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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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Densten, Iain L., and James C. Sarros. "The impact of organizational culture and social desirability on Australian CEO leadership." Leadership & Organization Development Journal 33, no. 4 (June 8, 2012): 342–68. http://dx.doi.org/10.1108/01437731211229296.
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PurposeThe purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership.Design/methodology/approachSeveral instruments were used to capture key concepts (i.e. Organisational Culture Profile, Marlowe‐Crowne Social Desirability Scale, Transformational Leadership Inventory, and Leader Reward and Punishment Questionnaire), which were examined using confirmatory factor analysis. Data were collected from 635 Australian CEOs.FindingsThe results of hierarchical multi‐regression analysis clarified the importance of self‐deception and impression management as influential context factors, and how both operate at the pinnacle of organisations. The study also identifies that transformational and transactional leadership behaviours were uniquely influenced by specific cultural dimensions, and suggests that CEOs use combinations of these behaviours to respond to four cultural dimensions (i.e. emphasis on rewards, performance orientation, innovation, and stability) in order to produce competitive advantages.Research limitations/implicationsThe study highlights how CEOs are still vulnerable to conforming to the social norms of their organisation and also how CEOs use a repertoire of leadership behaviours, in response to the importance of different cultural dimensions.Originality/valueThe paper contributes to the leadership literature by directly addressing how context impacts on CEO leadership in three specific areas: social acceptance needs, demographics and culture. Further, the study investigates CEO transformational and transactional leadership behaviours rather than global constructs, and directly addresses the common method variance issue.
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Wayment, Heidi A., and Ann Hergatt Huffman. "The Indirect Influence of Organizational Safety Climate on Football Players’ Concussion Reporting Intentions." Health Education & Behavior 47, no. 1 (October 11, 2019): 91–100. http://dx.doi.org/10.1177/1090198119879216.
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Most of the health interventions designed to increase athletes’ reporting of potential concussion symptoms have focused only on the individual athlete. Unfortunately, interventions targeted at athletes’ knowledge and understanding of concussion risk has not reliably increased their reporting behavior, leading to increased calls for “changing the culture of concussion reporting.” To date, no studies have examined the role of organizational safety climate has on concussion-symptom reporting behavior. We hypothesized that players’ perception of organizational safety climate would be indirectly related to their concussion symptom reporting intentions, via the influence of safety culture on supportive social norms and self-efficacy, two well-known predictors of concussion reporting intentions. We used structural equation modeling techniques to create robust latent measures of our model variables and then examined the indirect influence of football program safety climate on football players’ symptom reporting intentions. Surveys were completed by NCAA Division I football players ( N = 223) before and after the 2017 football season. We tested a confirmatory factor analysis and hypothesized latent variable model with preseason data, made small adjustments to our model (adding correlated error terms), and then confirmed using postseason data. We also examined a competing, alternative model. Results support the indirect and influence of perceived safety climate on concussion reporting intentions primarily via the relationship between safety climate and social norms, and to a lesser extent between safety climate and self-efficacy. Discussion focuses on the importance of considering the addition of interventions aimed at systems-level influences to facilitate supportive social norms and athlete self-efficacy regarding concussion symptom reporting.
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Li, Wenjing, Tahseen Ahmed Bhutto, Ali Reza Nasiri, Hamid Ali Shaikh, and Fayaz Ali Samo. "Organizational innovation: the role of leadership and organizational culture." International Journal of Public Leadership 14, no. 1 (February 12, 2018): 33–47. http://dx.doi.org/10.1108/ijpl-06-2017-0026.
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Purpose The purpose of this paper is to approach the issue of how organizational innovation can be accelerated with the support of leadership structures and the organizational climate, specifically taking into account the top innovative universities of the world, which has not been found in previous empirical studies. Design/methodology/approach A survey, based on a deductive approach, is adopted since the questionnaire for organizational innovation is designed for organizations in order to measure organizational innovation, widely used by experienced employees from senior managers to all kind of employees (Caird et al., 2013) facilitating the European Commission work, whereas for transformational leadership, a Multifactor Leadership Questionnaire (Bass and Avolio, 1994) is utilized. A complete online questionnaire was developed for collecting data, and the PLS-SEM statistical technique is used for analysis and results. Findings Top innovative universities of the world mostly have a transformational leadership style directly triggering organizational innovation which is consistent with the previous studies, while transactional leadership is having a positive relationship with organizational culture and innovation, but the results were statistically insignificant. Research limitations/implications Based on this research and other previous studies, it is suggested that universities across the world ought to imply transformational leadership traits and style which have fostered organizational innovation in the top-ranked innovative universities in developed nations, whereas more factors needed to be studied so that comprehensive guidelines should be provided to universities and research institutes where innovation is stagnant and passive. Practical implications The finding has practical implications, suggesting that universities and research institutes should draft and implement guidelines where leaders with certain traits and norms can play a role to nourish an environment where stakeholders think outside the box, with learning and knowledge creation, and proactive contribution beyond responsibilities, obligations, and compulsion. Social implications This study has suggested that less innovative universities should draft and design leadership and cultural enriching plans so that society, organizations, and commercial firms could foster innovation, ultimately benefiting general public and society. Originality/value Very few of the scholars have investigated from the perspective of innovative universities, where knowledge is created and flows into organizations, either governmental or private, and society in general. As a result, this study aims to investigate how leadership has impacted the culture of knowledge creation and innovativeness in the top 100 innovative universities. So, this is among rare studies where universities are suggested to adopt innovation supporting culture and leadership.
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Kukovec, Darja, Borut Milfelner, Matjaž Mulej, and Simona Šarotar-Žižek. "Model of Socially Responsible Transfer of Parent Organization Culture to the Subsidiary Organization in a Foreign Cultural Environment Concerning Internal Communication, Stress, and Work Satisfaction." Sustainability 13, no. 14 (July 15, 2021): 7927. http://dx.doi.org/10.3390/su13147927.
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The organizational culture is a significant construct in a time of change during the organizational transition, and it plays an important role in achieving goals of social responsibilities, which is an important part of sustainability. The literature shows the gap of socially responsible transfer of organizational culture with the impact on employee’s well-being. The cultural changes of the organization during the transition are particularly in connection with the impact on internal communication where organizational culture presents a part of values, norms, and ethics, which influences successfully implemented changes and in such a way has an influence on the stress and work satisfaction. The main purpose of the presented study is the development of the model of socially responsible transfer of organizational culture to the foreign subsidiaries on a basis of adjusted internal communication, which reduces stress and increases work satisfaction. Impacts of organizational culture on internal communication, stress, and work satisfaction are clearly presented, as well as inter-related impacts of the constructs concerning national culture, leadership, and organizational knowledge. Thus, the new holistic model of socially responsible transfer of the parent organization culture to foreign subsidiaries clearly defines steps of organizational culture, internal communication, stress management, and work satisfaction. Managerial implications are discussed.
