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Auswahl der wissenschaftlichen Literatur zum Thema „Organisational culture“
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Zeitschriftenartikel zum Thema "Organisational culture"
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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
2
Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
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Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (January 31, 2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.
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Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.
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Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture." Journal of Resilient Economies (ISSN: 2653-1917) 1, no. 2 (December 30, 2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.
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The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the need for a more holistic perspective that includes formal and informal approaches. Building on these insights, here it is argued that understanding and attention to ‘organisation culture’ provides a lens by which organisations can better prepare for future challenges, especially where contexts of high uncertainty and volatility may prevail. Using the metaphor of an iceberg for organisational culture (OrgCulture), cultivation of resilience within organisations, allows for the embedding of a resilience-based approach into the fabric of organisations, such that it permeates organisational values and principles and informs policies and practices. Such conceptualisation of OrgRes, will enable establishing of deep internal ideologies that effect enduring ‘ways of thinking and doing’ that better prepare organisations for the future.
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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).
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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about how members of that specific organisation communicate with each other. Even with the above vital role, organisational culture is viewed as an aspect to influence communication rather than a key role player in developing a communication strategy that fits the intended communication objectives of the specific organisation. To many organisations, the direction of their specific communication is more depended on current communication trends rather than the cultural aspect that determines the identity and behaviour of stakeholders of the specific organisation to achieve set objectives specifically in very diverse areas such as Africa. Whilst various authors have written about organisational culture there is still a lack in literature developed to outline in detail the cultural patterns and norms of African cultures, which are important in understanding the communication approaches of Africans even in corporate environments. This lack in literature also deprives African organisations to understand the diversity within its stakeholders. The aim of this paper is to explore how organisational culture and aspects of culture play a vital role in creating a communication strategy that is fit for a specific organisation to outplay the intend communication objective. This paper place focus on organisational culture and the vital function it plays in strategic communication. Keywords: Strategic communication, organizational culture, diversity, culture, communication
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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.
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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of participants—two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures—Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author’s tool, in which Hofstede’s concept of cultural dimensions. The statistical analysis involved the nonparametric Mann–Whitney U test.
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Gatot, Kustyadji, and Windijarto. "The Application of Organisational Culture in Influencing between National Culture and Competitive Advantage." Application of Organisational Culture in Influencing between National Culture and Competitive Advantage 8, no. 12 (December 26, 2023): 6. https://doi.org/10.5281/zenodo.10432709.
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This study aims to explore the crucial role of organisational culture in mediating the relationship between national culture and an organisation's competitive advantage. A strong national culture can provide identity and fundamental values, but can pose challenges when faced with a dynamic global business environment. In this context, organisational culture emerges as a significant mediator to link and adapt national culture to the demands of competitive advantage. The research method used is a combination of literature study and empirical research. An in-depth literature analysis was conducted to understand the concepts of national culture, organisational culture, and competitive advantage. Furthermore, empirical research involved surveys and interviews with a number of organisations in various sectors to collect data on the implementation of organisational culture and its impact on competitive advantage. The results show that organisational culture has a crucial role as a mediator between national culture and competitive advantage. Organisations that are able to integrate national cultural values with their organisational culture are able to create a unique and adaptive work environment. This provides a strong foundation for the development of competitive advantage through innovation, collaboration and adaptation to market changes. The findings have strategic implications for organisational leaders and decision-makers in designing cultural policies. They need to understand that organisational culture is not a separate entity, but a bridge that connects national culture with organisational sustainability and success in global competition. Therefore, investing in the development of an organisational culture that is in line with national values can be a strategic asset that differentiates organisations in an increasingly complex and changing global marketplace. Keywords:- Organisational Culture, National Culture, Competitive Advantage.
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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (October 1, 2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.
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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
Dissertationen zum Thema "Organisational culture"
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Inat, Pedro. "Organisational culture and sub-culture /." Title page, contents and abstract only, 1994. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpsi35.pdf.
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Diaz, Carlos Fernando Gomez. "Chilean organisational culture." Thesis, University of Liverpool, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364111.
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Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.
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Ables, Sharneigh. "The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape." University of the Western cape, 2016. http://hdl.handle.net/11394/5554.
