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Relevant bibliographies by topics / Organizational culture

Academic literature on the topic 'Organizational culture'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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Journal articles on the topic "Organizational culture"

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FORGON, Tomáš. "INCREASING ORGANIZATIONAL CULTURE AND ETHICS IN HEALTHCARE ORGANIZATIONS." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 122 (2018): 43–49. http://dx.doi.org/10.29119/1641-3466.2018.122.5.

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Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (January 31, 2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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Lumby, Jacky. "Leading Organizational Culture." Educational Management Administration & Leadership 40, no. 5 (September 2012): 576–91. http://dx.doi.org/10.1177/1741143212451173.

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The literature on educational leadership and management has referred to culture since at least the 1970s. Despite the concept’s mention in over one-third of articles written in this journal, there has been little in-depth engagement with how leaders might influence it and the ethical issues involved. The article argues that leadership must engage with culture as a key mediator of power within organizations. Four levels of cultural activity are suggested: the cultural context created by global phenomena; the cultures of local communities; the organizational culture; and the sub- and counter-cultures within the organization. The article considers a bifurcation in the skills assumed necessary to respond to, on one hand, multi- or intra-culture and, on the other, organizational culture. The article suggests that the degree of perceived difference from norms dictates leaders' orientation to and engagement with culture, with cultural competence generally promoted only in relation to multicultural issues. It concludes that leaders are currently ill-served by encouragement to focus on aligning the organization’s members to a single, strong culture and that the persistent surface engagement with culture may perpetuate inequalities. The need to move leaders to engage more deeply with the power and complexity of culture is indicated.

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Abdulla Bin, Osman, and Rana S M Sohel. "Role of Organizational Culture towards Organizational Innovation: Evidence from Kulim Hi-tech Park, Malaysia." DIU Journal of Business and Entrepreneurship 12, no. 02 (December 30, 2019): 1–12. http://dx.doi.org/10.36481/diujbe.v012i2.5fz86p79.

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Organizations are hying to be competitive through the level of adapting innovation so that they can provide goods and services that meet customers' expectations. One of the aspects that can affect organizational innovation is the dimensions of organization's culture. This study aims at exploring the dimensions of cultures influencing organizational innovation. A quantitative survey was conducted at Kulim Hi-Tech Park, Malaysia. The primary data were collected from 67 respondents who were the managers of companies registered under Kulim Hi-Tech Park. The collected data were analyzed using partial least square structural equation modeling (PLS SEM) with the support of smart PLS software version 2.0M3. The statistical findings reveal that all four cultures are positively and significantly correlated with organizational innovation. Among the four cultures, adhocracy culture was found to be the most significant followed by clan culture, hierarchy culture and market culture in influencing organizational innovation.

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MARK, BARBARA A. "Organizational Culture." Annual Review of Nursing Research 14, no. 1 (January 1996): 145–63. http://dx.doi.org/10.1891/0739-6686.14.1.145.

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Brinson, Gary P. "Organizational Culture." AIMR Conference Proceedings 1996, no. 8 (August 1996): 4–8. http://dx.doi.org/10.2469/cp.v1996.n8.2.

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Soeters, Joseph L., Peter J. Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg, and Joanne Martin. "Organizational Culture." Contemporary Sociology 15, no. 5 (September 1986): 763. http://dx.doi.org/10.2307/2071074.

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Trice, Harrison M., Peter Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg, and Joanne Martin. "Organizational Culture." Administrative Science Quarterly 32, no. 4 (December 1987): 617. http://dx.doi.org/10.2307/2392895.

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Hesselink, Gijs, Myrra Vernooij-Dassen, Loes Pijnenborg, Paul Barach, Petra Gademan, Ewa Dudzik-Urbaniak, Maria Flink, et al. "Organizational Culture." Medical Care 51, no. 1 (January 2013): 90–98. http://dx.doi.org/10.1097/mlr.0b013e31827632ec.

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Schein, Edgar H. "Organizational culture." American Psychologist 45, no. 2 (1990): 109–19. http://dx.doi.org/10.1037/0003-066x.45.2.109.

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Dissertations / Theses on the topic "Organizational culture"

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Georgiadis, Elliot Erin. "ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS: APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY TO THE SORORITY CONTEXT." University of Akron / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=akron1566227238796242.

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Montenegro, Adauto de Vasconcelos. "Study about organizational commitment, leadership styles and organizational culture at a cearense organization." Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=18510.

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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior
The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy.
O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, Ã investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados Ã composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clÃ atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.

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Fonseca, Rivera Cherisse. "Public Perceptions of Organizational Culture and Organization-Public Relationships." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3105.