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Peterson, Mark F., and Steven A. Stewart. "Implications of Individualist Bias in Social Identity Theory for Cross-Cultural Organizational Psychology." Journal of Cross-Cultural Psychology 51, no. 5 (June 2020): 283–308. http://dx.doi.org/10.1177/0022022120925921.
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Social Identity Theory ( SIT) as used in cross-cultural organizational psychology (CCOP) shows individualistic biases by envisioning an autonomous person whose culture supports temporary, largely independent, and readily interchangeable relationships with multiple categorical groups, organizations, and other collectives. We seek to reduce these biases in CCOP by drawing from recent social psychological analyses, notably Motivated Identity Construction Theory, that have refined identity theory’s original principles. To make a broad range of organizational applications, we rely heavily on our cross-cultural psychology audience’s familiarity with basic SIT topics and controversies by discussing them quite briefly. We apply such refinements to theories about correlates of organizational identification (OI) measures, interpretive OI theorizing, and an intrapersonal network approach to OI. We conclude by extending these refinements to other constructs linking individuals to organizations: organizational commitment, attachments to organization groups and components, and roles and norms.
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Khan, Irfan Ullah, Lubna Shoukat, and Muhammad Waheed. "Impact of Organizational Culture Attributes on the Employees Performance in Educational Context." Global Regional Review IV, no. I (March 30, 2019): 441–50. http://dx.doi.org/10.31703/grr.2019(iv-i).48.
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The strong culture is vital in shaping the psychological and social environment based on the assumptions, principles, and values that contributes to “norms and values of the organization”. The organizational culture is the combination of some dynamic attributes that work together in determining the overall culture. This study aims at exploring the effect of organizational culture attributes on the performance of employees to examine which attribute is more effective towards employees’ performance. The data was collected through an adapted questionnaire from faculty member hailing from the southern region of KP, Pakistan. The data was analyzed through the statistical procedures to examine the research hypothesis extracted from the theoretical framework. The results from hypotheses testing show that all the attributes of organizational culture are significant in determining employees’ performance in a higher educational context. In this connection, based on the results and conclusion of the study, some recommendations have been suggested to policymakers and future researchers.
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Agarwal, Promila. "Redefining the organizational citizenship behaviour." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 956–84. http://dx.doi.org/10.1108/ijoa-12-2014-0826.
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Purpose The purpose of this paper is to highlight the influence of organizational norms and job roles defined by organizations in the performance of organizational citizenship behaviour (OCB). To do so, the research proposes a model of OCB with the following dimensions: normative OCB and rule-bounded OCB on the basis of social exchange theory and role theory, respectively. Norms, roles and responsibilities of the organization vary from organization to organization. This paper reports the operational and empirical indicators of proposed dimensions of OCB, termed as discretionary OCB, normative OCB and rule-bounded OCB. Design/methodology/approach To test the proposed dimensions, the study uses concept analysis, delphi technique, exploratory factor analysis and confirmatory factor analysis on multi-source data. It indicates criteria for Cronbach’s alpha reliability, test-retest reliability, convergent validity, discriminant validity and nomological validity for proposed dimensions. Findings The findings reveal two new dimensions of OCB. Besides an individual predisposition/voluntariness, employees exhibit OCB due to normative pressure in the organization and the overlapping of the contents of OCB with role and responsibilities. Self-driven, norms-driven and job-role-driven OCB will have different implications. The findings support the validity of the proposed OCB model and scale. Research limitations/implications The research fills a theoretical gap and will have implications for the measurement of OCB. The model facilitates the identification of the factors of OCB. An organization can use the research model in culture building and promoting functional OCB in the organization as per the organization’s need. The limitations of the study are discussed. Originality/value There is no research to date exploring the normative and rule-bounded aspects of OCB. This is the only research to empirically examine the overlap between the contents of OCB and role description of employees. This paper is also original in its contribution in measuring the display of OCB among employees due to pressure from the norms prevalent in the organizations.
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Кравченко, Н. Ю. "Features of organizational culture in the public sector of Ukrainian society in the conditions of democratic transit: sociological analysis." Grani 22, no. 6 (August 28, 2019): 69–77. http://dx.doi.org/10.15421/171964.
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Organizational culture is interpreted as a component of social management; the basic integralcharacteristic of which is an ordered system of values, representations, beliefs and normative patterns ofbehavior that provides optimal internal integration and external adaptation of an organization or socialinstitution. It is proved that public and non-governmental organizations act as voluntary associations ofcitizens aimed at achieving socially significant goals, realizing their own and collective needs withoutprofit, indicating the existence of a certain or ganizational structure.Transparent society is associated with the notion of democratic transit, which can be defined as apolitical process taking place in the existing legal state of the state and accompanied by a break in theinstitutes of the emerging political regime, the establishment and strengthening of a broad network ofdemocratic institutions of civil society and the strengthening of democratic functions of state powerstructures. Institutions of civil society in a transitive society are more adaptable to social transformations,creating the foundation for the formation of a democratic syste m of social governance.The structural components of organizational culture of the public sector of society are singled out:1) societal components (identity, archetypes of the leader); 2) value-normative components (values,organizational values and norms); 3) organizational and managerial components of organizational culture(style of management in the organization, structure of communication, socio-psychological climate). On the basis of the results of the sociological survey structural and informative features of organizationalculture in the public sector of Ukrainian society in the condit ions of democratic transit were revealed:1) in the measurement of societal components - the domination of social identity against the backdropof the strengthening of societal identity, the dominance of the creative functional in the archetype ofthe leader; 2) in the value-normative dimension - a relatively integrated value system, an orientationto the human resource and quality, the moral-psychological and communicative basis of social norms;3) in the measurement of organizational and managerial relations - the democratic and situational style ofmanagement, the average level of openness of information flows, positive socio-psychological climate.It has been determined that the development of civil society is an indicator of the democratic natureof social governance in the state, although it has certain differences in the possibilities of identifying,participating in the adoption of management decisions and their control in various sectors of society: thestate (especially in the field of management), commercial and private. Thus, democratic organizationalculture reflects the value-normative system of organizational-managerial relations of a democratic type ofsocial governance.
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Kai, Flávia Obara, Mariane Lemos Lourenço, and Camilla Fernandes. "The organizational culture in the aging process of educational work." Administração: Ensino e Pesquisa 21, no. 3 (September 1, 2020): 385–424. http://dx.doi.org/10.13058/raep.2020.v21n3.1809.
