Dissertations / Theses: '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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Bustamante, Luis, and Lena Mogren. "Organizational Culture as Factor for Development of Cultural Controls." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14852.

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Ashe, Donna Kate. "Developing a quantitative assessment instrument for organizational culture : an integration of the theories from organizational culture and cross-cultural literature." Thesis, Georgia Institute of Technology, 1990. http://hdl.handle.net/1853/29534.

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Jaques, David W. "Investigating Culture| A Qualitative Study of a Human Service Organization?s Culture." Thesis, The Chicago School of Professional Psychology, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3630080.

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Although there are many organizational culture studies that have been conducted, very few have been conducted in the context of a human service organization (Jaskyte, 2010). Organizational culture has been described as a neglected area of exploration as it relates to the enhancement of quality of life for persons with disabilities (Gillet & Stenfert-Kroese, 2003).

This research took the form of a qualitative case study of the culture of one human service organization. This study may make three specific contributions to the organizational culture literature. These include: (a) providing an empirical study of a human service organization's culture, (b) attempting to describe and understand specific mechanisms that may contribute to culture formation and maintenance, and (c) identifying aspects of a human service organizations culture that may help or hinder their effectiveness. Fourteen participants were be engaged in the research. The participants were associated with three different position levels.

The participating organization presented a strong and unified culture. The espoused theories and the theories-in-use of the organization's founders were highly congruent. The founders of the organization conveyed a sense of mission that was readily adopted by initial hires. The mission of the organization was formulated around principles of highly individualized support, community inclusion, quality of life, and a consistent regard for the dignity and respect of the individuals supported by the organization. Potential contributions of this research include: (a) being one of the few qualitative studies related to the culture of an organization that provides services for persons with intellectual/developmental disabilities (IDD); (b) a research design that provides a relatively comprehensive approach to the study of a single organizational culture; (c) a rich account of how human service workers, from multiple position levels, experience their culture; (d) a preliminary analysis of how leadership may influence culture in the context of a human service environment, and (e) an exploratory investigation as it relates to discovering additional approaches that may assist in evaluating the relationship between culture and organizational effectiveness. The following is a listing of potential future directions for research related to this type of study: (a) a replication of this study, or an approximation thereof, with one or more human service organizations; (b) additional research related to the congruence of, or lack thereof, between espoused theories and theories-in-use held by staff members of human service organizations; (c) the development of mixed methods approaches (quantitative/qualitative) to assessing and measuring congruence between espoused theories and theories-in-use; (d) the relationship between specific types of organizational cultures and effectiveness as it relates to supporting persons intellectual/developmental disabilities and perhaps more specifically, challenging behavior; and (e) research related to various leadership models and behavior as it relates to culture formation in human service organizations.

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Silva, Ana Beatriz Ferreira da. "Cultura organizacional :uma meta análise." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/13763.

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Mestrado em Ciências Empresariais
Este estudo tem como objetivo principal refletir sobre a evolução da Cultura Organizacional. A intenção é entender o estado de desenvolvimento da investigação desta área, em algumas variáveis, a nível mundial. Neste estudo, analisa-se a definição de Cultura Organizacional, identificam-se os principais conceitos relacionados e as dimensões culturais. Permite-se, também, retirar conclusões sobre o desenvolvimento dos estudos do tema, sendo comparados os principais modelos e autores que se dedicaram à investigação científica da cultura que nasce dentro das empresas. Conclui-se com este estudo, que a Cultura Organizacional tem um forte impacto no desempenho dos recursos humanos e este conhecimento pode ser utilizado como ferramenta de gestão para se cumprirem os objectivos estratégicos e, alcançar-se, também, liderança organizacional. Depreende-se que a Cultura Organizacional é um fenómeno transversal às diversas áreas organizacionais e que a sua investigação no mundo está em crescimento, sobretudo em países multiculturais e com maior Índice de Desenvolvimento Humano. Os resultados obtidos e as respectivas conclusões deste estudo permitem avançar com uma proposta de dimensões culturais concebida para as organizações. Por conseguinte, sugere-se a continuidade das investigações nesta área.
This study aims to reflect about Organizational Culture evolution. The purpose is to understand the investigation's state of development in this area, concerning some variables worldwide. In this study, it is analyzed the definition of organizational culture, identified the main related concepts and cultural dimensions. One can also conclude about the level of development of studies regarding this theme, by comparing the main models and authors that have dedicated their investigation to this phenomenon. It is concluded that organizational culture has a strong impact on the performance of human resources and this knowledge can be used as a management tool to meet the strategic objectives and achieve organizational leadership. It is also observable that Organizational Culture is a phenomenon that takes place in many areas of an organization and their development state in the world is increasing, especially in multicultural countries and places where the Human Development Index is higher. The results and conclusions obtained in this study allow to the formulation of a suggestion of new cultural dimensions conceived for the organizations. Therefore, the continuous development of investigation in this area is of great value.
info:eu-repo/semantics/publishedVersion

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Weatherly, Kristopher Allen. "The rapid assessment of organizational culture using the organizational culture survey: Theory, research and application." Diss., The University of Arizona, 1995. http://hdl.handle.net/10150/187306.

