Journal articles: 'Culture fit'

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Pronk, Nico. "A Workplace Culture of Health." ACSM's Health & Fitness Journal 14, no. 3 (May 2010): 36–38. http://dx.doi.org/10.1249/fit.0b013e3181d9f7b6.

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Thornton, Kerry L. "Quality in a Culture Driven by Quantity." ACSMʼs Health & Fitness Journal 23, no. 1 (2019): 42–44. http://dx.doi.org/10.1249/fit.0000000000000447.

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Eickhoff-Shemek, JoAnn M. "Creating a Safety Culture in Your Fitness Facility." ACSMʼs Health & Fitness Journal 24, no. 3 (2020): 33–35. http://dx.doi.org/10.1249/fit.0000000000000566.

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Pu, Xiaoyu, and Huiping Li. "ORGANIZATION-CULTURE FIT: LOCAL CULTURE�S IMPACT ON MNC SUBSIDIARIES." Journal of Academy of Business and Economics 19, no. 2 (June 1, 2019): 15–24. http://dx.doi.org/10.18374/jabe-19-2.2.

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Nazir, Nazir A. "Person-Culture Fit and Employee Commitment in Banks." Vikalpa: The Journal for Decision Makers 30, no. 3 (July 2005): 39–52. http://dx.doi.org/10.1177/0256090920050304.

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This paper makes an attempt to ascertain the relationship between socialization, person-culture fit, and employee commitment. In other words, it seeks to determine whether the organizations high on socialization scores will experience high value congruency⁄person-culture fit and also whether high value congruency leads to employee commitment. In the recent past, the concept of culture has gained wide acclaim as a subject of study and reflection. However, the parameters of culture are so intricate that they cannot be outlined or defined. While contemporary research fully endorses the view that culture is an internal variable and can be conceptualized in terms of widely shared and strongly held views, the researchers have not empirically investigated the relevance of social learning in permeating these values into the organizational members. This paper seeks to overcome this limitation and also deviates from the earlier research studies undertaken in this field in the Indian context by exploring whether the person-culture fit notion or the integration of organizational values and individual preferences for those values could predict employee commitment. This study was conducted on six banks including two public sector (banks 1 and 2), two private sector (banks 3 and 4), and two foreign banks (banks 5 and 6) located in Delhi. It used three wellestablished scales — organizational culture profile (OCP), organizational commitment scale (OCS), and socialization practices scale (SPS) — to collect data from two separate groups of respondents through convenience sampling procedure. The first group consisted of 135 newly recruited employees who were asked to complete the OCP indicating their individual preferences on the given 54 value items and OCS for ascertaining their commitment. The second group comprised of 69 senior employees of the banks studied. An overall profile of the culture of each bank was developed by averaging the individual responses of this group. These were then used to calculate the person-culture fit scores for the newly hired employees. The main findings of the study are as follows: Moderate to strong person-culture fit score was found in one private and two foreign banks and weak to moderate person-culture fit score was found in rest of the banks studied. Two foreign and one private bank scored high to moderate on socialization practices respectively. The other two public and one private bank scored low on this dimension. Banks high on value congruency and socialization scores showed significant correlation between person-culture fit and normative commitment. Banks low on value congruency and socialization practices exhibited insignificant correlation between person-culture fit and normative and instrumental commitment. On the whole, the study indicates the need for firms, especially public sector, service-oriented firms, to pay attention to socialization practices which would result in strong cultures and employee commitment.

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Patyal, Vishal Singh, Sudhir Ambekar, Anand Prakash, Dipayan Roy, and Amit Hiray. "Assessment of cultural fit between buyers and suppliers." International Journal of Quality & Reliability Management 37, no. 4 (February 17, 2020): 635–58. http://dx.doi.org/10.1108/ijqrm-12-2018-0338.

