.

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Les changements qui caractérisent le secteur bancaire belge par le processus des fusions-acquisitions constituent un point de départ de notre recherche. Cet environnement mouvant dans lequel se situent les banques, est contraignant et les force à chercher de nouveaux modes d’adaptations sur tous les plans, technique, gestionnaire, organisationnel et humain.

Cette recherche s’est consacrée à une réflexion sur la normalisation des organisations et à l’étude de la problématique de la normalisation comme instrument de régulation. En particulier, il s’agit de s’interroger sur les mécanismes d’ajustements tels que la normalisation et la régulation d’une organisation issue d’une fusion bancaire. Nous nous intéressons principalement aux ajustements relatifs aux pratiques de gestion des ressources humaines et aux transformations des cultures organisationnelles.

Ainsi, l’objectif principal que nous nous étions assigné dans cette étude consistait à appréhender le processus de transformation du système de gestion des ressources humaines et de cerner les mutations de la culture d’une entreprise, inscrite dans une problématique de modernisation et de changement organisationnel. Il s’agissait, en particulier, d’étudier en profondeur le cas la C.G.E.R. et la Générale de Banque, ayant fusionnées en vue de la création d’une entité unique :la Fortis Banque et de s’interroger sur les rôles de normalisation et de régulation qu’avait cette dernière.

Nous nous sommes attachés, tout d’abord dans la première partie, à expliciter l’histoire de deux banques – C.G.E.R. et Générale de Banque – ayant donné naissance à Fortis Banque. Nous avons essayé de mettre en exergue les différentes étapes de leur développement depuis leur origine jusqu’à leur fusion, en reprenant les grands événements ayant jalonné leur histoire et ayant joué, directement ou indirectement, un rôle dans leur transformation au fil du temps :les évolutions économiques, les transformations socio-organisationnelles, les réformes structurelles, les modifications au sein du top management, les périodes de crises, les tentatives de réforme qui s’y sont succédées, les routines de comportement qui s’y sont cristallisées, etc.

Et pour compléter cette perspective historique, nous avons mobilisé concepts et théories développés dans d’autres champs notamment la théorie des représentations sociales, l’approche par les normes. Nous avons souhaité montrer l’utilité des recherches sur les représentations sociales et les normes sociales pour le management interculturel.

De point de vue empirique ou le plan d’application, cette étude a permis de savoir de quelle manière les représentations collectives propres à chacune des deux organisations étudiées se comparaient. La mise en commun de ces deux banques fusionnées a révélé des différences majeures dans leur contexte et dans leur fonctionnement interne, ce qui laissait présager d’entrée en jeu, une intégration difficile.

D’abord, afin de rendre compte des perceptions des acteurs par rapport à des pratiques de gestion (dont la GRH), nous avons défini un ensemble de questions qui portent sur les représentations que les individus sont amenés à exprimer au sujet du rôle de la gestion des ressources humaines aux travers un ensemble de dimensions. Ces dernières sont rapportées à plusieurs rôles assignés à la GRH :rôle stratégique et d’innovation, rôle de médiation normative, rôle de maintien des règles et rôle de soutien des personnes.

Nos résultats ont mis en exergue un écart entre les trois catégories de sujets retenues - Ex-C.G.E.R. Ex-Générale de Banque et Nouveaux Fortis -, dans leurs représentations sociales des pratiques de gestion des ressources humaines et ont montré l’existence dans l’entreprise des sous-groupes, aux pratiques hétérogènes. Étant donné que c’est la diversité des individus dans l’organisation qui nous a intéressée, nous avons jugé préférable que le regroupement entre ces individus se fasse en fonction de leur communauté de représentation. L'objectif consistait en la compréhension différentielle conjointe des représentations des acteurs. En effet, l’étude a fait ressortir les représentations ambivalentes des acteurs concernés face au changement mis en œuvre au sein de la banque étudiée.


Doctorat en sciences sociales, Orientation sciences du travail
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Books on the topic "Organizational culture and social norms"

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Sinha, Jai B. P. Culture and organizational behaviour. New Delhi: SAGE, 2008.

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Bellotto, Massimo. Culture organizzative e formazione. Milano, Italy: F. Angeli, 1989.

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H, Schein Edgar. Organizational Culture and Leadership. New York: John Wiley & Sons, Ltd., 2004.

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Healthy culture and unhealthy culture. Aldershot: Ashgate, 2000.

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Brown, Andrew D. Organisational culture. London: Pitman, 1995.