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Magister Commercii (Industrial Psychology) - MCom(IPS)<br>At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation culture is a fundamental element to any activity in the organisation. The authors also purport that a good organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990) Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of normative commitment was found to be consistency. Further findings found that a significant proportion of the variance in continuance commitment was explained by mission, involvement, adaptability and consistency amongst staff. Moreover, the results indicated that the most significant predictor of continuance commitment was mission. Lastly, limitations for the current study were presented and recommendations for future research and for the organisation were offered.
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Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.
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Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.
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Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.
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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
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Garcia-Lorenzo, Luica. "Cultural transitions : organisational change and its impact in culture." Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/120/.
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This thesis explores, from a cultural perspective, the organisational change process resulting from a string of take-overs within Blazehard, a tyre manufacturing company in Spain. It looks at the effects of these changes in the way people reconstruct the organisation and their role as its employees through the stories they share. The first part of the thesis elaborates on the uses of culture as a conceptual tool for observing organisations and, especially, on the need to account for the complementary processes of continuity and change in social experience. The thesis proposes historical recollections, as cultural manifestations, as a vehicle that reproduces and challenges a cultural order through their reproduction and generation within that order. They articulate a space where the new and the uncertain can be made safe through their integration into the traditional and the known, thereby providing possibilities for permanence and security as well as for innovation. The research combines different methods of data gathering - interviews, documents and group discussions - and of analysis - narratives and discourses to facilitate the exploration of both the commonalties and the diverse interests and perspectives existing among Blazehard employees. The exploration of the stories shows how they compose a collectively reproduced narrative that guides -and therefore constrains- employees' historical recollections. This referential narrative is the vehicle through which people reproduce but also challenge their cultural order in the organisation. As such, storytelling is presented as the constant process of reformulation that opens possibilities for individual development within the cultural constraints that the organisation imposes on its members. The results suggest when people try to make sense of a change situation both turn to their own experiential resources and use the symbols that their cultural environment provides. It is in the tension between the two, that the conditions of fluidity and ambiguity required for a cultural transition can be created.
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Khanyile, Dumisani. "Organisational culture and knowledge creation : the relationship between knowledge creation enablers and organisational culture types." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4045.
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Thesis (MPhil (Information Science))--University of Stellenbosch, 2009.<br>ENGLISH ABSTRACT:
The thesis studies the relationship between knowledge creation and organisational culture. To
do that the relations between Nonaka's enabling conditions and the four organisational culture
types according to the competing value framework of Cameron and Quinn were tested in two
organisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi’s
model of knowledge conversion, most seem to agree with their argument about the requisite
enabling conditions for knowledge creation. It is argued that these enabling conditions are
shaped by the organisational culture and therefore this relation is of some importance.
The empirical research was based on two part questionnaire. The first part of the
questionnaire concerned the knowledge creation enablers. The indicators for this part of the
instrument had to be developed from the knowledge creation literature. The second part of
the questionnaire was based on the validated Cameron and Quinn organisational culture
assessment instrument. Since Nonaka recommends a middle-up-down approach for managing
knowledge creation in organisations, the questionnaire was directed at the middle
management of the selected organisations. 140 questionnaires were sent out and two
organisations had adequate responses for statistical data analysis.
The results showed that one organisation has a strong market culture. This organisation
displayed requisite variety, creative chaos and autonomy as enablers for knowledge creation.
The market culture is an organisation’s response to an environment filled with complexities
of the brand market which requires the presence of requisite variety and creative chaos. The
organisation uses autonomous work teams, hence the prominence of autonomy. The second
organisation competes in the business solutions market. Here, the dominant culture type was
that of a clan and the organisation was strong in most knowledge creation enablers except
redundancy and ba. The dominance in clan culture is in line with a medium size company
that is competing in the big league of providers of business solutions and the organisation
believes that its success is in providing unique business solutions thanks to teamwork and
working like family.
It is concluded that for an organization to be competitive requires one dominant appropriate
culture and not necessarily all knowledge creating enablers.<br>AFRIKAANSE OPSOMMING:
Die tesis ondersoek die verband tussen kennisskepping en organisasie kultuur. Dit word
gedoen deur die relasie tussen Nonaka se omgewingsomstandighede vir kennisskepping en
die vier organisatoriese kultuurtipes van Cameron en Quinn in twee organisasies te meet.