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Population aging is one of the most significant phenomena in the 21st century and this phenomenon has important far-reaching impacts on society and organizations. Organizations and society face challenges with the increase and permanence of individuals at work and these reflexes can be perceived by the organizational culture. Organizational culture and its elements are also present in the academic environment, composed of multiple social interactions. This study aims to identify and analyze the meanings that elements of organizational culture have for higher education professors in the process of aging at public and private educational institutions. For this, semi-structured interviews were conducted with professors from a public and a private institution and the data were analyzed using the comparative case study strategy. The results show that the elements f organizational culture such as values, norms, rules, communication, rites, rituals, ceremonies and beliefs are different in public and private HEIs and the elements heroes, myths, stories, sagas and taboos demonstrate similarities in the institutions. In addition, the elements indicate particularities and the unpreparedness of the HEIs facing the phenomenon of aging in educational work.
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Karassin, Orr, and Aviad Bar-Haim. "How Regulation Effects Corporate Social Responsibility: Corporate Environmental Performance under Different Regulatory Scenarios." World Political Science 15, no. 1 (May 27, 2019): 25–53. http://dx.doi.org/10.1515/wps-2019-0005.
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AbstractIn a multilevel corporate social performance model we examine the effects of three different regulatory scenarios on corporate environmental performance (CEP) (relating to compliance and beyond compliance behaviors) as a measure of CSR. The empirical state defined as a “cooperative regulator” is assessed against three simulated scenarios: a “coercive regulator” (more punitive), a “demanding regulator” (strengthened standards) and a “lax regulator” (less punitive and less demanding). The relative effect of different regulatory scenarios is examined within a multilevel multivariate model. The model allows for the estimation of the role of regulatory strategies in relation to other CEP antecedents. The model includes the principal driving factors effecting CEP and incorporates three levels of analysis: institutional, organizational, and individual. The multilevel nature of the design allows for the assessment of the relative importance of the levels and their components in the achievement of CEP. Included in the institutional level are stakeholder expectations, regulatory demands and regulatory power. Included in the organizational level are corporate organizational culture, CSR orientation of managers and organizational leadership. Included in the individual level are personal workplace behaviors and norms, namely: job satisfaction, organizational commitment and organizational citizenship behavior. The simulation of regulatory scenarios shows that the empirical “cooperative regulator” has the strongest positive effect on CEP. Contrarily, coercive regulatory practices reduce the internal motivation for compliance and beyond compliance action, although they may increase the external incentives. Laxer regulatory practices reduce the credibility of the normative effect of the regulatory regime and weaken the internal motivation for CEP. While findings show that regulation does play a key role in CEP performance, the organizational level has the strongest and most positive significant relationships with CEP. Organizational culture and manager’s attitudes and behaviors are significant driving forces. Generally, the individual level, depicting workers’ attitudes toward their workplace, is found as insignificant in promoting CEP.
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G, Maya Salimath, and Dr B. Rose Kavitha. "Octapace Dimensions In Retail Organizations." Restaurant Business 118, no. 8 (August 28, 2019): 94–102. http://dx.doi.org/10.26643/rb.v118i8.7170.
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Culture is a social identity. It is so valuable, that many a time, it becomes the personality of businesses. It will become very critical for an agency to set up sure norms, benchmarks and clinchers which would be their unique promoting proposition or USP. This creates a logo or an image (John E, Kralewski, Terence D. Wingert, Michael H. Barbouche, 1996). Was in Eighties, (Joanne Martin, 2004) that the concept of organizational culture emerged this further brought about a severe studies into the qualitative and the quantitative aspects of an agency’s performance
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Nagy, Beáta, and Lilla Vicsek. "Exploring gender culture at a telecommunications company." Gender in Management: An International Journal 29, no. 6 (July 29, 2014): 318–33. http://dx.doi.org/10.1108/gm-01-2014-0008.
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Purpose – The purpose of this study is to interpret the expectations, the norms and values related to gender within the concept of organizational culture. Over the past decades, organizational researches have paid great attention to cultural research and feminist theories have increasingly examined organizations from the angle of gender. The research the authors conducted in a business organization attempts to link these two areas. Design/methodology/approach – The authors used the focus group discussion method at a telecommunications company in the spring of 2011 in central Hungary. Findings – The employees interviewed made a sharp distinction between professional and managerial competencies of female managers, accepting the former and often questioning the latter. Female managers met with lack of understanding and reserve if they returned to work when their children were still very young – not a common practice in Hungarian society – or if they worked in a top managerial position. Research limitations/implications – The findings cannot be generalized. Social implications – Although women managers’ acceptance is widespread on the level of rhetoric, they face prejudices in several situations in workplaces. Originality/value – Novelties of the research include examining the compatibility of priorities based on traditional gender expectations and priorities based on high level of investment in women’s human capital in a highly competitive organizational context within a post-socialist society. The paper presents new insights linked to gendered organizational culture, which has been rarely analysed, and presents data from a Central Eastern European society which differs in many respects from previously investigated countries.
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Skurjat, Krystyna. "Principles of good work - selected problems of praxeology." Scientific Journal of the Military University of Land Forces 187, no. 1 (March 1, 2018): 119–28. http://dx.doi.org/10.5604/01.3001.0011.7366.
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The text addresses the growing interest in praxeology as the theory of effective action in the form that has been given to this field mainly by Tadeusz Kotarbinski. The transformation of the social order requires the application of technical recommendations that improve all good work, and praxeology determines the canons of such efficiency such precisely. Praxeology also enforces the use of ethnical norms and references to value systems because they determine adaptive strategies of individuals and social groups, and thus influence the organizational culture of a company.
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Олена Макеєва. "FORMATION OF PROFESSIONAL CULTURE IN FUTURE SOCIAL WORKERS IN THE PROCESS OF PROFESSIONAL TRAINING." Social work and social education, no. 5 (December 23, 2020): 159–69. http://dx.doi.org/10.31499/2618-0715.5.2020.220808.
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The research is devoted to the formation of professional culture in the future social workers in the process of professional training. Іn the work are revealed, the essence, peculiarities of content and structure of professional culture of social workers, criteria and indicators defining, the levels of formation are characterized. Professional culture in the social worker – is an individual integral characteristic of social work specialist personality, which is a set of professionally important knowledge, skills, values, moral and behavioral norms and professional outlook, based on a common personality culture, reflected in the work results and is a determining factor in achieving a high level of professionalism. The structure of the professional culture of the social worker includes: motivational-value, cognitive, communicative, organizational and behavioral components. There are criteria of the formation of professional culture - axiological, informational, interactive, organizational-activital, ethical. The pedagogical technology and pedagogical conditions for the formation of professional culture in the future social workers in the process of professional training have been created, theoretically substantiated and experimentally tested. Pedagogical technology is a specially organized system of pedagogical conditions, forms, methods and tools aimed at the formation of professional culture in future social workers in the process of professional training. Pedagogical technology provides: analysis of the curriculum, content of disciplines; selection of optimal forms and methods of training; increasing the share of independent work of students; intensification of practical professional training; attracting students to volunteer work; pedagogical diagnostics of the level of professional culture formation. The formation of professional culture in future social workers realizing with such a pedagogical conditions: promoting increased motivation for educational, cognitive and professional activities, the formation of professionally important values; updating the content of the training material; selection of optimal forms and methods of training; increasing the share of practical professional training, independent work of future social workers, attracting them to volunteer work.