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Almost 30 years ago, public relations scholars began to process the idea that the concept of culture was important to public relations practices. In particular, scholars questioned what influence culture might have on the communication process and relationship building between organizations and their stakeholders. Yet, today culture is still an understudied concept in the public relations literature. The purpose of this study is to analyze how of organizational culture, as defined by Sriramesh, J. E. Grunig, and Dozier (1996), is significant to the relationship outcomes in public relations. The theoretical framework for this study consists of organizational culture theory and organization-public relationship theory. A quantitative survey was used to measure an external public's perceptions of organizational culture and organizational-public relationships within an academic department. The research measures of authoritarian/participative culture to determine how it is related to the dimensions of organizational-public relationships, including control mutuality, trust, satisfaction, commitment, communal relationships, and exchange relationships. The results suggest how an organization can utilize perceptions of organizational culture and relationship management from external publics to develop and implement effective communication strategies.

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White, David Gaylord Jr. "Dunctionally embodied culture| Cultural schemas and models in a diversified industrial manufacturer." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=3746293.

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Organizational culture is in need of new paradigms. As an ontological category it is flawed because the lack of academic consensus on what culture is tends to render it inadequate as an explanatory framework. As a field of praxis managers and practitioners tend to oversimplify culture, reducing it to one or two variables such as idealized norms or values, or as personality-writ-large. This leads to failed organizational culture change efforts, usually at great cost and effort as organizations fail to adapt beyond surface effects. Against these notions a new paradigm for organizational culture is proposed. Cognitive science, specifically embodied and situated cognition, analogically based reasoning, and cultural schemas provide a robust way to conceptualize and investigate culture. It is proposed culture is loosely but distinctively ecologically determined, underwritten by human cognition grounded in the functional, technological, and social forces inherent in work, and the production of meaning related to work. This paper advances a theory of culture as shared cognitive models by which groups derive meaning and organize sensemaking. Under the right conditions such models may make up the organization’s dominant culture. This dissertation provides theory and research describing a so-called functionally embodied organizational culture framework. It investigates the shared schemas and cultural models of the executive team of a global, diversified Fortune 1000 manufacturer. Preliminary support for functional grounding is seen: Schemas rooted in the strategic task environment of manufacturing make up the cultural models for people leadership and business management, lending preliminary support to functionally grounded culture. Implications for current theory and practice are discussed, along with avenues for future research. One implication is that popular approaches to culture and change utilizing top-down, espoused, and idealized norms and values may not be sufficient to dislodge prevailing shared cognitions rooted in dominant professional orientations or strategic context.

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Nordström, Niklas. "Organizational culture in Slack : The relationship between organizational culture and digital collaboration tools." Thesis, Karlstads universitet, Avdelningen för medie- och kommunikationsvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-72399.