Terwyl baie skrywers krities is oor die besonderhede van Nonaka en Takeuchi se model van
kennisskepping, is die meeste met hulle eens oor die omgewingsomstandighede wat
kennisskepping in staat stel. Daar word geargumenteer dat hierdie omgewingsomstandighede
hoofsaaklik deur die organisasie kultuur beïnvloed word en daarom is hierdie verband
belangrik.
Die empiriese navorsing is gebaseer op ‘n tweeledige vraelys. Die eerste deel handel oor die
omgewingsomstandighede en die indikatore hiervoor is uit die teorie ontwikkel. Die tweede
deel van die vraelys is gebaseer op ‘n reeds gevalideerde instrument van Cameron en Quinn
wat organisatoriese kultuurtipes probeer vasstel. Omdat Nonaka klem lê op die sentrale rol
van middelbestuur in organisatoriese kennisskepping, is die vraelyste op middelbestuurders
in geselekteerde organisasies gemik. 140 vraelyste is uitgestuur en twee organisasies het
genoeg response gehad vir statistiese verwerking.
Die resultate toon dat een organisasie ‘n sterk markkultuur het. Hierdie organisasie vertoon
vereiste verskeidenheid, kreatiewe chaos en outonomie as omgewingsomstandighede wat
kennisskepping sou instaat stel. Die markkultuur is ‘n organisasie se respons op ‘n omgewing
gevul met kompleksiteit en dit vereis verskeidenheid. Die organisasie gebruik ook outonome
werkspanne en daarom meet outonomie ook hoog. Die tweede organisasie kompeteer in die
besigheidskonsultasiemark. Hier was die dominante kultuurtipe dié van klan. Die organisasie
het hoog gemeet in al die omgewingsomstandighede behalwe oortolligheid en ba. Die
dominansie van klan-tipe kultuur strook met ‘n mediumgrootte maatskappy wat unieke
oplossings moet bied gebaseer op spanwerk in kompetisie met groter konsultasie
maatskappye.
Die gevolgtrekking is dat ‘n dominante kultuurtipe ‘n voordeel is vir ‘n organisasie om te kan
kompeteer, eerder as die teenwoordigheid van al die omgewingsomstandighede vir
kennisskepping.
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Parker, Martin. "Organisational culture in context : a study of management in three organisations." Thesis, Staffordshire University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262037.
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Kummerow, Elizabeth H. "Towards the measurement of organisational culture /." Title page, contents and abstract only, 2000. http://web4.library.adelaide.edu.au/theses/09PH/09phk962.pdf.
Der volle Inhalt der QuelleBücher zum Thema "Organisational culture"
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Unit, Great Britain Work Research. Organisational culture. London: Work Research Unit, 1988.
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Turner, Colin. Organisational culture. Blagdon: Further Education Staff College., 1990.
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Brown, Andrew D. Organisational culture. London: Pitman, 1995.
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Walters, Mike. Organisational culture in public sector organisations. London: Institute of Personnel and Development, 1995.
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Ramgutty-Wong, Anita. Understanding organisational culture. Stanley, Rose-Hill, Mauritius: Editions de l'océan Indien, 1999.
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Buckingham, Susannah. Technology and organisational culture. London: LCP, 2000.
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Mitchell, David Lawrence. Organisational culture and improving health. Oxford: Oxford Brookes University, 1997.
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Tim, Scott, ed. Healthcare performance and organisational culture. Abingdon: Radcliffe Medical, 2003.
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Brown, Andrew D. Information, communication and organisational culture. Manchester: Manchester Business School, 1991.
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Institute of Leadership & Management. Organisational culture and context super series. Burlington: Elsevier, 2003.
Den vollen Inhalt der Quelle findenBuchteile zum Thema "Organisational culture"
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Coghlan, David. "Organisational culture." In Edgar H. Schein, 146–57. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003366355-14.
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Varma, Aikta, and Tarnveer Singh. "Organisational Culture." In Finance Transformation, 158–60. Boca Raton: CRC Press, 2024. http://dx.doi.org/10.1201/9781003514503-25.
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Warnes, Richard. "Organisational Culture." In Human Factors in Effective Counter-Terrorism, 214–43. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003375661-7.