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PurposeThe present study proposes a model to examine the cultural fit between buyers and suppliers for establishing synergies in their processes and practices.Design/methodology/approachThis study assessed buyers' culture through the Competing Values Framework and used Quality Management Practices Model as a proxy to assess suppliers' culture. The data from 262 paired respondents were used for this analysis. This survey was administered in India, using linear snowball-sampling technique. This study applied 3SLS regression for each culture group separately.FindingsThis study has instituted the cultural fit between the buyers' and suppliers' culture. It is observed that for getting synergies between cultures, buyers need to choose a set of suppliers which have similar cultural traits.Research limitations/implicationsThis study presents empirical findings based on data from Indian manufacturing firms. These findings need testing in other developing countries and other sectors.Practical implicationsOrganizations can formulate right policies for supplier selection based on the cultural fit between buyers and suppliers.Originality/valueWith increasing role of suppliers in the value chain, organizations around the world need to work with the right suppliers for gaining a sustainable competitive advantage. Selection of the right suppliers depends on the cultural fit between buyers and suppliers that, in turn, depends on the selection of the right suppliers based on the prevailing culture.

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Schneider, William E. "Why Strategies Fall Apart: The CEO/Culture Disconnect." Handbook of Business Strategy 4, no. 1 (January 1, 2003): 174–80. http://dx.doi.org/10.1108/eb060266.

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Jones, Mary Elaine, Mary Lou Bond, and Carolyn L. Cason. "Where Does Culture Fit in Outcomes Management?" Journal of Nursing Care Quality 13, no. 1 (October 1998): 41–51. http://dx.doi.org/10.1097/00001786-199810000-00007.

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DePalma, Angelo. "Culture Media Purpose-Fit for New Therapies." Genetic Engineering & Biotechnology News 38, no. 5 (March 2018): 18–21. http://dx.doi.org/10.1089/gen.38.05.06.

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Otu, Noel. "Let punishment and treatment fit the culture." Justice Professional 12, no. 3 (February 2000): 253–75. http://dx.doi.org/10.1080/1478601x.2000.9959548.

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Sarris, Aspa, and Neil Kirby. "Antarctica: A study of person - culture fit." Australian Journal of Psychology 57, no. 3 (December 2005): 161–69. http://dx.doi.org/10.1080/00049530500125165.

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Bu, Kyunghee, Donghoon Kim, and Jungmin Son. "Is the culture–emotion fit always important?" Journal of Business Research 66, no. 8 (August 2013): 983–88. http://dx.doi.org/10.1016/j.jbusres.2011.12.021.

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Puffer, Sheila M., and Stanislav V. Shekshnia. "The fit between Russian culture and compensation." International Executive 38, no. 2 (March 1996): 217–41. http://dx.doi.org/10.1002/tie.5060380204.

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Eickhoff-Shemek, JoAnn M. "Creating A Safety Culture In Your Fitness Facility: Part 2." ACSM'S Health & Fitness Journal 25, no. 1 (January 2021): 49–51. http://dx.doi.org/10.1249/fit.0000000000000635.

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Newman, Karen L., and Stanley D. Nollen. "Culture and Congruence: The Fit Between Management Practices and National Culture." Journal of International Business Studies 27, no. 4 (September 1996): 753–79. http://dx.doi.org/10.1057/palgrave.jibs.8490152.

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de Mooij, Marieke. "Tailoring Your Strategy to Fit the Culture: Global Marketing." IESE Insight, no. 5 (June 15, 2010): 23–30. http://dx.doi.org/10.15581/002.art-1787.

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Wasaya, Allah, Wajid Hussain, and Zahra Masood Bhutta. "Determinants and Organization Citizenship Behavioral Outcomes of Employee Motivation: An Empirical Study." International Journal of Human Resource Studies 8, no. 2 (May 6, 2018): 227. http://dx.doi.org/10.5296/ijhrs.v8i2.12989.