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The purpose of this study was toexplore organizational culture in a digital context, so that a greater understanding of the relations between the two subjects could be developed. The interest for the subject came from reflections and observations obtained during a prior internship at a small organization using the digital collaboration platform Slack in their daily work. To answer the purpose of the study, one main research question; ‘What is the relationship between organizational culture and a digital communication platform as Slack?’ and two sub questions; ‘How is Slack used to solve problems with internal integration? and ‘How is Slack used to solve problems with external adaption?’ was formulated. The two sub questions came from an operationalization of Schein’s (2010, p.18) well used definition of organizational culture. By using the qualitative method netnography to study the behaviors and interactions of the members of a small organization through participating observations, in combination with the field notes and observations from the prior internship, the research questions were successfully answered. The results showed that Slack was used as a tool to maintain structure and order during problems with external adaption in form of a re-organization creating an unsecure time-period. Decrement in activity also showed that the usage of Slack was limited in time and easily could be exchanged, but that appreciated cultural rites and behaviors created from using it could live on outside of Slack. Results also showed that Slack successfully functioned as a tool to solve problems with internal integration. By allowing new members to efficiently come in contact with both the formal and informal cultural elements, the very essence of culture as in underlying assumptions was quickly taught. The efficiency of using Slack for internal integration was also shown to rely on a new possible problem in form of a disintegration between the private and work. The answer to the main research question was that Slack is an artifact, inhabiting other artifact, living in symbiosis with the organization. Even though Slack could help an organization to cope with problems of external adaption and internal integration, Slack on its own did not serve as a one single place for understanding and becoming a part of an organization and its culture, as the organization and culture still will live and develop outside of the digital medium.
Syftet med den här studien var att utforska organisationskultur i en digital miljö, så att en ökad förståelse för de två ämnena kunde utvecklas. Intresset för ämnet kom från observationer och reflektioner införskaffade under en tidigare praktik på en mindre organisation som använde den digitala plattformen Slack i sitt dagliga arbete. För att besvara syftet med studien formulerades en huvudsaklig forskningsfråga; ’Vad är relationen mellan organisationskultur och en digital plattform som Slack?’, och två sekundära frågor; ’Hur används Slack som lösning för problem med intern integration?’, och ’Hur används Slack för att lösa problem med extern anpassning?’. De sekundära frågorna kom från en operationalisering av Scheins (2010, p.18) väl använda definition av organisationskultur. Den kvalitativa metoden netnografi användes för att studera beteende och interaktioner mellan medlemmarna i en mindre organisation. Genom deltagande observationer i kombination med fältanteckningar och observationer från den tidigare praktiken kunde forskningsfrågorna framgångsrikt besvaras. Resultatet visade att Slack användes som ett verktyg för att behålla struktur och ordning under problem med extern anpassning, uppkomna till följd av en omorganisering av företaget. En minskning av aktiviteten i Slack visade att själva användandet av Slack är kopplat till en viss tidsperiod och enkelt kan bytas ut vid förändrat behov, men också att uppskattade beteenden och riter skapade genom användandet av Slack kan leva vidare utanför mediet. Resultatet visade också att Slack framgångsrikt fungerade som ett verktyg för att lösa problem med intern integration. Genom att låta nya medlemmar effektivt komma i kontakt med både formella och informella kulturella element kunde själva essensen av kultur, underliggande förgivettaganden, snabbt läras ut. Effektiviteten av att använda Slack för intern integrering visades också föra med sig ett eget potentiellt problem, en upplösning av gränsen mellan privat och arbete. Svaret på den huvudsakliga forskningsfrågan var att Slack är en artefakt, innehållandes andra artefakter, som lever i symbios med organisationen. Även om Slack kan hjälpa en organisation att hantera problem med extern anpassning och intern integrering, fungerar Slack inte som en ensam källa för att förstå och bli en del av en organisation och dess kultur, eftersom organisationen och dess kultur alltid kommer att leva vidare och utvecklas utanför det digitala mediet.

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Chenot, David. "ORGANIZATIONAL CULTURE AND RETENTION IN PUBLIC CHILD WELFARE SERVICES ORGANIZATIONS." Case Western Reserve University School of Graduate Studies / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=case1169849653.

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Isaksson, Malin, and Hanna Nikolausson. "Establishing an Environmentally Friendly Organizational Culture." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-89353.

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The impact people and organizations have on the environment has been on the agenda in media for decades now. Still, very little research has been conducted in looking at what impact organizational culture can have when organizations attempt to become more environmentally friendly. For most organizations the environmental work is not part of their core business but rather something they work on at the side, if at all. Due to this, when an organization decides to implement an environmental vision and goals the employees may not adapt to it. This leads to the research question: How can an organizational culture be changed towards becoming environmentally friendly?To gain insight in the topic we researched general organizational cultural change theories which we used as a foundation for the deep, semi-structured interviews we conducted with five organizations that have worked towards becoming environmentally friendly for some time, and all consider themselves successful in having an environmentally friendly organizational culture. The respondents are very different from each other in regards to both industry and size, and some of them are Swedish while others are international. We chose maximum variation sampling as it would help us identify common methods organizations us across their variations.We found that to a large extent the same methods that are used for changing general organizational culture also can be used when changing the organizational culture towards becoming more environmentally friendly but that there are many adjustments to be made in which parts of the theories are most important. There is nonetheless a noticeable difference in the importance the different methods have and what the respondents emphasized as crucial. We found that the main drivers of motivation are communication and the importance of involving all employees in the environmental work. There is also a need to recognize and encourage employees for their work. All in all, however, the one method that stands above all other is what one of our respondents concluded with “The most important thing to do to create environmental change is to inform, inform and inform the employees”. The respondents highlighted the importance of making all employees feel like they are included in the process. That they understand the need for change is also something that seems crucial to getting people onboard. We also found that a lot of emphasis needs to be put on evaluation. Existing theory was however very weak in this area. We found tendencies of the organizations going through an environmental cultural life cycle where they start off the project, but maintain it poorly and hence every so often have to start over and therefore more focus therefore needs to be put into maintaining the cultural changes and not ever believe that the work is done. The work doesn’t end, but the environmental work and adaption is an ongoing process, even though the mindset of working environmentally can be permanently changed and built into the culture of employees.

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

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Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture
which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB
altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.

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Davis, Charlotte d. "Exploring the bases of organizational culture within college student organizations /." The Ohio State University, 1985. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487259125219938.