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A theory about how an organization's culture influences decisions made within that organization is described and a new, easily administered instrument for rapidly assessing an organization's culture is introduced. Then a series of studies is presented, some of which assess the reliability and validity of the instrument and others of which test some of the implications of the theory. The instrument is shown to be a reliable and valid measure of organizational culture, and the research results support the predictions of the theory on both a group and an individual level. Finally, the instrument is used as part of an organization development intervention. It is concluded that the theory and the instrument provide a promising foundation for further research on the role of organizational culture in organizational decision making and for use as a tool for organization development.

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Noyes, Christopher M. (Christopher Michael) Carleton University Dissertation Management Studies. "Creativity, change and culture; an investigation into the relationship between organizational culture and innovation." Ottawa, 1992.

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Akter, Ruzlin, and Shashiprabha Rathnayaka. "The Impact of Organizational Culture and Leadership on Organizational Innovation." Thesis, Högskolan i Gävle, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-29257.

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Abstract Title: The Impact of Organizational Culture and Leadership on Organizational Innovation Level: Final assignment for Master Degree in Business Administration Authors: Ruzlin Akter and Shashiprabha Rathnayaka Supervisor: Zahra Ahmadi, PhD Examiner: Maria Fregidou-Malama, PhD Date: 2019 – January Aim: The aim of the study is to explore the impact of organizational culture and leadership in the development of organizational innovation. Method: The study is based on twelve qualitative interviews from six different organizations. The organizations have been selected randomly but with consideration of innovativeness. Two of the organizations have been selected from Sri Lanka and four organizations from Sweden. This study has been conducted by following an inductive qualitative research method using structured and semi-structured interview. Inductive approach has been followed to analyze the data. Result & Conclusion: Organization culture and leadership together have an influence for developing innovation. The findings of the study suggest that process and job oriented culture, and transactional leadership has both positive and negative impact in developing innovation. Our findings suggest that result oriented culture, employee oriented culture, pragmatic culture, open system and transformational leadership are more effective than process oriented, job oriented, normative culture and transactional leadership for developing innovation. Suggestion for Future Research: Though this study has used six organizations, the numbers of participants is low for each organization. This study has not focused on any specific industry and national culture. Therefore the suggestion for further study is to use more participants and to be industry specific. Researcher can also go in depth to identify which factors are particularly the reasons for the failure and success of innovativeness to this particular industry through comparing the national culture. Contribution: This study has made a theoretical contribution by connecting organizational culture and leadership with innovation and provides a new reflection regarding the impact of ii process oriented culture and job oriented culture. This study contributes to the implication to managers where managers can serve best for the culture while knowing about the influential result of the culture and leadership on innovation. With the help of this study, organizations will be able to identify the factors that may help them to be innovative and competitive in market. Ultimately the organization will be able contribute to the national economy of its country. Key words: Organizational Innovation, Leadership, Organizational Culture.

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Bischoff, Lena. "Organizational culture persistence versus change : How organizational culture is interpreted and formulated in the work life of a company with a cultural focus." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-67408.

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Background: Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic (Chatman & O'Reilly, 2016). Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times. Research question: How is culture formulated and the evolution of cultural values interpreted in the work life of a company with a cultural focus? Purpose: The purpose of this thesis is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. Method: The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered. Conclusion: The findings of my study show that organizational culture change and preservation ask for a differentiated point of view between promoted modification in cultural content such as formalized communication, and the degree of modification in cultural consensus, behavior and intensity of expression.The data shows a dissonance between communicated and exhibited change, where behavior does not meet the stage of textualized modification. The organizational culture at IKEA is characterized by stability and persistence with a notion of ethnocentricity. It is still expressed and experienced in the same way that it has been for many years despite attempts to reinvigorate it.

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Vogds, Jean C. "Perceptions of organizational values and culture at various levels of an organization." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001vogdsj.pdf.

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Hoeksema, Mary Theo. "Crisis management and navy organizational culture." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1997. http://handle.dtic.mil/100.2/ADA340888.

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Thesis (M.A. in National Security Affairs) Naval Postgraduate School, September 1997.
"September 1997." Thesis advisor(s): Mary P. Callahan, James J. Wirtz. Includes bibliographical references (p. 95-100). Also available online.

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Laitinen, N. (Niilo). "Organizational culture as source of innovations." Bachelor's thesis, University of Oulu, 2016. http://urn.fi/URN:NBN:fi:oulu-201605131729.

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In now-a-days competitive global markets, organizations are required to become more flexible and adaptable in order to survive in the rapidly changing business environment. The ability to innovate is touted to be the key factor for ensuring the continuity and increased competitiveness of organizations. However, many attempts to create and implement innovations in organizations turn out to be unsuccessful due to the fact that organizational culture is unsuitable for the innovation effort. This thesis contributes to the discussion of innovation supportive culture by identifying the most essential aspects of organizational culture related to organizations’ ability to innovate. It is argued, that despite the extensive research on the subject of organizational culture, the terminology and definitions are found to vary greatly within researchers, thus complicating the research subject. Nevertheless, organizational culture, and especially it’s aspects of innovative values, organizational climate and leadership, are identified as crucial components for successful creation and implementation of innovations.