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The purpose of this study is to highlight the role of person-organization fit, person-job fit and organizational culture toward organization citizenship behavior. Further, it analyses how employee motivation acts as a mediator between the relationship of person-organization fit, person-job fit, organizational culture and organization citizenship behavior.For analysis data was collected through a questionnaire based on adopted scales and the sample consisted of 350 employees of 3S dealers of automobile manufacturers in Multan district, Pakistan. Exploratory factor analysis and confirmatory factor analysis were conducted to provide statistical evidence for hypotheses. Person-organization fit, person-job fit and organizational culture were found significant in predicting organization citizenship behavior directly and through mediation. Further research should attempt to replicate the findings in other samples. In addition, researcher should investigate other significant variables affecting organization citizenship behavior. Implications of these findings suggest that for management development purpose, people should attempt to improve organization citizenship behavior to create person organization fit as well as organization culture and person job fit. This investigation contributes to the literature by identifying specific organization citizenship behavior rather than macro measures of organization citizenship behavior that are associated with different styles of fits and culture.

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Kismono, Gugup, and Raden Muhammad Pradana Ramadista. "The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance." Gadjah Mada International Journal of Business 22, no. 3 (December 11, 2020): 301. http://dx.doi.org/10.22146/gamaijb.56583.

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“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

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Fahrizal, Abdul Rahman Lubis, and Sofyan. "THE EFFECT OF ORGANIZATIONAL CULTURE AND PERSON-ORGANIZATION FIT ON ORGANIZATIONAL PERFORMANCE MEDIATED BY EMPLOYEE COMMITMENT AND JOB SATISFACTION IN GENERATION Y AT PT PLN (PERSERO) ACEH REGIONAL MAIN UNIT." International Journal of Business Management and Economic Review 05, no. 05 (2022): 36–49. http://dx.doi.org/10.35409/ijbmer.2022.3430.

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This research aims to examine the Organizational Culture and Person-Organization Fit (PO Fit) influence on Organizational Performance Mediated by Employee Commitment and Job Satisfaction among “Generation Y” at PT PLN (Persero) Aceh Regional Main Unit (PLN Aceh). This research uses a population of 701 PLN Aceh employees whose age is in generation Y. Due to the relatively large population, the sampling uses the Slovin formula and produces 255 employees. Sampling using cluster random sampling technique. Data were collected by questionnaires which were measured by Likert. The data was tested through SEM-AMOS. The results prove that culture and PO Fit affect commitment and satisfaction; Culture, PO Fit, commitment, and satisfaction affect performance; and Commitment and satisfaction both partially mediate the influence of culture and PO Fit on performance. This explains that the performance improvement function is a function to create a positive culture in the organization, improve PO Fit, strengthen commitment, and increase job satisfaction.

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Geng, Zizhen, Wei Wang, Xia Yang, and Lin Ding. "Organizational Error Management Culture and Employee Creativity: A Person-Culture Fit Model." Academy of Management Proceedings 2017, no. 1 (August 2017): 15432. http://dx.doi.org/10.5465/ambpp.2017.15432abstract.

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Chen, Zhi, Shenglan Huang, Chong Liu, Min Min, and Liying Zhou. "Fit between Organizational Culture and Innovation Strategy: Implications for Innovation Performance." Sustainability 10, no. 10 (September 21, 2018): 3378. http://dx.doi.org/10.3390/su10103378.

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Although prior studies have indicated the interrelationships between specific types of innovation strategy and specific elements of organizational culture, few studies simultaneously evaluate the relationship between the two multi-dimensional constructs in holistic perspective. Based on configuration theory, we conceptualize fit as ‘profile deviation’, and investigate the fit between an organization’s culture and its innovation strategy. Data were collected from 183 Chinese organizations. We examine the hypothesis that greater fit between organizational culture and innovation strategy encourages superior innovation speed and innovation quality. Our results provide evidence that in the group of organizations exhibiting either exploratory or exploitative innovation strategy, the more similar the organizational culture configurations are to those of the top performers, the higher their innovation speed and innovation quality are. In the group of organizations exhibiting ambidextrous innovation strategy, the fit between organizational culture and innovation strategy is insignificantly associated with innovation speed and innovation quality. Implications for applying the culture–strategy fit in innovation management are discussed.