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Tayeb, Monir H. "Organisational Culture." In The Management of International Enterprises, 146–58. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230598591_9.
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Price, Andrew, and Andrew Scowcroft. "Organisational culture." In Essential Skills for Influencing in Healthcare, 59–94. London: CRC Press, 2021. http://dx.doi.org/10.1201/9781910227107-4.
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Kitchin, Duncan. "Organisational Culture." In An Introduction to Organisational Behaviour for Managers and Engineers, 27–50. Other titles: Introduction to organisational behavior for managers and engineers Description: Second Edition. | New York : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315562933-2.
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Thomson, Bob. "Organisational culture." In Management from A to Z and back again, 197–203. London: Routledge, 2025. https://doi.org/10.4324/9781041056188-41.
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Maughan, Mike. "Culture in Organisations." In Organisational Behaviour, 250–81. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_8.
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McCarthy, Jean, and Caroline Murphy. "Understanding organisational culture." In Organisational Behaviour, 284–308. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_12.
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Prior, Daniel D. "Organisational Buying Culture." In Organisational Buying, 125–39. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67414-4_8.
Der volle Inhalt der QuelleKonferenzberichte zum Thema "Organisational culture"
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Magomelo, Munyaradzi, Mohammed Kaosar, Fine Masimba, and Tranos Zuva. "The Impact of Organisational Culture on Employees' Information Security Behaviours." In 2024 4th International Multidisciplinary Information Technology and Engineering Conference (IMITEC), 446–51. IEEE, 2024. https://doi.org/10.1109/imitec60221.2024.10850965.
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Arslanparcasi, Yusuf. "The Importance of Well-Being for Organisational Culture." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003084.
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The culture of an organisation is an abstraction that unfolds in social and organisational situations. Following Schein’s (1984) 3-level-model, organisational culture reflects the behaviour of all members of an organisation. However, an important concept in organisational culture research that is often neglected is well-being in the work context, which is often conceptualised in a hedonic and context-free way (Taris & Schaufeli, 2014). This paper argues that well-being allows the exploration of individual aspects of organisational culture and serves to capture an overall picture. To do so, a different approach to thinking about well-being in the work context is needed, based on an adaptation of Carol Ryff's (1989) Psychological Well-Being Model and Bakker and Demerouti's (2018) Job Demands-Resources Model as a theoretical framework. Such a holistic approach to researching organisational culture will allow to identify and explore interdependencies and interactions between individual aspects.
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Heidrich, Balázs, Richárd Kása, and Tamás Németh. "Green or Yellow Light for Market F(l)avours? The Lecturer Perspectives of Market-Oriented Organisational Culture in the Changing World of Hungarian Higher Education." In 43rd International Conference on Organizational Science Development. University of Maribor Press, 2024. http://dx.doi.org/10.18690/um.fov.3.2024.20.
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This study focuses on the success factors of a Hungarian business university, highlighting an important pillar among the success criteria: a coherent and market-oriented organisational culture that can adapt to the changing conditions including transitions and sustainability-related challenges. Our research question is to what extent organisational culture helps or hinders market-oriented organisational behaviour, and to what extent it supports an organisation's success in higher education. Through the example of the Budapest Business University (BBU) the study shows how Cameron-Quinn's organisational culture model (OCAI) - with regard to market orientation - appears in the domestic university scenario. Based on our research the role of market orientation in higher education is clarified: there is a connection between the organisation's strategy, culture and market orientation, but there are different viewpoints regarding the organisational values related to market orientation. The authors argue that the immanent element of organisational functioning (i.e. the market-oriented organisational culture), fundamentally contributes to how successfully a model-changing university adapts in the market space designated for it.
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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart, and Celina Pascoe. "Organisational Paradigms and Network Centric Organisations." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.
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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be considered to make the most of the future network centric warfare (NCW) and enable future warfighters to deal with war, peace, terrorism and overall uncertainty. Particular focus is placed on the issues that individuals and groups face in the NC environment. Such issues include: organizational culture, cognitive demands, and knowledge mobilization and learning.
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Al Ali, Ali Ahmed Abdulla. "Improving Organizational Culture : High Reliability Organization." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210918-ms.