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Smith, Chesterton Earle. "Understanding organizational culture in district offices." Thesis, University of Pretoria, 2013. http://hdl.handle.net/2263/33175.

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ABSTRACT Interest in the purpose and function of district offices has grown extensively in research on educational change over the past decade. The emphasis on educational performance and under-performance has shifted from schools and school principals to district offices and district officials. The study outlines the nature of the organizational culture (OC) as found in two differently-performing (low and high performing) district offices. The case studies explored the reasons for such culture differences from a leadership and management viewpoint to understand why some district offices perform better than others. This mixed methods methodology used face-to-face interviews, two different questionnaires, and observations recorded in a researcher’s journal. Arguing from the perspective of the theory of Alternation to better understanding OC as it appears in district offices, leaders and managers are perceived to be able to determine the status of OC and alter management and leadership styles and strategies thus creating a culture of educational performance. The interpretive approach of the study views the OC in the district office as observed through policies, laws, education acts and observable phenomena in district offices, provincial education offices and the Department of Basic Education. The analysis of the core education policies, acts, documents and provincial circulars together with observations made during site visits was used to understand the current purpose and usefulness of OC using a mixed methods approach. The response to the main question of the study: ‘What is the organizational culture in education district offices like?’ states that district offices as mandated organizations have a peculiar OC that is either geared towards education performance or merely maintaining the status quo. It was also determined that the OC in district offices is not clearly defined, leading to multiple misconceptions of the purpose of the district office and the mismanagement of resources to uphold the current presentations thereof. During the analysis of data it was found that district one highlighted the OC concepts mission, values, goals, desired outcomes, and complexities amidst chaos. This places the district in the behavioural stage amongst the five developmental stages of OC theories. District two was stronger on different people’s views about the organization, what motivates values, what motivates beliefs and shared behaviour, placing the district in the initiation stage of OC theory. The OC in a district office is the composite presentation of all the employees, their commitment and aspirations to provide the service of education. The working assumptions in the study were affirmed that:  OC is a determinant of whether a district office becomes a low or high performing district  There is a correlation between the nature and quality of leadership and management in a district office, OC and the performance of the district. It was argued in the study that the National Senior Certificate (NSC) examination plays a decisive role in the benchmarking of performance and achievement of education in South Africa. When this was rationalized within the context of the study, four problematic practices were identified: 1. There is a disparity in results of learners in a particular socio-economic context within the South African system. 2. That the key policy objects for the new democratic South Africa are providing free, basic, equal and common education to every child especially in schools from previously disadvantaged areas. 3. The education format envisages a uniform system for the organization, governance and funding of schools to counter a legacy of past inequalities and segregation and a thread to achieving democracy. 4. The performance of education district office as service centres is suspected of not having consistent aims and prioritised needs resulting in a lack of support to schools, and disempowered officials. The blurred directions given to officials have an impact on the overall performance of the district. The research on the purpose and role of OC, and the link between OC and district performance, identified that the challenge to provide a common uniform education system is ever growing. This study about the OC in two differently performing districts recommends the following improvement of practices namely that: • The relationship between Provincial Education Department (PED) mandates and forms of power in district offices be reconsidered making heads of districts accountable for the kind of OC and performance in the entire district. • Policy implementation and accountability of mediation or compliance in district offices should remain with the district management team. • District officials should acquire the ability to negotiate the differences between policy compliance and policy mediation. • All employees in the district office should be aware of the ability of OC to influence educational performance. . The study found that poor education leadership and management creates a gap where poor performance is classified and supported with more polices that target underperformance. This research on OC in district offices established possible intervention strategies to support district officials in ensuring the development of a positive OC in the district office. The recommendations intend to influence the perceptions of district officials about the usefulness of OC on performance in district offices.
Thesis (PhD)--University of Pretoria, 2013.
gm2014
Education Management and Policy Studies
Unrestricted

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Zápotocká, Zuzana. "Organizational Culture of Mars Czech Republic." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17002.

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The topic corporate culture in the context of international company is the main subject of this thesis. The theoretical part introduces and describes the concept of culture and national culture, together with the cultural standards and dimensions. The study also defines organizational culture and its elements, strong organizational culture and subculture. Finally, I analyze the impact of the national specifics of the formation of the corporate culture. To demonstrate the theoretical bases in practice I have chosen the company Mars Czech Republic.

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Lee, Soyeon. "Organizational culture of an academic library /." Digital version accessible at:, 2000. http://wwwlib.umi.com/cr/utexas/main.

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Koene, Bastiaan Anton Simon. "Organizational culture, leadership and performance in context trust and rationality in organizations /." Maastricht : Maastricht : Rijksuniversiteit Limburg ; University Library, Maastricht University [Host], 1996. http://arno.unimaas.nl/show.cgi?fid=6272.

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Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).

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Alvarez, Echavarría Ana Claudia. "Leadership styles, organizational culture and organizational effectiveness: a study of multilatinas." Doctoral thesis, Pontificia Universidad Católica del Perú, 2018. http://tesis.pucp.edu.pe/repositorio/handle/123456789/12440.