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Wulandari, Windy Delvyana. "Linking Person Job Fit, Person Organization Fit and Organizational Culture to Employee Performance in Islamic Banks: the Mediating Role of Job Motivation." Journal of Islamic Economic and Business Research 1, no. 2 (December 30, 2021): 125–39. http://dx.doi.org/10.18196/jiebr.v1i2.17.

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Adaptability to the work environment affects employee's work attitude in the organization. This ability can be seen from the influence of person job fit, person organization fit, and organizational culture accumulating into employee work motivation. This study aims to examine the effect of person job fit, person organization fit and organizational culture on employee performance with work motivation as a mediating variable. The object of this research was BPRS Madina Yogyakarta and BPRS Bangun Drajat Warga Yogyakarta. In this quantitative research, the data were collected through a questionnaire distributed to employees of the two BPRS. The questionnaire involved 65 respondents and was analyzed using the SPSS 23. The results showed a positive influence between person job fit on work motivation, person organization fit had no effect on work motivation, organizational culture had a positive effect on work motivation, work motivation had an effect on positive effect on employee performance, person job fit brought a positive effect on employee performance, person organization fit had no effect on employee performance, and organizational culture had no positive effect on employee performance.

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Malekzadeh, Ali R., and Afsaneh Nahavandi. "The Fit Between Strategy and Culture in Mergers." Academy of Management Proceedings 1987, no. 1 (August 1987): 41–45. http://dx.doi.org/10.5465/ambpp.1987.17533718.

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Jaeger, Alfred M. "Organization Development and National Culture: Where's the Fit?" Academy of Management Review 11, no. 1 (January 1986): 178. http://dx.doi.org/10.2307/258339.

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杜, 丽茹. "The Fit between Marxism and Chinese Traditional Culture." Chinese Traditional Culture 10, no. 03 (2022): 79–83. http://dx.doi.org/10.12677/cnc.2022.103014.

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Jaeger, Alfred M. "Organization Development and National Culture: Where's the Fit?" Academy of Management Review 11, no. 1 (January 1986): 178–90. http://dx.doi.org/10.5465/amr.1986.4282662.

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Deadrick, Diana L., R. Bruce McAfee, and Myron Glassman. "“Customers for life”: Does it fit your culture?" Business Horizons 40, no. 4 (July 1997): 11–16. http://dx.doi.org/10.1016/s0007-6813(97)90034-3.

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Wallace, Anthony F. C. "Technology in Culture: The Meaning of Cultural Fit." Science in Context 8, no. 2 (1995): 293–324. http://dx.doi.org/10.1017/s0269889700002039.

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The ArgumentThe thesis of this paper is that there are three basic processes by which a technological innovation is fitted into an existing culture: (1) Rejection, in situations where all interested groups are satisfied with a traditional technology and reject apparently superior innovations because they would force unwanted changes in technology and ideology; (2) Acceptance, in situations where a new technology is embraced by all because it appears to serve the same social and ideological functions as an inferior, or inoperative, traditional technology; and (3) — most commonly in complex societies — conflict over acceptance or rejection, in situations where a new technology introduced or proposed by one group, who perceive it as advancing their interests, is resisted by another group, who perceive it as threatening their welfare. A traditional tripartite concept of culture is employed, distinguishing technology, social organization, and ideology. Four case studies are introduced to illuminate the issue: the Thonga tribesmen of Mozambique, whose occupation as gold and diamond miners at first suited perfectly the requirements of the Thonga lineage and marriage system; the Yir Yoront of Australia, an aboriginal group who found that the steel axe introduced by whites disrupted the patriarchal status system and confounded their mythology; the Senecas, an American Indian tribe that for generations rejected male plow agriculture because their way of life was organized around female horticulture, but who took up male agriculture at the urging of a prophet when traditional male roles disintegrated on the reservation; and the anthracite miners and mine operators of nineteenth-century Pennsylvania, who discovered that fundamental changes in both social organization and ideology were needed in order to cope with catastrophically high rates of industrial accidents attendant on the new system of deep-shaft mining.