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Abstract Positive safety culture is key in a generative organisation where individuals anticipate what could potentially go wrong and accept bad news as opportunity for improvement. During the last several decades, numerous process safety related events have occurred impacting people's lives and companies' financial integrity. The underlying causes of the poor safety culture that resulted in major incidents is due to organisational and safety management failures, inadequate communication, and lack of cultural leadership responsibility.
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Meškauskienė, Asta. "SCHOOL CULTURE, AS AN ORGANISATIONAL CULTURE: THE VALUE ASPECT." In International Conference on Education and New Developments. inScience Press, 2019. http://dx.doi.org/10.36315/2019v2end046.
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Fryc, Alicja, and Caroline Marshall Brown. "Corporate Sustainability Culture in Oil and Gas Industry – Enablers and Challenges." In Middle East Oil, Gas and Geosciences Show. SPE, 2023. http://dx.doi.org/10.2118/213273-ms.
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Abstract The paper shares learnings from building a corporate sustainability culture as an infrastructure for environmental and sustainability programs by identifying enablers and challenges common to the oil and gas organisations which are relatively advanced in their sustainability journey. The study presents conclusions from a survey conveyed within oil and gas industry and presents learnings in the context of the theoretical exploration of the subject of organisational sustainability culture in recent literature. A closer look at the successes and challenges in developing sustainability and environmental culture within the petroleum industry so far, leads to identification of three main success factors: (1) Strong corporate commitment, visible in practice and genuinely committed leadership; (2) Translating corporate sustainability approach into economic value (such as business development advantage, technological innovation agility, energy savings, cost reduction); (3) Communication of targets and progress towards them and cascading sustainability objectives down to organisational units. The study identifies several prevailing challenges, including: (1) Lack of resources; (2) Lack of leadership or visibility of it and (3) scepticism around either the positive role of oil and gas in climate action or the authenticity of corporate sustainability efforts. When comparing survey respondents’ experience of the organisational sustainability culture to its theoretical models, it can be concluded that (a) sampled organisations’ programs are most developed in the areas suggesting external drivers, such as legislative and customer requirements or public opinion pressure, (b) sustainability vision, corporate values and their communication are seen as the most culture enabling elements of the theoretical model in practice, and (c) challenges in building a sustainability culture are present in all main elements of the theoretical model, likely indicating that the industry is still gaining the experience and developing its approach and solutions for sustainability. Conclusions and implications can be utilised by organisations in early stages of designing sustainability and environmental stewardship programs to consider maximizing the identified success factors while mitigating the challenges to build a sustainability culture that enables organisations to respond to environmental and social demands and build organisational resilience.
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Fryc, A. E., and C. Marshall Brown. "Corporate Sustainability Culture in Oil and Gas Industry – Enablers and Challenges." In SPE International Health, Safety, Environment and Sustainability Conference and Exhibition. SPE, 2024. http://dx.doi.org/10.2118/220414-ms.
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Abstract The paper shares learnings from building a corporate sustainability culture as an infrastructure for environmental and sustainability programs by identifying enablers and challenges common to the oil and gas organisations, which are relatively advanced in their sustainability journey. The study presents conclusions from a survey carried out within oil and gas industry and presents learnings in the context of the theoretical exploration of the subject of organisational sustainability culture in recent literature. A closer look at the successes and challenges in developing sustainability and environmental culture within the petroleum industry so far, leads to identification of three main success factors: (1) Strong corporate commitment, visible in practice and genuinely committed leadership; (2) Translating corporate sustainability approach into economic value (such as business development advantage, technological innovation agility, energy savings, cost reduction); (3) Communication of targets and progress towards them and cascading sustainability objectives down to organisational units. The study identifies several prevailing challenges, including: (1) Lack of resources; (2) Lack of leadership or visibility of it and (3) skepticism around either the positive role of oil and gas in climate action or the authenticity of corporate sustainability efforts. When comparing survey respondents’ experience of the organisational sustainability culture to its theoretical models, it can be concluded that (a) sampled organizations’ programs are most developed in the areas suggesting external drivers, such as legislative and customer requirements or public opinion pressure, (b) sustainability vision, corporate values and their communication are seen as the most culture enabling elements of the theoretical model in practice, and (c) challenges in building a sustainability culture are present in all main elements of the theoretical model, likely indicating that the industry is still gaining the experience and developing its approach and solutions for sustainability. Conclusions and implications can be utilized by organisations in early stages of designing sustainability and environmental stewardship programs to consider maximizing the identified success factors while mitigating the challenges to build a sustainability culture that enables organisations to respond to environmental and social demands and build organisational resilience.