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The relationship of leadership and organizational culture on performance has been empirically proven (Eppard, 2004), determining that the combination of transformational leadership and constructive culture yields in positive job performance, while on the contrary, transactional leadership and defensive culture has negative outcome. Given that both leadership and culture are constructs with differentiated variables (Bass & Avolio, 1993; Cooke & Szumal, 2000), different combinations of leadership style and organizational culture, could result in various outcome scenarios. Previous scholar findings about leadership and culture frameworks are abundant in developed economies, not so much in emerging regions such as Latin America, the latter with increasing importance in the worldwide economy. Particularly multilatinas, face the challenge of short term economic hurdles, outstanding therefore the importance of improving knowledge of leadership and organizational culture as key drivers for sustained growth and evolution. The objective for the proposed research was to identify the relationship between leadership style, organizational culture, and organizational effectiveness, in Latin American transnational corporations, or as so called, multilatinas. Surveys were implemented in three large multilatinas located in Central America and Andean region, in the retail, construction and food industries. Findings of the research pointed that the constructive culture was the most relevant variable in the development of higher attainment of organizational effectiveness, even beyond the transformational leadership. The Latin American multilatina leader was valued due to the heroic-ethic transformational profile in conjunction with the contingent reward transactional one. The ambiguity from followers appreciating a heroic leader, but at the same time demanding detailed direction from leaders, thus avoiding own responsibility, posed the need for future research for collective-empowering leadership rather than an individual one
Tesis

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Hannigan, Kenneth T. "Preparing Senior Executives to Address Organizational Culture During an Organizational Merger." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1823.

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Executives planning for an organizational merger often neglect or overlook the importance of creating a positive organizational culture. Researchers have demonstrated that organizational culture is important to the success of mergers. Workers' compensation industry executives who managed mergers successfully often includ organizational culture in their merger strategy. The purpose of this qualitative case study was to explore the strategies that business executives used to unify organizational cultures during an organizational merger. The population for the study consisted of 3 CEOs with operations in northern Florida, who successfully merged companies within the workers' compensation managed care industry. For each of these participants, success was self-reported and measured by internal financial metrics. Semistructured interviews were used to collect information regarding successful strategies from experiences during past mergers. Interpretations from interview data were then triangulated with CEOs' emails, executive memoranda, and previously administered employee surveys. The results of this study reflect successful strategies that were used in previous mergers. The data analysis resulted in themes that indicate executives within the workers' compensation managed care industry need to ensure that organizational culture is included with financial metrics during mergers. The implications of these findings promote social change as employees become a part of newly combined organizations and may have a more positive and cooperative work effort to strive for organizational and individual success.

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Reger, Joanne Eileen. "Social movement culture and organizational survival in the National Organization for Women /." The Ohio State University, 1997. http://rave.ohiolink.edu/etdc/view?acc_num=osu1333120128.

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Perley, Mary Jo. "Organizational culture and social power : an analysis of a health care organization /." The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu14872675469815.

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Kalamata, Glykeria. "Organizational Culture, Justice, Equality and Change in Youth Organizations : The success story of the non-governmental organization 'System and G'." Thesis, Linköpings universitet, Tema Genus, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149004.

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The current study analyzes the official policies and everyday practices of the youth non-governmental organization System and G, located in Komotini, Greece. Through a combination of Critical Policy Analysis, Interviews and Participatory Observation, this Thesis provides a broad image of the organization’s internal culture, with great emphasis on the relations among its members. The results showed that the organization’s philosophy, causes and corresponding policies have emerged from its founders’ personal life experiences, which motivated them for social offer to people with fewer opportunities, developed through cooperation with other youth workers, equally motivated to help people in need, and changed with the contribution of volunteers – also people with fewer opportunities – with innovative ideas and ambition to bring social change. As a result, an intersectional culture has grown in the organization, which is characterized by diversity, emotional proximity, mutual support and solidarity. The study also analyzes the organization’s social stratification and power relations, which are characterized by equality among all its members, making trainers and volunteers feel that their voice is heard and appreciated. Therefore, the organization succeeds in the achievement of all forms of organizational justice (procedural, distributive, interactional). What is more, important decision-making within the organization requires the equal participation of trainers and volunteers alike, while when it comes to decisions with an impact on local society, the organization gives its members the opportunity to express their opinion and design social policies through cooperation with local entrepreneurs, politicians and other decision-makers. In this way, organizational and social change are achieved and promoted. The future of the organization includes its members’ ambition to spread the methods and results of non-formal education to other regions and countries, and I consider myself lucky and honored to be part of this effort.

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Eriksson, Linn, and Hanna Santesson. "Organizational Culture in a Remote Setting : A Qualitative Study on Organizational Culture and the Effects of Remote Work." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-448645.