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Krajcsák, Zoltán. "Making High Committed Workplaces by Strong Organizational Values." Journal of Human Values 24, no. 2 (April 3, 2018): 127–37. http://dx.doi.org/10.1177/0971685818764064.
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Organizational values determine the behaviour and norms expected in the organization. The more similar the attitude, the way of thinking and the value system among organizational members the stronger the culture is. The characteristics of personality can be well modelled with the concept of self-evaluation. The purpose of this article is to create a theoretical framework that reveals the relationships between self-evaluation dimensions, organizational values and employees’ commitment dimensions. Based on the results, affective commitment is supported by a high level of self-esteem and self-efficacy through the organizational values such as collaboration, trust, affiliation, achievement, autonomy, competition and growth. In contrast, professional commitment is supported by a high level of locus of control and emotional stability, through the organizational values such as routinization, attention to details, formalization, support, communication and consistency. The conclusions of the theoretical model can be used to determine effective motivational strategies for groups and organizations with strong cultures, as the results show that motivational tools used at group level can be successful as well, depending on the self-evaluation profiles.
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Fiol, C. Marlene. "Managing Culture as a Competitive Resource: An Identity-Based View of Sustainable Competitive Advantage." Journal of Management 17, no. 1 (March 1991): 191–211. http://dx.doi.org/10.1177/014920639101700112.
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How can organizations manage the cognitive processes by which a firm invests in resources for competitive advantage? Studies of organizational culture, as currently framed, have not provided adequate answers to this question. By focusing either on culture as underlying beliefs or on culture as behavioral manifestations, these studies have overlooked the critical links between beliefs and behaviors that are at the very core of managing cognitive processes for sustained advantage. This article reframes the culture concept to highlight the role of contextual identities in linking behaviors and their social meaning in organizations. Drawing on theories from cultural linguistics and structural anthropology, it argues that cognitive processes in organizations do not directly reflect either behaviors or underlying beliefs. Rather, they represent the interface between the two. To manage cognitive processes for competitive advantage requires that we attend to the identities by which people make sense of what they do in relation to a larger set of organizational norms.
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Porta, Donatella. "Making The Polis: Social Forums and Democracy in The Global Justice Movement." Mobilization: An International Quarterly 10, no. 1 (February 1, 2005): 73–94. http://dx.doi.org/10.17813/maiq.10.1.vg717358676hh1q6.
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The debate on deliberative democracy could open a fruitful perspective for research on social movement conceptions and practices of democracy. This article reports a pilot study of the values and norms that guide the global justice movement's organizational choices based upon focus groups and in-depth interviews with participants in various Italian social forums. Deliberative democracy, which emphasizes participation and the quality of communication, is particularly relevant for a multifaceted, heterogeneous movement that incorporates many social, generational, and ideological groups as well as movement organizations from different countries. The global justice movement—a "movement of movements" according to some activists—comprises a dense network of movement organizations, often the product of previous protest cycles. It builds upon past experiences of organizational institutionalization, but also upon reflexive criticisms of it. These networks of networks provide important resources, but also pose challenges for participation and internal communication. The activists in our study addressed these challenges by building an organizational culture that stressed diversity rather than homogeneity; subjectivity, rather than obedience to organizational demands; transparency, even at the cost of effectiveness; open confrontations oriented to consensus building over efficient decision making; and "ideological contamination" rather than dogmatism. Traditional participatory models of democracy are bridged with concerns for good communication and deliberation.
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Ареф'єва, Олена В., Сергій О. Ареф'єв, and Альона О. Верпека. "СТРАТЕГІЧНЕ УПРАВЛІННЯ ОРГАНІЗАЦІЙНОЮ КУЛЬТУРОЮ ПІДПРИЄМСТВ ПРИ РОЗВИТКУ ТА АДАПТАЦІЇ ДО ЗМІН." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 141, no. 6 (July 14, 2020): 84–95. http://dx.doi.org/10.30857/2413-0117.2019.6.8.
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The study attempts to explore organizational culture as a set of beliefs, habits, values, attitudes, traditions, etc. among individuals and groups within any organization. In particular, it is noted that the notion of organizational culture is widely used in a business context. The way organizational culture is expressed has underpinned much of social sciences research and gained particular importance in the mid-20th century when some scholars in the field of management and organizational behavior had started actively advocating the benefits of promoting organizational culture. Thus, the research on a human aspect and human relationships in company management was previously part of sociology focus and from this perspective could be regarded as a predecessor of organizational culture. It is argued that adequate and precise identification of values, basic norms of conduct and employment procedures to be adhered to by all company employees will translate into specific organizational framework which contributes to shaping organizational culture and has dramatic impact on the way employees perceive management decisions. Individual behavior of each employee directly depends on relationships, communication and interaction they have with the rest of the group members. Hence, organizational culture can develop and improve employee capabilities on the one hand, and limit them on the other, especially when a company fails to build clear and effective corporate culture. This study views organizational culture as a set of paradigms which are formed during the organisation’s life cycle through the interaction between its members with internal structural units, strategies, systems and processes, and between the organization and its environment. This interaction suggests certain messages and links which will be valid as far as they ensure the organization’s efficiency, effectiveness and performance. The paper also describes the relationship between culture and a company strategy. A set of principles, values and beliefs shared by all employees, together with a company hierarchical structure, management levels, control mechanisms and effectiveness management tools ultimately shape the fundamental rules of employee conduct and working arrangements and indicate the focus of organisation’s strategy.
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Stone, Thomas H., and I. M. Jawahar. "A leadership model for high-intensity organizational contexts." Management Research Review 44, no. 8 (February 26, 2021): 1199–216. http://dx.doi.org/10.1108/mrr-06-2020-0324.