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Thorneycroft, Sarah. "Maybe It's Us: Imagining Organisational Learning Design." In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.
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Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.
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Bryant, J. "Aligning organisational culture with knowledge management objectives." In IEE Seminar Managing Knowledge for Competitive Advantage. IEE, 2001. http://dx.doi.org/10.1049/ic:20010075.
Der volle Inhalt der QuelleBerichte der Organisationen zum Thema "Organisational culture"
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Sztajerska, Dobrochna, and Karolina Pawlusiak. Waste as a Product of Organisational Culture. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317342.
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Musa, Padde, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, November 2021. http://dx.doi.org/10.5703/1288284317432.
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Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.
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Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.
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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
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Shaw, Aileen, and John Canavan. Tusla’s Programme for Prevention, Partnership and Family Support: Commissioning Work Package : Final Report. UNESCO Child and Family Research Centre, National University of Ireland Galway, September 2018. http://dx.doi.org/10.52516/cvxc7343.
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NUI Galway has undertaken an evaluation study focusing on the implementation of and the outcomes from the PPFS programme. The study’s overall research question is: Is the organisational culture and practice of Tusla and its partners changing such that services are more integrated, preventative, evidence informed and inclusive of children and parents? If so, is this contributing to improved outcomes for children and their families?
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Tierney, Edel, Cormac Forkan, Bernadine Brady, and Rebecca Jackson. Tusla’s Programme for Prevention, Partnership and Family Support:Children’s Participation Work Package : Final Report. University of Galway, September 2018. http://dx.doi.org/10.52516/tkii4235.
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The Development and Mainstreaming Programme for Prevention, Partnership and Family Support (PPFS) is a programme of action being undertaken by Tusla, the Child and Family Agency, as part of its National Service Delivery Framework. The programme seeks to embed prevention and early intervention into the culture and operation of Tusla. The UNESCO Child and Family Research Centre, NUI Galway has undertaken an evaluation study focusing on the implementation of and the outcomes from the PPFS programme. The study’s overall research question is: Is the organisational culture and practice of Tusla and its partners changing such that services are more integrated, preventative, evidence informed and inclusive of children and parents? If so, is this contributing to improved outcomes for children and their families?
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Cassidy, Anne, Leonor Rodriguez, and Carmel Devaney. The Child and Family Support Networks Research Study. UNESCO Child and Family Research Centre, National University of Ireland Galway, September 2018. http://dx.doi.org/10.52516/eaoa2611.
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The research and evaluation team at the UNESCO Child and Family Research Centre (UCFRC), NUI Galway provides research, evaluation and technical support to Tusla’s Development and Mainstreaming Programme for Prevention, Partnership and Family Support (PPFS). This is a new programme of action being undertaken by Tulsa – Child and Family Agency as part of its National Service Delivery Framework. The programme seeks to transform child and family services in Ireland by embedding prevention and early intervention into the culture and operations of Tusla. The research and evaluation carried out by the UCFRC focuses on the implementation and the outcomes of the PPFS Programme and is underpinned by the overarching research question: Is the organisational culture and practice at Tusla and its partners changing such that services are more integrated, preventative, evidence informed and inclusive of children and parents and if so, is this contributing to improved outcomes for children and their families? .
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Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, November 2021. http://dx.doi.org/10.52915/sbuk7331.
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We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
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Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, October 2018. http://dx.doi.org/10.7146/aul.273.