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Organizational culture is a widely known concept and is something that has increasingly become a subject of importance as many argue for its relation to an organization’s overall performance and business. The idea for this study was born in the context of the global COVID-19 pandemic that broke out during the year of 2020. The authors’ interest in the subject of organizational culture and the identified lack of research on the area culminated in the research question to what extent does remote work affect organizational culture? The aim with our study was to deepen our knowledge on remote work and its effects on culture because of the widespread discussion on a more flexible attitude towards it even after the COVID-19 pandemic. The theoretical framework in this study was based on a three- perspective-approach that consists of three different perspectives on how to study organizational culture. The research was based on a qualitative case study and nine semi- structured interviews were conducted. The results showed that organizational culture has been affected by remote work to some extent. The authors suggest future research on the subject with a similar study, but at a later point in time to be able to conclude the more long term and permanent effects of remote work on organizational culture.

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Harris, Cory Dalton. "Organizational change and intellectual production the case study of Hohokam archaeology /." Tucson, Ariz. : University of Arizona, 2006. http://etd.library.arizona.edu/etd/GetFileServlet?file=file:///data1/pdf/etd/azu%5Fetd%5F1489%5F1%5Fm.pdf&type=application/pdf.

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Circuncisão, Nádia Filipa dos Santos. "Cultura organizacional dos enfermeiros em contexto hospitalar." Bachelor's thesis, [s.n.], 2020. http://hdl.handle.net/10284/9284.

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Projeto de Graduação apresentado à Universidade Fernando Pessoa para obtenção do grau de Licenciada em Enfermagem
A cultura organizacional é considerada, cada vez mais, como um atributo organizacional essencial para o sucesso das organizações, sendo constituída pelos valores, crenças, atitudes e pressupostos fundamentais partilhados entre os membros da organização. Esta partilha designa aspetos da natureza e funcionamento organizacional, tais como, o relacionamento interpessoal e intergrupal, as regras e normas, os objetivos, comportamentos apropriados, e formas de resolver problemas. Os enfermeiros são o fator indispensável para o sucesso de uma organização e, por isso, torna-se cada vez mais relevante a presença de uma cultura organizacional vincada, para a concretização de objetivos. A presente investigação teve como objetivo estudar a Cultura Organizacional dos Enfermeiros num Hospital Privado do Distrito do Porto. Trata-se de um estudo quantitativo, descritivo e transversal, tendo-se procedido à recolha de dados através do questionário “FOCUS”, validado e adaptado para a população portuguesa Neves (2000). O acesso ao grupo será realizado através de uma amostra não probabilística por conveniência, constituída por 36 Enfermeiros do referido hospital. Concluiu-se que a dimensão que predomina na instituição privada é a dimensão Regras e, aquela que os enfermeiros percecionam com valores mais baixos é a dimensão de Inovação. Desta forma, os resultados obtidos no presente estudo de investigação revelam que a instituição valoriza as regras, a estabilidade e os processos internos. No entanto é necessário intervir na flexibilização e processos externos, com o objetivo de aumentar a produtividade, melhorar a adaptação face aos desafios externos e estimular um ambiente de trabalho salutogénico.
Organizational culture is increasingly seen as an essential organizational attribute for the success of organizations, being constituted by values, beliefs, attitudes and shared fundamental assumptions among members of the organization. This sharing designates aspects of nature and organizational functioning such as interpersonal and intergroup relationships, the rules and standards, the goals, appropriate behaviors, and ways to solve problems. Nurses are a key element for the success of any health organization and because of that, the presence of a strong organizational culture focused on the achievement of goals, becomes increasingly relevant. This research aimed to study the organizational culture in a Private Hospital in the district of Porto. This is a quantitative and descriptive study. The data was collected through the questionnaire “FOCUS” questionnaire, validated and adapted for the Portuguese population by Neves (2000). Access to the group will be held through a non-probabilistic convenience sample consisting of 36 Nurses of that Hospital. Therefore, we conclude that the dimension that predominates in the private institution is the Rules dimension and that that nurses perceive with lower values is the Innovation dimension. Thus, the results obtained in the present research study reveal that the institution values the rules, stability and internal processes. However, it is necessary to intervene in flexibility and external processes, with the objective of increasing productivity and improving adaptation in the face of external challenges and stimulate a healthy working environment.
N/A

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Rinta-Jouppi, Matti, and Chrysanthos Grigoriadis. "Transferring of organizational culture across national borders : Case Elekta and Sandvik in India." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-19469.

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The aim of this study is to analyze the impact of national culture on organizational culture across borders from a cultural dimension approach. In order to find out how the national culture of a company's host-country impacts the organizational culture throughout the company, we examine Swedish companies that have established business in a culturally distant nation, namely India. A multiple case study is used for this research that includes qualitative data gathering from 7 interviewees from the Swedish companies Sandvik AB and Elekta AB. The main criterion of selecting the interviewees was to find people who have first-hand experience from both the Swedish and the Indian working environment. The study shows that national cultural values seem to be an unchangeable, nontransferable property, but that organizational culture practices can be learned, adopted, and thus transferred. The research indicates that personal interaction could be the key element in adopting foreign culture element; in this case, supervisor-subordinate relationship styles and attitudes towards rules. This study contributes to the literature by shedding light on the process, how elements from a company's home-country national culture can be transferred to overseas facilities through company practices and personal interaction. Future studies are recommended to address the topic in different settings and also by using longitudinal quantitative methods.