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Wolonciej, Mariusz Tomasz. "Do jobs matter more than nations? Cultural constraints on organizational performance." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 494–511. http://dx.doi.org/10.1108/jocm-04-2017-0137.

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Purpose The purpose of this paper is to introduce new perspectives on the job position analysis practice rooted in the traditional person-job fit approach. It highlights selected theoretical assumptions and the case of a company challenged by hidden cultural constraints on the work environment. The author attempts to show how human resources management may benefit from incorporating the aspect of cultural traits in job position analysis. Next, the author provides a regulatory definition of a job position culture, followed by practical guidelines to facilitate a better person-job fit across various work environments. Design/methodology/approach The paper opts for a conceptual contribution by introducing a new term “job position culture” as, companies are challenged by new management difficulties when creating universal job position descriptions and a better person-job fit. The paper highlights the need of including additional, cultural aspects of the work environment to better manage organizational change. Findings The paper shows how cultural traits could be implemented in human resources management such as recruitment and selection, as well as efficient job position management. A regulatory definition of job position culture is proposed, and some practical implications for a more complete organizational change management in job cultures. Research limitations/implications The regulatory definition for the job position culture, presented in the paper, is at the preliminary and theoretical stage. It requires being operationalized and implemented it in each job analysis case. Practical implications The new, cultural perspective on the job analysis may serve for the more adequate fit of personnel to the work environment and better manage organizational change including distinct job cultures. Social implications The cultural perspective on a job analysis may serve a more adequate fit and work satisfaction of workers resulting in job attachment and better work performance. Originality/value The paper shows the need to study additional work environment traits on the bases of the regulatory definition of job position culture.

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Van Vianen, Annelies E. M., Bernard A. Nijstad, and Olga F. Voskuijl. "A Person-Environment Fit Approach to Volunteerism: Volunteer Personality Fit and Culture Fit as Predictors of Affective Outcomes." Basic and Applied Social Psychology 30, no. 2 (July 9, 2008): 153–66. http://dx.doi.org/10.1080/01973530802209194.

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Fischer, Ronald. "Intersubjective Culture." Swiss Journal of Psychology 71, no. 1 (January 2012): 13–20. http://dx.doi.org/10.1024/1421-0185/a000067.

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Intersubjective consensus approaches to culture have emerged as a new paradigm for understanding and measuring culture. In this study, I briefly review contemporary definitions of culture in psychology and examine how an intersubjective norm approach may fit. Two central issues are (1) consensus about the norms and (2) the ability to discriminate between individuals from different cultural contexts based on their responses. A reanalysis of intersubjective norms (Fischer, 2006 ) demonstrates that consensus is low and relatively little variance is explained by cultural background. This challenges the theoretical nature of the construct as capturing culturally shared meaning systems.

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Lin, Carol Yeh-Yun. "C-IC fit predicts performance: Insights from national culture and national intellectual capital fit." Academy of Management Proceedings 2012, no. 1 (July 2012): 10356. http://dx.doi.org/10.5465/ambpp.2012.10356abstract.

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Armstrong, Lois Joy. "Health, Rights, and Culture." Christian Journal for Global Health 6, no. 1 (May 31, 2019): 64–69. http://dx.doi.org/10.15566/cjgh.v6i1.269.