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Purpose This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted. Design/methodology/approach Literature in the areas of abusive supervision and leadership were reviewed. Using social learning and attribution theories, this study develops propositions regarding the role of perceived abusive supervision in high vs low-intensity organizations. Findings In this theoretical account, this paper distinguishes between low and high-intensity work organizational contexts articulating a rationale for conditions appropriate for directive leadership. This paper posits that while directive leadership will be more prevalent in high-intensity contexts, it will be specifically targeted toward poor performers, those with personality characteristics that are tied to poor performance and those engaging in deviant behaviors. This study proposes that outcomes of directive leadership will depend on how it aligns with organizational norms and culture and the causality attributed to such behaviors. Research limitations/implications Recent leadership theories focus on nurturing and providing support to followers. This paper posits that such theories are suited to low-intensity organizations. This study offers a counterintuitive perspective in proposing that directive leadership which involves inducing stress, will lead to better outcomes in high-intensity organizational contexts. This paper offers testable propositions and avenues for future research on directive leadership in high-intensity organizational contexts. Practical implications Based on the premise that leadership is context-dependent, this study proposes that directive leadership is best suited in high-intensity organizational contexts, which is a novel proposal. Even within these high-intensity contexts, such leadership, this paper proposes will be targeted toward poor performers and employees with characteristics that are tied to poor performance and violation of organizational norms. Social implications Examination of the role of directive leadership in high intensity, clan culture organizations may facilitate understanding that effective leadership styles may differ depending upon the organization context. Originality/value Based on the premise that leadership is context-dependent, this study presents a novel proposal that directive leadership is most suited to high-intensity organizational contexts. Even within these high-intensity contexts, such leadership, this paper posits will be targeted toward poor performers and employees with personality characteristics associated with poor and deviant performance.
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Dunaetz, David R. "Cultural tightness-looseness: Its nature and missiological applications." Missiology: An International Review 47, no. 4 (October 2019): 410–21. http://dx.doi.org/10.1177/0091829619875940.
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The focus of much missionary work concerns sharing the gospel with others so that they may put their faith in Jesus Christ. However, members of some cultures are much more resistant to this than are members of other cultures. The concept of cultural tightness-looseness helps explain why some cultures are more closed to the gospel than are others. Tight cultures, in contrast to loose cultures, have strong social norms, violations of which are met with intense sanctions. Numerous recent studies reveal the antecedents, consequences, and the geographical distribution of cultural tightness-looseness. There are important missiological implications at the societal level, the individual level, and the organizational level when missionaries work in host cultures which are tighter than their home cultures. Understanding these implications can help the missionary better love and respond to the needs of members of their host culture.
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Peeters, Marlijn, Adriaan Denkers, and Wim Huisman. "Rule violations by SMEs: The influence of conduct within the industry, company culture and personal motives." European Journal of Criminology 17, no. 1 (September 18, 2019): 50–69. http://dx.doi.org/10.1177/1477370819874447.
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The literature suggests many different variables that may explain rule violations by companies. These can be categorized into variables at the industry level, such as the degree of rule violations, at the company level, such as the organizational culture, and at the individual level, such as personal or social norms. From the Dutch Tax Administration’s (2009) registration data, industries were selected with relatively low and relatively high tax correction rates. Within these industries, small and medium-sized enterprises (SMEs) with 20–150 employees were selected that either had received no (or negative) corrections or had received large positive corrections, resulting in a population of 1558 companies. In 194 of these SMEs, both the director and an employee were interviewed about violations of administrative, environmental and tax obligations, about their personal motives and about the ethical organizational culture. The results of the study show that all three levels of variables explain intentions to comply or to violate the rules. Ethical culture contributes to explaining the compliance intentions of both directors and employees. However, in contrast to previous research, about half of the SMEs cannot be characterized by a coherent ethical culture.
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Majkut, Robert, and Radosław Rybczyński. "A security-oriented corporate culture of an organisation in a pandemic. A case study of WSB in Wrocław." Central European Review of Economics and Management 5, no. 1 (March 23, 2021): 23–42. http://dx.doi.org/10.29015/cerem.909.
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Aim: The paper aims to illustrate the importance of organizational culture in supporting security in an organization, on the example of a non-public higher education institution in Poland during the first year of the COVID-19 pandemic. Organization.
Design/ Research methods: The case study is presented in the context of theoretical reflections. the authors participated in the process of change during the pandemic, influencing the social norms shaping the culture of the organization for safety purposes in order to ensure the effective functioning of this entity under an epidemic risk.
Findings: This article has cognitive value and contains a description of the implemented procedures determined, on the one hand, by the organizational culture and, on the other hand, causing significant changes in the organization.
Contribution: Until recently, Management Science and Organization and Management Sociology did not deal with developing a security-oriented corporate culture of a particular entity in the context of the threat of an epidemic. The results may provide an example of good practice, and is the basis of future research on post-COVID security management.
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Muhith, Abd. "QUALITY CULTURE OF ISLAMIC BOARDING SCHOOL." International Journal of Research -GRANTHAALAYAH 6, no. 10 (October 31, 2018): 25–37. http://dx.doi.org/10.29121/granthaalayah.v6.i10.2018.1158.
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The existence and role of Islamic boarding schools in the field of social life of the community requires serious attention. Proper management and provision and improvement of human resources in the field of management. Inequality between large boarding schools and small Islamic boarding schools is clearly seen in the management of pesantren.
Culture is an obstacle in conducting pesantren activities. The quality of pesantren is formulated based on management which is carried out in a tangible process starting from planning, organizing, implementing and monitoring carried out to determine or resolve predetermined goals using people and other resources.
This type of research uses ethnography with qualitative research methods with descriptive analysis. The research findings focused on pesantren quality culture models that formulated the problem in more detail so that researchers used a qualitative approach with an in-depth interview observation.
The conclusion of the results of this study is the quality of pesantren culture embodied in the form of organizational culture that is used as a system of values, beliefs, assumptions, or norms that have been applied, agreed upon and followed by members of the organization as a code of conduct for pesantren activities, madrasas and schools.
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Kohno, Masaru. "Rational Foundations for the Organization of the Liberal Democratic Party in Japan." World Politics 44, no. 3 (April 1992): 369–97. http://dx.doi.org/10.2307/2010543.
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Over the last two decades there have been numerous changes in the organization of the ruling Liberal Democratic Party (LDP) in Japan. The pattern of factionalization has changed significantly in terms of the number of competing major factions, the average size of their membership, and their internal structure. Moreover, a new set of institutionalized norms, such as the seniority and interfactional balancing principles, has emerged to govern organizational processes within the LDP. The conventional approach in the literature on Japanese politics, which focuses on factors unique or distinctive to Japanese history, culture, and social behavior, cannot adequately explain these recent changes in the LDP. This paper proposes an alternative, rational-choice explanation based on the standard microanalytic assumptions. More specifically, it argues that the pattern of the LDP's factionalization is primarily determined by the electoral incentives of two sets of rational actors, LDP politicians and LDP supporters, operating under institutional constraints, such as electoral laws and political funding regulations. It also argues that the organizational norms originate in the promotion incentives of the LDP politicians whose strategies are influenced by the uncertainty in the dynamics of the interfactional political process.
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Barnett, Michael. "Evolution Without Progress? Humanitarianism in a World of Hurt." International Organization 63, no. 4 (October 2009): 621–63. http://dx.doi.org/10.1017/s0020818309990087.