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Cepková, Jana. "Návrh změny organizační kultury ve vybraném podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223646.

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Main subject of this Master's Thesis is organizational culture. Work defines main terms: definitions, components, structure, influences, function, typologies and methods of organizational culture content. Written inquiry and documents content analysis were used to determine the present state of organization culture in XYZ, a.s. company. The target was to design necessary steps which should provide areas of organizational culture.

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Xie, Di. "Exploring organizational learning culture, job satisfaction, motivation to learn, organizational commitment, and internal service quality in a sport organization." Connect to resource, 2005. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1124138607.

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Thesis (Ph. D.)--Ohio State University, 2005.
Title from first page of PDF file. Document formatted into pages; contains xi, 180 p.; also includes graphics (some col.). Includes bibliographical references (p. 117-137). Available online via OhioLINK's ETD Center

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Baptiste, Amankwa, Jean-Baptiste Krishma Eloise, and Sevgi İlgezdi. "Organizational Learning for the Development of Sustainability Culture in Life Science Organizations in Oresund Region." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-23138.

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This research sought to understand the role of organizational learning and the experience of the use of organizational learning for the development of sustainability culture in life science companies. Therefore, the study utilized a phenomenological qualitative approach to find out the perspectives of life science companies and life science non-governmental organizations (NGOs) about the subject matter. Furthermore, this study was exploratory and inductive and used a combination of research methods (triangulation). It was found that organizational learning creates sustainability awareness and engagement which contributes to the development of sustainability culture. This in turn would lead to the organization becoming a learning organization that focuses on sustainability. Government policies, quality management systems and internal standards serve as factors that create awareness of sustainability issues and encourage life science small-medium enterprises (SMEs) to continuously engage in sustainability business practices. It was found that various learning methods can be used internally and externally to learn about sustainability. However it is important that learning that is done externally or on an individual level be shared with the organization in a group or organizational level. The study acknowledged a heightened awareness for more sustainability focused practices within the operations of life science companies, however the financial constraints negatively influence how they prioritize their actions. It also identified how collaborations with life sciences NGOs help facilitate the implementation of a long-term sustainability vision and strategies into life science companies.

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Tekeste, Selamawit Fisseha, and Kevin Hoferer. "Bridging Corporate Culture and Organizational Networking : An introduction of Interorganizational Culturing from an Actor-Network Perspective." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-91125.

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Organizational Networking is an eminently modern concept and has been more and more investigated by scholars in recent years. However, little research has focused on the impact of Organizational Culture on Organizational Networking. The reason of this is that there is a duality in the field of culture between culture within organizations and culture within organizational networks. We argue that none of those stances alone can provide a comprehensive view of cultural phenomena within networking organizations and that a new perspective should be taken. In order to investigate the subject, we bring in the concept of Interorganizational Culturing and investigate it from an Actor-Network Theory perspective, which leads us to the following research question: which are the actors of Interorganizational Culturing in a networking organization? To gain insight on the topic, we have searched for theories on cultures within both the scope of organizations and organizational networks to build upon. In order to illustrate our research, we have conducted unstructured interviews in accordance to Actor-Network Theory principles. Our investigation was led through the use of convenience sampling method and was performed with six large Swedish organizations which activities differ and size varies. Our findings suggest that there are both structural and cultural actors to Interorganizational Culturing, the latter being the ones that can be influenced by the organization. The Actor-Network Theory perspective enabled us to show that many of the dynamics are sparked by nonhuman entities such as components or Organizational Culture (values, beliefs, behaviours). Therefore managers should reflect upon the fact that the potential of improving interorganizational collaboration in their organization lies in their very hands and that they should ask themselves the following question: how ready are we to collaborate more in order to compete better?

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Wion, Jennifer Lynn. "The assessment of an organizational culture change." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/1127.

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Fontes, Ricardo Miguel Martins. "Cultura organizacional e gestão de recursos humanos." Master's thesis, Instituto Superior de Ciências Sociais e Politicas, 2011. http://hdl.handle.net/10400.5/3391.