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Crossing cultures challenges the way one thinks about health and rights. Cultural anthropology provides a framework that helps clarify these issues by categorising cultures by their dominant method of governing behaviour and maintaining social order: 1. Guilt-Innocence cultures, 2. Honour-Shame cultures and 3. Fear-Power cultures. Rights do not easily fit in either Honour-Shame cultures or Fear-Power cultures as compared to Guilt-Innocence cultures. Jesus uses Honour-Shame language in his teachings regarding the care of the poor and neglected, rather than the language of rights. Understanding the culture of the Bible, as well as the culture you are working in, can help provide alternate methods of carrying out health work. Jesus also addresses greed, the deceptive trap of rights, where people always want more. In the book of Revelation, there is one right available to all who have clean robes - the right to the Tree of Life; the leaves of this tree provide healing of for all nations.

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Herkes, Jessica, Louise A. Ellis, Kate Churruca, and Jeffrey Braithwaite. "A cross-sectional study investigating the associations of person-organisation and person-group fit with staff outcomes in mental healthcare." BMJ Open 9, no. 9 (September 2019): e030669. http://dx.doi.org/10.1136/bmjopen-2019-030669.

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ObjectivesOrganisational and workplace cultures are fundamental determinants of health systems performance; through better understanding of the dimensions of culture there is the potential to influence them, and subsequently improve safety and quality of care, as well as the experiences of both patients and staff. One promising conceptual framework for studying culture in healthcare is person-environment (P-E) fit. Comprising person-organisational (P-O) and person-group (P-G) components, P-E fit is defined as the extent to which individuals are compatible with their work environment. The aim of this study was to examine the associations of P-O and P-G fit with staff outcomes in mental healthcare.Setting and participantsParticipants (n=213) were staff and volunteers at 31 primary mental health facilities across six states of Australia.Primary and secondary outcome measuresStaff outcomes, comprising burnout (depersonalisation and emotional exhaustion), job satisfaction and work stress.DesignA multidimensional survey tool was used to measure P-O and P-G fit, and staff outcomes. Multiple regression analyses were used to test the associations between fit and outcome measures.ResultsThe regression analyses indicated that, based on a Bonferroni adjusted alpha value of α=00417, P-O fit accounted for 36.6% of the variability in satisfaction (F=8.951, p≤0.001); 27.7% in emotional exhaustion (F=6.766, p≤0.001); 32.8% in depersonalisation (F=8.646, p≤0.001); and 23.5% in work stress (F=5.439, p≤0.001). The P-G fit results were less conclusive, with P-G fit accounting for 15.8% of the variability in satisfaction (F=4.184, p≤0.001); 10.0% in emotional exhaustion (F=2.488, p=0.014); 28.6% in depersonalisation (F=8.945, p≤0.001); and 10.4% in work stress (F=2.590, p=0.032). There was no statistically significant increase in the variability accounted for when the interaction term of P-O and P-G fit was added to the regression.ConclusionsThe findings highlight that staff’s perception of their workplace and organisational culture can have implications for staff well-being.

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Pujiastuti, Endah. "The Effect of Employer Brand on Employer Of Choice (EOC) Mediated By Per-son Organization Fit (PO-FIT) And The Moderation Role Of Social Media On The Relationship Of Person Organization Fit (PO-FIT) And Employer Of Choice (EOC) At STIBISNIS Polytechnic." Basic and Applied Computational and Advanced Research Journal 1, no. 2 (February 4, 2022): 69–76. http://dx.doi.org/10.11594/bacarj.01.02.04.