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In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative and creative approaches to global management tasks; however, in-stead of focusing on the potentials of cultural diversity, practitioners and studies of global teams tend to approach cultural diversity as a barrier to team success. This study explores some of the barriers that cultural diversity poses but also discusses its potential to leverage high performance in a global context.Our study highlights the importance of how team leaders and team members perceive ‘culture’ as both a concept and a social practice. We take issue with a notion of culture as a relatively fixed and homogeneous set of values, norms and attitudes shared by people of national communities; it is such a notion of culture that tends to underlie understandings that highlight the irreconcilability of cultural differences.Applying a more dynamic and context-dependent approach to culture as a meaning system that people negotiate and use to interpret the world, this study explores how global leadership teams can best reap the benefits of cultural diversity in relation to specific challenging areas of intercultural team work, such as leadership style, decision making, relationship building, strategy process, and communication styles. Based on a close textual interpretation of 31 semi-structured interviews with members of global leader-ship teams in eight Danish-owned global companies, our study identified different discourses and per-ceptions of culture and cultural diversity. For leaders of the global leadership teams (Danish/European) and other European team members, three understandings of cultural diversity in their global teams were prominent:1)Cultural diversity was not an issue2)Cultural diversity was acknowledged as mainly a liability. Diversities were expressed through adifference in national cultures and could typically be subsumed under a relatively fixed numberof invariable and distinct characteristics.3)Cultural diversity was an asset and expressions of culture had to be observed in the situationand could not simply be derived from prior understandings of cultural differences.A clear result of our study was that those leaders of global teams who drew on discourses of the Asian ‘Other’ adherred to the first two understandings of cultural diversity and preferred leadership styles that were either patriarchal or self-defined as ‘Scandinavian’. Whereas those leaders who drew on discourses of culture as dynamic and negotiated social practices adhered to the third understanding of cultural di-versity and preferred a differentiated and analytical approach to leading their teams.We also focused on the perceptions of team members with a background in the country in which the global teams were co-located. These ‘local’ team members expressed a nuanced and multifaceted perspective on their own cultural background, the national culture of the company, and their own position within the team, which enabled them to easily navigate between essentialist perceptions of culture while maintain-ing a critical stance on the existing cultural hegemonies. They recognised the value of their local knowledge and language proficiency, but, for those local members in teams with a negative or essentialist view of cultural diversity, it was difficult to obtain recognition of their cultural styles and specific, non-local competences. 3Our study suggeststhat the way global team members perceive culture, based on dominant societal dis-courses of culture, significantly affects the understandings of roles and positions in global leadership teams. We found that discourses on culture were used to explain differences and similarities between team members, which profoundly affected the social practicesand dynamics of the global team. We con-clude that only global teams with team leaders who are highly aware of the multiple perspectives at play in different contexts within the team hold the capacity to be alert to cultural diversity and to demonstrate agility in leveraging differences and similarities into inclusive and dynamic team practices.
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Higgins, Daryl. Protecting children from abuse in organisations needs leadership and cultural change. Australian Catholic University, September 2017. http://dx.doi.org/10.24268/fhs.8341.
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Kelly, Luke. Lessons Learned on Cultural Heritage Protection in Conflict and Protracted Crisis. Institute of Development Studies (IDS), April 2021. http://dx.doi.org/10.19088/k4d.2021.068.
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This rapid review examines evidence on the lessons learned from initiatives aimed at embedding better understanding of cultural heritage protection within international monitoring, reporting and response efforts in conflict and protracted crisis. The report uses the terms cultural property and cultural heritage interchangeably. Since the signing of the Hague Treaty in 1954, there has bee a shift from 'cultural property' to 'cultural heritage'. Culture is seen less as 'property' and more in terms of 'ways of life'. However, in much of the literature and for the purposes of this review, cultural property and cultural heritage are used interchangeably. Tangible and intangible cultural heritage incorporates many things, from buildings of globally recognised aesthetic and historic value to places or practices important to a particular community or group. Heritage protection can be supported through a number of frameworks international humanitarian law, human rights law, and peacebuilding, in addition to being supported through networks of the cultural and heritage professions. The report briefly outlines some of the main international legal instruments and approaches involved in cultural heritage protection in section 2. Cultural heritage protection is carried out by national cultural heritage professionals, international bodies and non-governmental organisations (NGOs) as well as citizens. States and intergovernmental organisations may support cultural heritage protection, either bilaterally or by supporting international organisations. The armed forces may also include the protection of cultural heritage in some operations in line with their obligations under international law. In the third section, this report outlines broad lessons on the institutional capacity and politics underpinning cultural protection work (e.g. the strength of legal protections; institutional mandates; production and deployment of knowledge; networks of interested parties); the different approaches were taken; the efficacy of different approaches; and the interface between international and local approaches to heritage protection.