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Dissertação de Mestrado em Sociologia das Organizações e do Trabalho
A cultura organizacional é um elemento determinante nas acções e no sucesso organizacional, em consequência da sua implicação na motivação e no desempenho dos colaboradores. Numa época de profundas mudanças nos paradigmas organizacionais, o diagnóstico da cultura organizacional existente, revela-se um factor crítico de sucesso. Este estudo pretende diagnosticar o clima e cultura de uma organização, destacando o contributo destes como factores condicionadores de outras variáveis organizacionais, funcionando como o ponto de partida do diagnóstico e da intervenção na organização, dotando os gestores de um instrumento de eficácia organizacional. Utiliza-se uma metodologia quantitativa, e o questionário FOCUS para a recolha dos dados, que foram analisados através do programa SPSS. Em termos de procedimentos e recorrendo à técnica da análise de clusters, aplicaram-se os seguintes testes, CATPCA na análise das componentes principais, o TwoStep para a obtenção do número ideal de clusters e o K-Mean para apurar o valor dos centróides do cluster. A análise baseou-se na teoria dos valores contrastantes de Quinn (1983) e o modelo do clima de Cock, Epuwen e de Witte (1986). Os resultados indicam que a percepção da cultura na organização estudada é predominantemente baseada na orientação para regras, existindo no entanto diferentes percepções de cultura (subculturas) por categorias profissionais.
Organizational culture is a determining factor in the actions and organizational success as a result of its involvement in motivation and performance of employees. In a time of profound changes in organizational paradigms, the diagnosis of organizational culture, is a critical success factor. This study aims to diagnose the organizational culture and climate of an organization, highlighting the contribution of such factors as conditioners of other organizational variables, functioning as the starting point of diagnosis and intervention in the organization, giving managers a tool for organizational effectiveness. We use a quantitative methodology, and FOCUS questionnaire for collecting data, these were analyzed using SPSS. In terms of procedures, using the technique of cluster analysis was applied the test CATPCA in the analysis of main components, the TwoStep for obtaining the optimal number of clusters and K-Mean to investigate the value of the cluster centroids. The analysis was based on the theory of contrasting values of Quinn (1983) and climate model de Cock, Epuwen and Witte (1986). The results indicate that the perception of culture in the organization studied is predominantly based on the rules orientation, however there are different perceptions of culture (subcultures) for professional categories.

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Rogers, Lauren. "Modeling Organizational Culture in a Financial Institution." TopSCHOLAR®, 2002. http://digitalcommons.wku.edu/theses/633.

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Ideal versus current organizational culture perceptions, differences in perceptions of culture between hierarchal levels and departments, and the strength of organizational culture were investigated in the current study. Organizational culture was measured by Cooke and Lafferty's (1987) Organizational Culture Inventory. There were differences in culture perceptions between ideal versus the current culture, hierarchal levels, and departments. The organizational culture was perceived to be weak in comparison to the four desirable styles indicated by the OCI profile.

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Banish, Bryan J. (Bryan John) 1971, and Muhammad I. 1960 Nawaz. "The role of culture in organizational change." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29712.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2003.
Includes bibliographical references (leaves 116-118).
Today more companies are developing strategies that require providing total solutions to their customers rather than just delivering products. Many such companies have a strong culture that derives from years of successfully delivering differentiated products. The move toward a more "solutions oriented" business is difficult. The strategic initiative is a critical first step but often belies the cultural transition that must take place concurrently. Some organizational change theorists present culture as one of many variables in the change equation. Others take a more holistic approach where organization and culture are integrated and must change together. In this thesis, we assert that companies focused on the latter approach can be quite successful at organizational change. We look at one such change initiative launched by Schlumberger, Ltd. This thesis studies the successful transition of Schlumberger from a product-based company composed of independent product groups into an "oilfield solutions provider". Through interviews with employees at all levels of the organization, we reconstruct the events that began over five years ago. The cultural transition continues to this day. The study identifies the initial corporate strategy and corresponding transition plan. We include case studies of other large firms attempting similar change for comparison. Further discussion focuses on the reaction of the middle management and others involved in line operations to capture their perception of the vision and their skepticism. In addition to the strategic perspective, the initiative is analyzed from within the political environment (both individuals and organizations) as well as from the cultural perspective. Finally, we pay particular attention to the management tactics in planning and executing the change initiative. The study analyzes these management practices to understand what worked and the lessons learned.
by Bryan J. Banish and Muhammad I. Nawaz.
M.B.A.

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Green-Flint, Jennifer Elizabeth. "Intersections among trust, duty, and organizational culture." Thesis, Shenandoah University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3737781.

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Understanding why some individuals trust the organization, why other individuals do not trust the organization, and how trust influences action and culture is an important organizational tool. For organizations, the relationship between these three concepts helps select, place, and manage employees.

This research examined the National Testing Site (NTS) in Mercury, Nevada during the Cold War as a total institution environment experienced by service members who were involved in the development and testing of thermonuclear weaponry. The intersection among the forces of trust, duty, and organizational culture, and how they affected a soldier’s professional and personal actions, were the study’s essential constructs. This study was guided by the following research questions: What role, if any, did the relationship among trust, duty, and organizational culture play as the service members experienced their environment? To what extend did the cultural imperatives of trust, duty, and organizational culture (including rank) influence the organization from the perspective of the service members at the NTS?

This research examined the service members’ sense-making processes related to their experience of their environment using Interpretive Phenomenological Analysis. Three sources of historical documents were analyzed: oral histories, court documents, and personal memoranda and letters.

Findings indicated self-identity determined the degree in which the individual trusted the command structure or scientific data and that self-identity predicted the object of the individual’s trust and the degree of influence duty had in compliance with the organizational culture. Findings suggested both trust and distrust were evident in service members’ experience of the NTS. However, distrust was a fluctuating construct and occurred in tandem with trust and in isolation from trust. Finally, analysis revealed no direct references to patriotism, a remarkable finding in the Korean War and McCarthy Cold War era on a military base. These findings provided support for the understanding of organizational culture as dynamic, interlaced with individual identity, and as key factors in the relationship with trust and duty.

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Chang, Chi-Huang, and 張啟煌. "The relationship between organizatioal culture,organizational boundary,organizational capability,employee satisfaction and organization performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/02908372912173552985.