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Russia?) Regionalʹnai︠a︡ nauchnai︠a︡ konferent︠s︡ii︠a︡ "Normativnye osnovy kulʹtury" (2001 Ufa. Normativnye osnovy kulʹtury: Materialy regionalʹnoĭ nauchnoĭ konferent︠s︡ii, dekabrʹ 2001 g. Ufa: Bashkirskiĭ gos. universitet, 2001.

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Organizational culture and identity: Sport, symbols and success. Hauppauge, N.Y: Nova Science Publishers, 2011.

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Medyadan söylemler. İstanbul: Libra Kitapçılık ve Yayıncılık, 2010.

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Norms in a wired world. Cambridge, UK: Cambridge University Press, 2004.

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Pheysey, Diana C. Organizational Cultures. London: Taylor & Francis Inc, 2002.

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Book chapters on the topic "Organizational culture and social norms"

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Elster, Jon. "Social Norms and Economic Theory." In Culture and Politics, 363–80. New York: Palgrave Macmillan US, 2000. http://dx.doi.org/10.1007/978-1-349-62965-7_20.

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Elster, Jon. "Social Norms and Economic Theory." In Culture and Politics, 363–80. New York: Palgrave Macmillan US, 2000. http://dx.doi.org/10.1007/978-1-349-62397-6_20.

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Nuis, Jan Willem, and Pascale Peters. "A Social Complexity Perspective." In Human Centered Organizational Culture, 62–74. New York, NY : Routledge, 2021. | Series: Human centered management: Routledge, 2021. http://dx.doi.org/10.4324/9781003092025-5-6.

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Lachapelle, Jean, Luc Faucher, and Pierre Poirier. "Cultural evolution, the Baldwin effect, and social norms." In Evolutionary Epistemology, Language and Culture, 313–34. Dordrecht: Springer Netherlands, 2006. http://dx.doi.org/10.1007/1-4020-3395-8_14.

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Allcorn, Seth, and Howard F. Stein. "A Culture of Grievance." In Psychoanalytic Insights into Social, Political, and Organizational Dynamics, 179–96. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003176084-17.

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Wu, Yunmei. "Toxic Culture: How Did Organizational Norms Mediate the Transition of Laws?" In Compliance Ethnography, 143–87. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2884-9_7.

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Coman, Adela, Ana-Maria Grigore, and Andreea Ardelean. "Social Media, Leadership and Organizational Culture: The Case of Romanian Leaders." In Social Computing and Social Media: Experience Design and Social Network Analysis, 3–17. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-77626-8_1.

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Smieliauskas, Wally, Minlei Ye, and Ping Zhang. "Social theory and auditing: role of social norms, culture, politics, institutions, and ideology." In Auditing and Society, 27–62. Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429457234-3.

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Yang, Choonhee, and Yongman Kwon. "Social and Organizational Culture in Korea and Women’s Career Development." In Big Data and Visual Analytics, 71–84. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63917-8_4.

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Asmui, Mas’udah, Noorsuraya Mohd Mokhtar, Noor Dalila Musa, and Adibah Hussin. "The Implementation of Organizational Green Culture in Higher Educational Institution." In Regional Conference on Science, Technology and Social Sciences (RCSTSS 2014), 321–30. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1458-1_31.

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Conference papers on the topic "Organizational culture and social norms"

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Anđelković, Maja, Marjan Marjanović, and Michail Pappas. "Organizational Socialization as Part of Knowledge Management." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-442-2.1.

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Socialization is a process during which we learn and adopt knowledge about rules and norms of our culture and through which we are enabled to collaborate with other social subjects. Individuals are socialized into an organization or a group by the method that is in its foundation the same as the method of socialization into society. As an individual becomes employed by an organization he becomes a part of that same organization, helps in the organization achieve its objectives, but also becomes a part of the community consisting of all the employees and executives, and this is where the theory of organizational socialization derives from. Organizational socialization is a responsibility of the management. Managers have the assignment to present new members of their organization with optimal information about rules and regulations, so they are able to fit into their organization in a most efficient way. This means that the manager is the main authoritative and creative body in creation and implementation of a successful organizational socialization tactics, because successful socialization of new employees means rise in productivity, and that rise in productivity should be the end objective of every successful manager.
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Fertig, Jan, and Subha Kumpaty. "STEMpathy Study on Persistence in Mechanical Engineering." In ASME 2020 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/imece2020-23679.