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AbstractMany theories of international relations contain a narrative of progress and explain that progress with reference to evolutionary imagery. This article examines critically: the relevance of Darwinian and Lamarckian models of international relations to the evolution of international ethics and institutions; and the possibility that the ethics and norms are likely to be more consistent with existing world orders than challengers to it. Specifically, this article draws from evolutionary social science and organizational theory to develop a framework to explore the initial diversity of the meaning and practices of humanitarianism; how the combination of environmental mechanisms and organizational culture led many humanitarian agencies to adapt to their environment in ways that incorporated politics; and the subsequent countermovement by some agencies who wanted to purify humanitarianism. I then apply this framework to explain the recent history of four international aid agencies. I conclude with several observations regarding how the model as applied to these cases allows us to examine critically the selection mechanisms that do and do not account for ethical change and how scholars of international norms, ethics, and progress should be attentive to how principled actors are creatures of the world they want to transform.
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Sendall, Marguerite C., Lauren Fox, and Darren Wraith. "University Staff and Students’ Attitudes towards a Completely Smoke-Free Campus: Shifting Social Norms and Organisational Culture for Health Promotion." International Journal of Environmental Research and Public Health 18, no. 13 (July 2, 2021): 7104. http://dx.doi.org/10.3390/ijerph18137104.
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A large university in Queensland, Australia with a diverse staff and student community introduced a campus wide smoke-free policy in 2016. The purpose of this enquiry was to understand attitudes about a new smoke-free policy, its potential impact and the shift in social norms and organizational culture to inform the next phase of implementation. An electronic survey was distributed to all staff and students approximately 12 weeks after the smoke-free policy was implemented. The survey consisted of multiple-choice questions about demographics, smoking behaviour, attitudes towards smoking and tobacco control, awareness of the smoke-free policy, and attitudes towards the effect of a completely smoke-free campus on quality of life, learning and enrolment. The survey was completed by 641 university staff and students. Respondents reported seeking out (80.4%) and socialising in smoke-free environments (86.6%) and supported smoke-free buildings (96.1%), indoor areas (91.6%), and outdoor areas (79%). The results revealed overwhelming support for a completely smoke-free campus (83%) and minority support for designated smoking areas (31%). Overall, respondents reflected positively towards a campus wide smoke-free policy. These findings suggest Queensland’s early adoption of tobacco control laws influenced the social environment, de-normalised smoking, changed behaviour, preference for smoke-free environments and shifted social norms. These findings provide convincing evidence for organisational change and suggest health promotion policy makers should progress the implementation of smoke-free policies nationally across the higher education sector.
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Seo, Young Wook, and Yoo Hwan Lee. "Effects of internal and external factors on business performance of start-ups in South Korea: The engine of new market dynamics." International Journal of Engineering Business Management 11 (January 1, 2019): 184797901882423. http://dx.doi.org/10.1177/1847979018824231.
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This study explored the effects of the innovation system of start-ups and community support and resources on business performance of start-up companies using a survey of 213 start-ups across the different industry sectors in South Korea. In this article, we adopt the partial least square of structural equation model for analyzing the structural relationships of venture creation activities. First, the findings show that both the local community support and external partnership have significant impacts on the social norms and performance-based culture, but the path coefficient of local community support is somewhat greater than external partnership. Second, the test results also indicate that discovery and exploitation, which can be recognized as the major factors of innovation system in the start-up companies, are highly associated with their dynamic capabilities. Moreover, the dynamic capabilities can be also affected by the social norms and performance-based culture due to the paradigm of open innovation. Third, with regard to the total effect, the combination of discovery and local community support plays a central role for improving business performance of start-ups amid a rapidly changing market and economic environment.
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POTAPIUK, Iryna, Tetiana ANDRUSHCHENKO, and Yuliia MOROZ. "CORPORATE CULTURE AS AN ENTERPRISE MARKETING RESOURCE." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 176–82. http://dx.doi.org/10.36887/2415-8453-2019-4-20.
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Today, one of the main tasks of managing a business is meeting customer needs through the creation of a decent internal environment where employees become loyal and focused on achieving organizational goals. Corporate culture can reasonably be considered as one of the marketing resources of an enterprise, since it plays a huge role in shaping its image, and therefore the degree of consumer loyalty. Then more effective and stronger the internal culture of the enterprise is, that more favorable the image is in the representatives of the marketing environment, and thus the confidence and interest of the potential consumer increases. Corporate culture as one of the major marketing resources is a complex concept that includes many interrelated elements. Competent formation of corporate culture of the enterprise in the market conditions makes it more successful and competitive as it allows to expand their business on market at the expense of high reputation, allows to receive the maximum return from the personnel due to the coherence of its actions and enterprise client orientation. Elements of corporate culture of the enterprise are: corporate style, people, values, history (traditions), norms of behavior, relationships, policy of conducting dialogues with clients, partners and competitors and the personnel unity for achievement of the set goals. The impact of corporate culture on the enterprise effectiveness is determined by the following results: implementation of effective strategies, reputation, image, competitiveness, social efficiency, organizational efficiency and commercial efficiency. Corporate culture as an enterprise marketing resource is an effective management tool in the hands of a manager that can lead the business to success, prosperity and stability. Therefore, in order to ensure the stable development of the enterprise and increase the efficiency of its activity, management needs to invest resources in the formation and improvement of corporate culture. Key words: corporate culture, marketing, values, standards of behavior, corporate style, enterprise.
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Appelbaum, Steven H., Aleksey Cameron, Floris Ensink, Jahnabi Hazarika, Raid Attir, Rouba Ezzedine, and Varsha Shekhar. "Factors that impact the success of an organizational change: a case study analysis." Industrial and Commercial Training 49, no. 5 (June 5, 2017): 213–30. http://dx.doi.org/10.1108/ict-02-2017-0006.
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Purpose The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study. Design/methodology/approach Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis. Findings The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change. Research limitations/implications Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change. Practical implications The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan. Social implications New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture. Originality/value The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change.
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Roberts, Ruby, and Rhona Flin. "The psychological factors that influence successful technology adoption in the oil and gas industry." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 1183–87. http://dx.doi.org/10.1177/1071181319631105.
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To ensure that the full potential of innovative technology is maximised, it is crucial to understand the psychological factors that influence technology adoption in all industrial consumers. The oil and gas (O&G) industry exemplifies industrial consumers’ reluctance to adopt new technology. Our critical incident interviews identified the key psychological factors that influence technology adoption in the O&G industry. These were personality (innovativeness and risk aversion), attitudes (trust, motivations, “not invented here” syndrome and “engineering mindset”), social (subjective norms and self-image), cognitive (risk perception, uncertainty and familiarity, expertise, and previous experiences) and organizational level factors (leadership, management, organisational culture, adoption culture, and rewards system). In combination with future case studies, these results can be used to develop interventions that support the successful introduction and acceptance of new technology not only in O&G but in other high-risk sectors.
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Mescher, Samula, Yvonne Benschop, and Hans Doorewaard. "Representations of work—life balance support." Human Relations 63, no. 1 (December 1, 2009): 21–39. http://dx.doi.org/10.1177/0018726709349197.