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The purpose of this study is to analyze the influence of the dimensions of the employer brand (work culture, ethics & CSR, diversity and salary & incentives) on person organization fit (PO-Fit). In addition, this study aims to analyze the dimensions of employer brand on employer of choice (EOC) mediated by person organization fit (PO-Fit). Furthermore, this study also aims to analyze the influence of person organization fit (PO-Fit) on employer of choice (EOC) and the role of social media moderation on the relationship of person organization fit (PO-Fit) and employer of choice ( EOC) on students of STIBISNIS Polytechnic. The method of data analysis used in this study was Structural Equation Modeling (SEM) using the SmartPLS application version 3.0. Data obtained through questionnaires distributed to 150 students of STIBISNIS Polytechnic. The first result shows that dimension of employer brand namely work culture and ethics & CSR has no effect on person organization fit (PO-Fit) while the other dimensions of employer brand are diversity and salary & incentives had a positive effect on person organization fit ( PO-Fit). Second result shows that Person Organization Fit (PO-Fit) are able to mediate the dimensions of employer brand (work culture, Ethics & CSR, Diversity and Salary & Incentives) towards employer of choice (EOC). The third result shows person organization fit (PO-Fit) has a positive effect on employer of choice (EOC). And the fourth result of this study shows that social media is able to moderate the influence of person organization fit (PO-Fit) on employer of choice (EOC) on students of STIBISNIS polytechnic from management and accounting program

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He, Pinghe, and Xuan Wang. "On the Application of Traditional Culture in the Establishment of Modern Brand." Learning & Education 10, no. 3 (November 7, 2021): 152. http://dx.doi.org/10.18282/l-e.v10i3.2427.

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Chinese traditional culture has a long history, broad and profound. To promote the development of cultural branding, we must fully tap the excellent Chinese traditional culture. To integrate traditional culture into brand and form brand culture, enterprises should not only study traditional culture and its modern value, but also fully understand the real connotation of brand culture. In brand creation, only by correctly understanding and evaluating the fit between culture and brand, finding the entry point between culture and brand, excavating the connotation of traditional culture and understanding the differences between eastern and Western cultures, In order to better apply traditional culture to the establishment of modern brand and truly form the influence of cultural brand.

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Endrejat, Paul Constantin. "When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation." Leadership & Organization Development Journal 42, no. 7 (July 30, 2021): 1104–18. http://dx.doi.org/10.1108/lodj-07-2020-0307.

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PurposeThis study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.Design/methodology/approachData were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.FindingsCurrent-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.Research limitations/implicationsThe author relied on self-reported cross-sectional data.Practical implicationsActions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.Originality/valueThe author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

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Andrew, McClean. "In Focus: Finding the right fit." Optician 2021, no. 3 (March 2021): 235412–1. http://dx.doi.org/10.12968/opti.2021.3.235412.

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JACOBSEN, DAG INGVAR, TORE HILLESTAD, BIRGITTE YTTRI, and JARLE HILDRUM. "ALTERNATIVE ROUTES TO INNOVATION — THE EFFECTS OF CULTURAL AND STRUCTURAL FIT." International Journal of Innovation Management 24, no. 01 (January 3, 2019): 2050006. http://dx.doi.org/10.1142/s1363919620500061.

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A configurational approach to organizations assumes that structural and cultural characteristics must be in “fit” to produce the wanted outcome. With a focus on innovation, this study examines empirically to what extent innovative activities with a large, global telecom company are produced by an innovative culture, an innovative structure, as well as the fit between the two. Based on an extensive survey (N = 21064, response rate = 65) of employees in seven countries in Europe and Asia, data was aggregated to unit level as culture by nature is a collective phenomenon. The empirical analysis detected both the individual effects of culture strength and homogeneity, structure, as well as the fit between the two. The results indicate that an innovative culture and an organic structure indeed fosters innovation, but that, somewhat surprisingly, there are not effects of the fit between the two. Both practical and theoretical implications are discussed.

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Larsson, Rikard, Kenneth R. Brousseau, Katarina Kling, and Patrick L. Sweet. "Building motivational capital through career concept and culture fit." Career Development International 12, no. 4 (July 10, 2007): 361–81. http://dx.doi.org/10.1108/13620430710756753.

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McNaught, Carmel, and Doug Vogel. "The fit between e-learning policy and institutional culture." International Journal of Learning Technology 2, no. 4 (2006): 370. http://dx.doi.org/10.1504/ijlt.2006.011341.