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Abstract Despite widespread targeted efforts at the pre-college level to recruit greater numbers of females and minorities for careers in science, technology, engineering and mathematics (STEM), fewer than 9% of today’s mechanical engineers are female and underrepresented minorities remain under 10%. There is a disproportionately high attrition rate of females and minorities from engineering programs and professions. Female and underrepresented minority mechanical engineering students are discouraged by factors involving: 1) Wider cultural norms and biases (societally pervasive ideas and often discriminatory practices); 2) Social-structural factors that result in differential engineering college preparedness; and 3) Organizational norms and biases within mechanical engineering. At the intersection of these forces is an individual who enters a career to make a difference, but whose fundamental social responsibility goals and leanings are frustrated. This culture alienates many students at a time when prominent engineering organizations like ABET call for greater diversity, empathy and social responsibility. Undergraduates in ten engineering programs at the Milwaukee School of Engineering completed a survey consisting of developed measures of “STEMpathy” (empathy in STEM); equitable treatment across commonly known bases for discrimination; a measure of personal empathy based on Baron-Cohen’s systemizing-empathizing dichotomy; a developed instrument to measure likelihood of persistence; and qualitative questions on reasons for career choice and discriminatory experiences in college. Multiple linear regression analysis supported the hypothesis that persistence likelihood is a function of program STEMpathy and departmental fairness (lack of discrimination) and showed a moderating effect of empathy on program fairness/discrimination. Mechanical engineering was distinguished by low STEMpathy and unique challenges surrounding student persistence.
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Schlesinger, Dave. "Organizational Culture." In 2017 Joint Rail Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/jrc2017-2247.

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Much has been said and written about the role culture plays in the safety performance of organizations across all industries. Understanding that accidents cannot simply be blamed on those directly at fault, this paper explores organizational culture and the part it has played in contributing to the cause of rail and other transportation accidents. This paper also discusses the pivotal role of organization leaders in setting cultural norms and priorities that either bolster or hinder safety. Structure, budget, mission statement, and values, which are established by leaders, all demonstrate the importance of safety to employees and others. At the same time, organizations focused on production run the very real risk of placing safety second. This is a particular concern with transportation providers who may be pressured to focus on performance and schedule adherence, at the cost of safety Recommendations for improvement of organizational culture are provided, with a focus on generally accepted best practices.
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Ratnasari, Sri. "Employee Performance: Organizational Culture, Organizational Commitment, And Job Satisfaction." In Proceedings of the 1st International Conference on Applied Economics and Social Science (ICAESS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icaess-19.2019.54.

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Kantasalmi, Kari, and Jarkko Hautamäki. "Evaluation Culture in Organizational Change of Schooling." In Culture and Education: Social Transformations and Multicultural Communication. RUDN University Press, 2019. http://dx.doi.org/10.22363/09669-2019-13-19.

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Cheisviyanny, Charoline, Sany Dwita, and Herlina Helmy. "Building Spiritual Values in Organizational Culture." In 2nd Progress in Social Science, Humanities and Education Research Symposium (PSSHERS 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210618.025.

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Hasan, Halid, and Farika Nikmah. "The Effect of Organizational Culture, Organizational Learning and Creativity on Employee’s Performance." In 2nd Social and Humaniora Research Symposium (SoRes 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200225.097.

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Parimita, Widya, and Hania Aminah. "How the Organizational Change and Organizational Culture Effected to the Employees’ Performance?" In Unimed International Conference on Economics Education and Social Science. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009507708330838.

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Putri, Narti Eka, Umar Nimran, Kusdi Rahardjo, and Wilopo Wilopo. "The Impact of Organizational Culture on Employee Engagement and Organizational Citizenship Behavior." In International Conference on Economics, Business, Social, and Humanities (ICEBSH 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210805.072.

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Abdiyeva, Raziya. "Social Norms and Tax Culture in Transition Countries: Case of Kyrgyzstan." In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c09.02011.

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Taxes are the main financial resource of government. Performance of tax system depends on the willingness of taxpayers to pay taxes or tax morale. Government can use deterrence instruments as tax penalty and size of detection. But socio-psychological factors as attitudes of community towards tax behavior of social norms related taxation can manage and regulate tax compliance more effectively than deterrence instruments. In transition economies as Kyrgyzstan government needs more financial resources to implement economic and social reforms, to decrease poverty and achieve sustainable development. Nowadays government seeks ways to increase tax revenue. Also in the project of the Conception of Fiscal Policy in Kyrgyz Republic for 2015-2020 developed by Ministry of Economy increasing tax morale, tax awareness and consciousness is stated one of the main tasks. Tax morale and tax compliance of taxpayers’ influenced by attitude of community, family and occupational group to taxes. Negative attitude of society to tax evasion can effectively regulate tax evasion and stimulate tax compliance. The aim of this research is to reveal social norms in Kyrgyzstan and to analyze how they influence on tax behavior.
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