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This article explores how employers portray themselves as supporters of work—life balance (WLB) in texts found on 24 websites of 10 different companies. With a theoretical framework based on a critical reflection on strategic HRM, feminist studies of organizational culture and hegemonic power processes, we examine implicit and explicit messages of work, life, and WLB support. We study the cultural norms that can be distilled from these articulations, including the concepts of the ideal worker and the ideal parent and discuss the possible (unintended) effects of the implicit and explicit messages. Our analysis shows the ambiguity of the different messages conveyed on WLB support. In contrast to the explicit supportive messages, implicit messages present WLB-arrangements as a privilege. The majority of websites reproduce traditional cultural norms regarding ideal workers and parents and the power of hegemony is not broken. Apparently, WLB support does not always signify support.
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Lyulyukin, V. V. "Approaches to Understanding the Social Effect of Legal Institutions." Actual Problems of Russian Law 15, no. 11 (November 29, 2020): 140–52. http://dx.doi.org/10.17803/1994-1471.2020.120.11.140-152.
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The aim of the study is to assess the social effect in the conditions of the formation and operation of legal institutions: legal mentality, legal mindset, legal consciousness, legal culture in lawmaking and law enforcement practice. The theoretical and legal approach made it possible to reveal the legal nature of the category "legal mentality — legal mindset — legal consciousness — legal culture" in the interconnection expressed by dialectics and logic of manifestation, where the main criterion is the continuity and consistency of legal institutions. The paper establishes the dependence of the social effect on the effectiveness of legal institutions as a result of the civic consciousness of society and the state, and identifies the factors of the onset of legal implementation and/or legal expansion. The historical and legal approach reveals the variables of the continuity of legal institutions through the prism of the relationship between legal determinism and voluntarism, leading to legal implementation or legal expansion. Based on a comparative analogy of the features of harmonization ("consistency") and unification of norms ("universality") in the field of administrative legal relations, their direct relationship is established between organizational and legal activities. The analysis of historical and legal preconditions allows us to establish such legal risks as formalism, falsification, latency inherent in the transitional periods of the legal system, as well as the lack of historical and legal continuity and incompleteness of the formation of legal institutions. Therefore, the elimination of the risks of social effect provides for strengthening the imperative of the formation of legal institutions using educational, cultural and educational technologies as a tool for preserving the historical and legal continuity of legal consciousness and legal culture in achieving the social effect of civil society.
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Alvesson, Mats. "Leadership as Social Integrative Action. A Study of a Computer Consultancy Company." Organization Studies 13, no. 2 (April 1992): 185–209. http://dx.doi.org/10.1177/017084069201300202.
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In this paper it is suggested that leadership, at least in some types of organiza tions, can be conceptualized as social integrative action. Such action is seen as a synthesis of institutional and human relations-oriented leadership. A case study of a computer consultancy company, a professional service adhocracy, supports this argument. This paper also argues for viewing leadership as an expression of those values, virtues, norms and symbolic guidelines for understanding that are usually referred to as corporate culture or ideology. Leadership is consequently seen as subordinated to the cultural context. A less 'commander'- and micro-oriented view on managerial work (the leader as a boss, understood through focus on him/ her and the group) than those common in the literature is thus suggested.
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Sahu, Vineet. "Corruption: ‘Culture’ in the Dock." Journal of Human Values 23, no. 1 (January 2017): 21–26. http://dx.doi.org/10.1177/0971685816673481.
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Corruption in public life1 needs to be examined in greater detail as not only an individual lapse but also a feature of the collective that either does or does not put pressure on the individual to lapse. This paper takes a methodological holistic perspective exceeding the methodological individualistic perspective in understanding corruption. The claim is that the locus of responsibility cannot be restricted to the individual alone and the collective (if there be such an entity) be left scot-free. This claim is premised on the conception that an individual’s act which is in deviation of expected and established norms cannot be faulted only at the level of the individual, and careful consideration needs to be made to assess the role of the collective in precipitating the lapse(s) in the actions of the individual. This paper argues for sharing the liability of corruption in public life between the legally responsible individual as agent and the cultural milieu in which the agent operates. At a foundational level this paper calls for a reconceptualization of individual agency and decision making from being isolated and discrete, to being construed by the collective that the individual agent is a part of.
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Evans, Klavdia Markelova, Veronika Ermilina, and Ashley Salaiz. "The role of reciprocity in the internationalization of social enterprises." Cross Cultural & Strategic Management 27, no. 1 (October 15, 2019): 75–91. http://dx.doi.org/10.1108/ccsm-08-2018-0131.
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Purpose The paper enhances our understanding of how small businesses with a strong social mission undergo international expansion. Building on the theoretical arguments on social exchange theory (SET), specifically on the literature on reciprocity, the purpose of this paper is to investigate the applicability of the Uppsala Internationalization Model to the context of a social enterprise (SE). The propositions argue that the strong social orientation of SEs encourages a reciprocal exchange with the stakeholders of the host country that limits the number of obstacles they may face during the internationalizing process. Design/methodology/approach The conceptual development bridges SET with bodies of knowledge on SE, Uppsala Internationalization Model and organizational embeddedness. Findings The theoretical arguments provide evidence of how the socially oriented mission of a small business aids it with overcoming obstacles presented by internationalization. Specifically, the authors show that socially oriented enterprises are uniquely equipped to conquer the lack of adequate information about a foreign market and a lack of adequate public support in a host country. A social mission, which ignites positive reciprocity with the local stakeholders, serves as a valuable asset in the process of internationalization. Moreover, since the propositions recognize that the norms of reciprocity differ from one national culture to another, they unfold how reciprocal exchanges may be altered because of the nuances of national culture. Originality/value This work makes three important contributions. First, it extends our understanding of why SEs can potentially internationalize more rapidly than organizations without a strongly pronounced social mission. Second, the investigation on the applicability of the U-Model to the context of SE answers scholars’ recent call for continuous work on advancing the U-Model. Third, the authors equip practitioners with a thorough understanding of how they can capitalize on the social aspect of a SE in the unique setting of a specific national culture.
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Fauzi, Hasan, and Azhar Abdul Rahman. "The Role of Control System in Increasing Corporate social Performance: The Use of Levers of Control." Issues In Social And Environmental Accounting 2, no. 1 (June 30, 2008): 131. http://dx.doi.org/10.22164/isea.v2i1.28.