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Holtschlag, Claudia, Carlos E. Morales, Aline D. Masuda, and Alberto Maydeu-Olivares. "Complementary person–culture values fit and hierarchical career status." Journal of Vocational Behavior 82, no. 2 (April 2013): 144–53. http://dx.doi.org/10.1016/j.jvb.2012.11.004.

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Scholz, Christian. "Corporate culture and strategy— The problem of strategic fit." Long Range Planning 20, no. 4 (August 1987): 78–87. http://dx.doi.org/10.1016/0024-6301(87)90158-0.

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Kanungo, Rabindra N., and Zeynep Aycan. "Issue of Culture Fit in Human Resource Management Practices." Vision: The Journal of Business Perspective 2, no. 1 (January 1998): 5–11. http://dx.doi.org/10.1177/09722629x98002001002.

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The paper presents a model of culture-fit to understand human resource management (HRM) practices in both the developed and the developing countries. The model postulates that (a) socio-cultural values and enterprise environment affect the internal work culture of organizations which in turn influence managerial practices, and (b) organizations in the developed and developing countries differ in their internal work culture and HRM practices because of the differences in socio-cultural values of these countries. Empirical evidence is presented to support the model. Several practical implications for managerial practice are suggested.

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Rao, Santosh. "Making Choices to Fit in While Changing the Culture." EXPLORE 14, no. 1 (January 2018): 94–95. http://dx.doi.org/10.1016/j.explore.2017.10.006.

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Kinicki, Angelo J., Mel Fugate, Chad A. Hartnell, and Patricia Corner. "Which Fit Fits? The Effect of Two Types of Leadership-Culture Fit on Firm Performance." Academy of Management Proceedings 2012, no. 1 (July 2012): 11548. http://dx.doi.org/10.5465/ambpp.2012.95.

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Fobi Kontor, Maxwell. "The Effects of Person-Organisation Fit and Employee Commitment. The Mediating Role of Organisational Culture." Archives of Business Research 7, no. 10 (October 29, 2019): 121–31. http://dx.doi.org/10.14738/abr.710.7202.

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The concept of organizational culture is significant in the study of organizational behaviour and has increasingly become a vital area of interest in academic research. Organization culture recognizes the contributions of the employees in an organization, and provides holistic understanding of what is to be achieved, how goals are interrelated, and how each employee could attain organizational goals. Organizational culture is an important factor used to determine how well an employee fits into their organizational context, and it has been asserted that a good fit between the employee and their organization is vital for organisational success. The main purpose of the study was to examine the effects of organisational culture on person organisation fit and employee commitment. Simple random sampling technique was adopted to gather responses from the respondents. The study revealed that organisational culture has a positive and significant effect on person organisation – fit and employee commitment. Moreover, it was identified that organisational culture fully mediates on person organisation-fit. Based on this, the study recommended that organizational policies regarding culture should be clear for understanding by the employees. Along this line, organization should have a flexible culture and top management should use decentralized technique of management so that employees at low level have authority and power to make decision regarding problem they encounter at their level of authority.

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Jain, Nisha, Christine D', and N. A. lima. "Organisational culture preference for gen Y's prospective job aspirants: a personality-culture fit perspective." International Journal of Process Management and Benchmarking 7, no. 2 (2017): 262. http://dx.doi.org/10.1504/ijpmb.2017.083122.

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D'lima, Christine, and Nisha Jain. "Organisational culture preference for gen Y's prospective job aspirants: a personality-culture fit perspective." International Journal of Process Management and Benchmarking 7, no. 2 (2017): 262. http://dx.doi.org/10.1504/ijpmb.2017.10002176.

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Nieminen, Levi, Benjamin Biermeier-Hanson, and Daniel Denison. "Aligning leadership and organizational culture: The leader–culture fit framework for coaching organizational leaders." Consulting Psychology Journal: Practice and Research 65, no. 3 (2013): 177–98. http://dx.doi.org/10.1037/a0034385.

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Journal articles on the topic 'Culture fit'

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