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Chenot, David. "Organizational culture and retention in public child welfare services organization." online version, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=case1169849653.

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Books on the topic "Organizational culture"

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J, Frost Peter, ed. Organizational culture. Beverly Hills: Sage Publications, 1985.

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Collins, David. Rethinking Organizational Culture. Milton Park, Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003174431.

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Reisyan, Garo D. Neuro-Organizational Culture. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-22147-2.

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Larentis, Fabiano, Claudia Simone Antonello, and Luiz Antonio Slongo. Inter-Organizational Culture. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-00392-0.

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J, Frost Peter, ed. Reframing organizational culture. Newbury Park, Calif: Sage Publications, 1991.

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

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Cocozza, Antonio. Understanding Organizational Culture. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-43860-8.

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F, Maloney William. Organizational culture in engineering and construction organizations. Austin, Tex: Construction Industry Institute, 1990.

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H, Schein Edgar. Organizational culture and leadership. USA: Jossey-Bass, 1985.

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H, Schein Edgar. Organizational culture and leadership. San Francisco: Jossey-Bass Publishers, 1985.

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Book chapters on the topic "Organizational culture"

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Xu, Guobin, Yanhui Chen, and Lianhua Xu. "Western Organizational Culture: EU Organizational Culture." In Understanding Western Culture, 181–98. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-8150-7_7.

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Champoux, Joseph E. "Organizational Culture." In Organizational Behavior, 72–93. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-5.

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Marker, Anthony. "Organizational Culture." In Handbook of Improving Performance in the Workplace: Selecting and Implementing Performance Interventions, 725–44. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470587102.ch30.

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Marker, Anthony. "Organizational Culture." In Handbook of Improving Performance in the Workplace: Volumes 1-3, 725–44. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470592663.ch49.

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

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

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Morgan, Philip I. "Organizational Culture." In Management in Health Care, 488–503. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23156-0_24.

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Holt, Knut. "Organizational culture." In Market Oriented Product Innovation, 92–108. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4757-5720-0_7.

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Gisi, Philip J. "Organizational Culture." In Fundamentals of Daily Shop Floor Management, 5–11. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/b23307-2.

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Fleming, Mark, and Frank Guldenmund. "Organizational culture." In APA handbook of human systems integration., 589–604. Washington: American Psychological Association, 2015. http://dx.doi.org/10.1037/14528-036.

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Conference papers on the topic "Organizational culture"

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Schlesinger, Dave. "Organizational Culture." In 2017 Joint Rail Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/jrc2017-2247.

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Much has been said and written about the role culture plays in the safety performance of organizations across all industries. Understanding that accidents cannot simply be blamed on those directly at fault, this paper explores organizational culture and the part it has played in contributing to the cause of rail and other transportation accidents. This paper also discusses the pivotal role of organization leaders in setting cultural norms and priorities that either bolster or hinder safety. Structure, budget, mission statement, and values, which are established by leaders, all demonstrate the importance of safety to employees and others. At the same time, organizations focused on production run the very real risk of placing safety second. This is a particular concern with transportation providers who may be pressured to focus on performance and schedule adherence, at the cost of safety Recommendations for improvement of organizational culture are provided, with a focus on generally accepted best practices.

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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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Andreis, Federico de, and Federico Leopardi. "MEMBERS AND CULTURE, AN INTERWOVEN DICHOTOMY IN ORGANIZATIONS." In 5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eman.2021.325.

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This thematic review discusses how Organizational Culture can develop and improve Human Resource Management strategies, procedures and tools to support and motivate new staff to meet organization, management and stakeholder expectations in a changing and competitive environment. Organizations are made by people; their value is created by the staff. Strategies involving human resources should have not only a supportive function, but definitely a central one. Organizational culture represents a phenomenon that manifests itself in the fundamental assumptions that guide an organization. It finds fulfilment in the behaviours, values and relationships that characterize the organization itself, both internally and with the external environment. In the modern organization culture represents a topical issue; it is considered an essential ingredient for the success of companies and organizations. It was in the 1980s that definitions of this concept, one of the most complex and articulated in organizational theory, were proposed as a coherent set of fundamental assumptions that a certain group has invented, discovered, or developed within an organization. This research aims to demonstrate how culture could influence the members of organization and, in the same way, that the latter influences culture. Particular attention will therefore be paid to the success of organizations that is also based on this fundamental cultural assumption. Organizational culture, in fact, has to be considered as a real phenomenon, cannot be taken out of context, but must always be related to the internal environment of the organization. The new human resources are in fact involved in the cultural process of the organization, which, even if not desired, develops anyway. For this rea¬son, attention to new resources must include a continuous approach to organizational culture and the promotion and support of the one which is best suited to organizational objectives.