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碩士
國立成功大學
企業管理學系碩博士班
91
This study discusses the effects of the organizational boundary, organizational capability and organizational culture on employee satisfaction and then the influence of employee satisfaction on organization performance. In addition, this study will explore if the organizational boundary, organizational capability and organizational culture would directly influence the performance of organization. This study adopted three methods including an interview, questionnaires and secondary data to make the triangulation and comparison by SPSS. The interveiew was based on the results of quantitative questionnaires in order to cover the insufficient of single research method. The results of this study indicated that: 1. The organizational boundary and organizational capability are positively and significantly related to the employee satisfaction. 2. The organizational boundary and organizational capability are positively and significantly related to the organization performance. 3. The organizational culture is not significant related to the employee satisfaction. 4. The organizational culture is not significant related to the organization performance. 5. The employee satisfaction is positively and siginificantly related to organization performace. 6. The characteristices of employees inclue the educational background, seniority and department are siginificantly different on employee satisfaction. Based on the results of this study, the organizational boundary and capability could influence the employee satisfaction and organization performance. Therefore, organization should improve its structure and communication method. It could be worked by four dimensions include vertical, horizontal, external and regional boundary. In addition, organization should increase their capability. It also could work from speed, elasticity, coordination and innovation. The relationship between employee satisfactioin and organization is siginificant. Thus, if company want to improve the performance of organization, company should try to promote the belief of learning and increase employee satisfaction. By this way, the learning capability of organization could increase and then the company could become a real organization.

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"Organizational culture." Sloan School of Management, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/2224.

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Huang, Tsan-Fang, and 黃燦芳. "A study on the relationship among organizational culture, information culture, organizational learning and organizational innovation." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/28401024165035310639.

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碩士
逢甲大學
企業管理所
99
英文摘要 The innovation issues disappeared for quite a while since economics recession in 2008. Recently, economics recover gradually, the innovation issues come back and become topics in business strategy goals. This study focused on the factors that affect organization innovation in Taiwan, the factors include organization culture, organization learning, and others. There are relatively few research on information culture, in this study, if we add in information culture, will it show that information culture has an impact on organization innovation？ Further more, in this research, we collect related literature from both domestic and foreign scholars, we expect that we can find theoretical correlation between them. The study based on four domestic industries that include traditional manufacturing, electronic information industry, financial services and services. In this empirical study, 173 valid samples are collected. By using the regression analysis, the results are as follows: 1. Organizational culture has a positive impact on the information culture. 2. Information culture has a positive impact on the organizational innovation. 3. Organizational culture has a positive impact on the organizational innovation. 4. Organizational culture has a positive impact on the organizational learning. 5. Information culture has a positive impact on the organizational learning. 6. Organizational learning has a positive impact on the organizational innovation. Finally, from path analysis, we find that through information culture and organizational learning, organizational culture has a significant impact on organizational innovation. We also find that even only through organizational learning, organizational culture still has a significant impact on organizational innovation.

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Wu, Chih-Nan, and 吳志男. "Organizational culture, organizational climate and citizenship behavior." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/z36b3r.

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碩士
中原大學
心理學研究所
91
Abstract In Chinese society, Guanxi and harmony is very important. Under Chinese culture structure, it is rare to study the relation of organizational culture、climate and OCB. It is the purpose of thesis. Two partition of this study: study one is quality approach and study two is quantity approach. In study one, we collect the interview outcome about perceptional climate of interpersonal interaction in Chinese organization. We found 4 factories, “real harmony”、 “pretense conflict”、“affective Guanxi”、“instrumental Guanxi”after analyzing these interview content. According to the 4 factories, we made “Chinese Organizational Climate Inquiry”be the instrument of this study. In study two, we collect and analyze 331 useful questionnaires. We found that 3 type of culture,“teamwork”、“tradition”、“innovation”,have positive effect to OCB. We also found that 2 type of culture,“real harmony”、“ affective Guanxi”,have positive effect to OCB but“competition”culture、“pretense conflict”and“instrumental Guanxi”climate. This study support the hypothesis: organizational culture effects OCB directly. Finally, we have discussion of the study outcome and suggestion of future study.

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Ying, Yin, and 殷瑛. "Organizational Culture and Innovation." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/29198377582816500309.

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碩士
輔仁大學
國際創業與經營管理學程碩士在職專班
103
Taking the research service of the organizational culture and organizational innovation mainly. To discuss the organizational learning, service innovation, product innovation, more innovative, highly innovative relationship between the processes and value. The results of this study found that: learning services, service innovation, product innovation and process innovation organization has a significant impact. Organizational learning, service innovation, and job opportunities in different sectors of product innovation and process innovation among service sector is significantly different than the non-cognitive CEO. Organizational learning can help companies quickly adapt to changes in the internal and external environment, the organization's core management capabilities, the nature of any organization is the main production activities, and maintain their competitive advantage.

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Ling, Yen Huei, and 顏惠玲. "Organizational Culture and Performance." Thesis, 1993. http://ndltd.ncl.edu.tw/handle/43162218365778529773.

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