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One important instrument to be used in the control system design is strategic behaviors that can lead to the expected organization performance. Referring to the extended definition of strategic behavior using stakeholder-based strategic behavior, corporate social performance is kind of strategic behavior to be influenced by using control system. This paper discusses how control system, using Simons‟ levers of control can play important role in increasing the corporate social performance. The interaction between control system, including belief system, boundary system, diagnostic control system, and interactive control system, as well as the corporate financial performance (CFP) can affect the corporate social performance (CSP) due to fact that increase in CFP resulting from the appropriate use of control system components enables the company has more chance to do the CSP. The levers of control are deemed to form an integral part of employee socialization and support the development of an organization‟s culture, the system of shared beliefs, values, norms, and mores of organizational members which are deemed to be a primary determinant of the direction of employee behavior.
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Nassar, Chirine Khalil, and Hussin Jose Hejase. "Corruption in Lebanon: An Exploratory Study About Lebanese Managers’ and Employees’ Perceptions." Asian Business Research 6, no. 1 (May 8, 2021): 38. http://dx.doi.org/10.20849/abr.v6i1.912.
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Corruption is one of the major factors which affects the development of the economic sector in Lebanon. The purpose of the present study was to investigate the ways in which the perceptions on corruption differed among managers and employees in Lebanese businesses. The study focused on the underlying assumptions made about corruption, the ways in which corruption affects business operations, and the preference for certain strategies to deal with corruption in the business sector. The study followed a quantitative approach relying on a web-based survey. The final valid sample consisted of 50 Lebanese managers and employees. The results showed a positive inclination toward the corrupt behaviour either due to social norms which tolerate corruption or as a result of high-performance expectations from superiors. In addition, findings showed large discrepancies in regard to the contribution of organizational norms to the proliferation of corruption in the business sector. In fact employees considered that managers often overlook and sometimes even encourage corrupt behaviours that allow the attainment of organizational goals. The study highlights that corruption is engrained in Lebanon and has become prevalent to high extent that business actors use corrupt practices to be able to perform their activities and maintain their competitiveness. The findings of the study stress the urgency for business practitioners to take immediate action to mitigate corrupted actions by introducing changes in the organizational culture. Stressing and encouraging ethical values to combat corruption is a priority for all business actors as well as for public policy makers. Mediation of corruption necessitates more public awareness campaigns disclosing the negative effects of corruption on the health of sound business and the economy of the country at large.
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Woulfin, Sarah L., and Britney Jones. "Rooted in relationships." Journal of Professional Capital and Community 3, no. 1 (January 15, 2018): 25–38. http://dx.doi.org/10.1108/jpcc-07-2017-0017.
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Purpose The purpose of this paper is to draw on the concepts of social capital in order to reveal the organizational conditions, including structural and relational factors, associated with reform-oriented instructional coaching (ROIC) in an urban school district. Design/methodology/approach An interpretivist approach was used to analyze organizational conditions enabling ROIC. Interview, observation and document data collected focused on coaching, leadership, and school-level organizational conditions. Qualitative data analyses, including coding and memoing, were used to summarize key information and quotes across data sources; this was followed by qualitative comparative analysis (QCA) to identify combinations of factors associated with reform-oriented coaching. Findings The findings identified particular structures, systems, and activities enabling ROIC at the school level, with social capital playing a role in facilitating or impeding implementation of such work. That is, relationships, routines, norms, and webs of interaction enabled coaching. Principals’ prioritization of coaching as an improvement lever and their persuasive framing of coaching, coupled with principal-coach collaboration, fostered a positive culture for ROIC. Practical implications This paper points to the vital role of collaboration amongst administrators, coaches, and teachers. Principals play a significant role in defining coaching, setting up structures, and creating conditions supportive of the implementation of ROIC. By managing structures and routines, principals can encourage coaching aligned with reform efforts to yield positive outcomes. Originality/value This research advances the field’s understanding of organizational factors influencing the enactment of ROIC. It uses QCA to reveal the value of leadership in shaping structural and relational conditions in a school site.
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Ye, Wangqiong, Rolf Strietholt, and Sigrid Blömeke. "Academic resilience: underlying norms and validity of definitions." Educational Assessment, Evaluation and Accountability 33, no. 1 (January 19, 2021): 169–202. http://dx.doi.org/10.1007/s11092-020-09351-7.
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AbstractAcademic resilience refers to students’ capacity to perform highly despite a disadvantaged background. Although most studies using international large-scale assessment (ILSA) data defined academic resilience with two criteria, student background and achievement, their conceptualizations and operationalizations varied substantially. In a systematic review, we identified 20 ILSA studies applying different criteria, different approaches to setting thresholds (the same fixed ones across countries or relative country-specific ones), and different threshold levels. Our study on the validity of these differences and how they affected the composition of academically resilient students revealed that the classification depended heavily on the threshold applied. When a fixed background threshold was applied, the classification was likely to be affected by the developmental state of a country. This could result in an overestimation of the proportions of academically resilient students in some countries while an underestimation in others. Furthermore, compared to the application of a social or economic capital indication, applying a cultural capital indicator may lead to lower shares of disadvantaged students classified as academically resilient. The composition of academically resilient students varied significantly by gender and language depending on which indicator of human capital or which thresholds were applied reflecting underlying societal characteristics. Conclusions drawn from such different results depending on the specific conceptualizations and operationalizations would vary greatly. Finally, our study utilizing PISA 2015 data from three countries representing diverse cultures and performance levels revealed that a stronger sense of belonging to a school significantly increased the chances to be classified as academically resilient in Peru, but not in Norway or Hong Kong. In contrast, absence from school was significantly associated with academic resilience in Norway and Hong Kong, but not in Peru.
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ZAFEIROPOULOU, FIORI A., and DIMITRIOS KOUFOPOULOS. "THE INFLUENCE OF THE RELATIONAL MARKETING PARADIGM ON THE GOVERNANCE OF THE NOVEL CHANNEL FORMAT NAMED SOCIAL FRANCHISING: AN EXPLORATORY QUALITATIVE ANALYSIS OF FOUR SOCIAL FRANCHISES FROM THE UK." Journal of Developmental Entrepreneurship 19, no. 02 (June 2014): 1450013. http://dx.doi.org/10.1142/s1084946714500137.
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This paper explores the influence of the relational paradigm on the governance structure and performance of the novel inter-organizational format named social franchising. This format has emerged as a channel strategy to tackle the issues of growth and financial sustainability social enterprises face, to enhance the alleviation of poverty and to address the need to reduce fiscal deficits and satisfy social needs. We explore the issue of social franchising from a social network theory perspective through case study analyses of four social franchises active in the United Kingdom. We collected data through face-to-face, semi-structured interviews from the owners of the Social Franchisor. We coded the behavior of actors on the four constructs of governance and performance into eight relational norms and classified outcomes as levels of relational embeddedness. Propositions were developed to explain the outcome of each behavior. Our findings indicate that relational embeddedness plays the preeminent role in the design of the governance structure and the performance of social franchises. We learned that the biggest challenges social franchisors face are the creation of a straightforward clear model, the training of the partners to a different operationally-wise and commercially-wise culture and the ability to focus on supporting the whole network.