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Lubis, Fitri Rahmadani, and Farida Hanum. "Organizational Culture." In 2nd Yogyakarta International Conference on Educational Management/Administration and Pedagogy (YICEMAP 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201221.020.

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EL-Makarem, Asmaa Abou. "The Importance of Utilizing Organizational Culture in Achieving Organizational Excellence Models." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216272-ms.

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Abstract Objective The aim of this paper is to investigate the impact of Organizational Culture (OC) on achieving Organizational Excellence (OE) in the Petroleum Industry, through defining the different types of Cultures embedded in any organization- utilizing Denison Model four key cultural traits (Mission, Consistency, Adaptability, and Involvement) and measuring Organizational Excellence dimensions (Customer focus, innovation, and people commitment). Method, Procedures, Process A Quantitative method was chosen, with a deductive approach and positivist hypotheses, the data were collected and analyzed using the descriptive approach to test the hypotheses. Data were collected through a survey questionnaire of (17) statements, divided into two parts; Part one: to measure the dependent variable, the OE dimensions (Customer focus, innovation, and people commitment). Part two: to measure the independent variable the OC. The target population were the employees of the Petroleum industry. The sample used was a convenient sample of 384 employees from different Petroleum companies in Egypt. The sample included employees from managerial and non-managerial levels. Results The study revealed that OC-OE have a strong positive linear relationship at the level of significance 1%., which shows that OC embedded in the studied organizations has an effective role in achieving OE. In addition, the impact of OC on OE varied from one OE dimensions to another. The strongest relationship was between the OC and the OE -Innovation, then people commitment, followed by customer focus at the level of significance 1%. Also, the paper showed how the excellence starts by excellence employees, and that OC embedded in any organization can vary from one culture trait to another, and that having a balanced culture, as well as advantaging the OE and its dimensions, will help organizations to achieve the quality excellence model program. However, having the proper culture can become a challenge to decision makers, to alter company plans, strategies, involvement of employees, adaptability, investing in innovative ideas, engage and empowering employees and enhance the customer focus strategies and consistency to cope with the regular changes in the environment; and to fit with the excellence programs to gain the benefits of excellence not only in quality but also in their market share, sales, profits, employ morale and competitiveness. This model can be applied by various companies in many countries to assess the types of cultures in each organization, and the importance of setting a remedial plan to implement the excellence models, to be measured as a longitudinal approach to capture the changes over time in employee excellence, and level of excellence and sustainability reached.

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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?

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Aurelia, Inezia, and Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.

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Wang, Hongli, and Zhuo Chen. "Does organizational culture or organizational culture fit really matter?" In 2015 12th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2015. http://dx.doi.org/10.1109/icsssm.2015.7170292.

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Saher, Noreen, and Astrid Podsiadlowski. "Inter- cultural management and organizational culture." In the 3rd international conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1841853.1841908.

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Bulgaru, Ionut. "School organizational culture." In 2016 8th International Conference on Electronics, Computers and Artificial Intelligence (ECAI). IEEE, 2016. http://dx.doi.org/10.1109/ecai.2016.7861142.

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Reports on the topic "Organizational culture"

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Breslin, Charles B. Organizational Culture and the Military. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada378263.

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Cannaday, John E., and III. Application of the Organizational Culture Concept to Assess USAF Organizations. Fort Belvoir, VA: Defense Technical Information Center, March 1997. http://dx.doi.org/10.21236/ada397942.

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Ellicott, Michael A. Organizational Culture and Changes of Command. Fort Belvoir, VA: Defense Technical Information Center, April 1991. http://dx.doi.org/10.21236/ada236818.

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Egli, Virginia L. Impact of Organizational Culture on Information Sharing. Fort Belvoir, VA: Defense Technical Information Center, May 2011. http://dx.doi.org/10.21236/ada546535.

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.

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Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

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Casmus, David M. Organizational Culture and the Imperatives for Implementing Joint Vision 2010. Fort Belvoir, VA: Defense Technical Information Center, April 1997. http://dx.doi.org/10.21236/ada326685.

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Sage, Melanie. Child Welfare Workforce Turnover: Frontline Workers' Experiences with Organizational Culture and Climate, and Implications for Organizational Practice. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.365.

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Torres, Frank, and Timothy Faust. A Case Study on Organizational Culture and Its Role in the Creation of Organizational Change Efforts Within a Government Agency. Fort Belvoir, VA: Defense Technical Information Center, March 2010. http://dx.doi.org/10.21236/ada518618.

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McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.

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