Organizational culture: a foundational perspective

2017 ◽  
Vol 8 (3) ◽  
pp. 262-273 ◽  
Author(s):  
Charlotte Pietersen
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Type I ◽  
Content Type ◽  
Fundamental Knowledge ◽  
Type Iv ◽  
Documentary Analysis ◽  
Research Orientations ◽  
Applicable Knowledge ◽  
Selection Of

Purpose The purpose of this paper is to perform a typological analysis of research orientations in the field of organizational culture (OC) in order to provide a broad, original perspective on the nature of research in this field, beyond the current quantitative/qualitative dichotomy. Design/methodology/approach Documentary analysis, consisting of a content analysis of an appropriate and conceptually convenient selection of 200 source publications, was conducted. The analysis was performed in terms of four fundamental knowledge orientations and methodologies. Findings An analysis and description of the chosen set of examples for each of the four types of knowledge showed that, as with other areas in the field of organizational behavior and management (and also other scholarly disciplines), the typology finds clear expression in the area of OC. Research limitations/implications In view of the aim and originality of the present paper, the sample size employed is not a worrying factor as sufficient and clear examples of each of the four basic types of research orientations have been provided. It is recommended that the broadly applicable knowledge (and by implication research) orientations that were introduced here, be considered by OC researchers. The analysis of fundamental approaches to research provides an inclusive perspective on the nature of different ways of studying and understanding OC. This should assist in expanding both scholarly and practitioner horizons. It is concluded that the analysis of research in the field of OC in terms of fundamental types of human knowledge provides a unique and expanded view on research in this area. Practical implications All stakeholders in the field of human resource management could benefit from taking cognizance of a broader perspective of knowledge development in the field of OC. The four-fold framework could also be utilized as a valuable source for restructuring and teaching of research methodology programs and courses in institutions of higher education, especially concerning the general need for greater attention to: theoretical (type I), and evaluation (type IV) research in management and organizational behavior. Originality/value The analysis of fundamental knowledge orientations provides an original and encompassing perspective on the nature of different approaches to the study and understanding of OC.

scholarly journals Persistence of Vibrio parahaemolyticus in the Pacific Oyster, Crassostrea gigas, Is a Multifactorial Process Involving Pili and Flagella but Not Type III Secretion Systems or Phase Variation

2013 ◽  
Vol 79 (10) ◽  
pp. 3303-3305 ◽  
Author(s):  
Alisha M. Aagesen ◽  
Sureerat Phuvasate ◽  
Yi-Cheng Su ◽  
Claudia C. Häse
Keyword(s):  
Type Iii Secretion ◽  
Vibrio Parahaemolyticus ◽  
Phase Variation ◽  
Type I ◽  
Secretion Systems ◽  
Content Type ◽  
Type Iii ◽  
Type Iv ◽  
Pacific Oysters ◽  
Type Iii Secretion Systems

ABSTRACTVibrio parahaemolyticuscan resist oyster depuration, suggesting that it possesses specific factors for persistence. We show that type I pili, type IV pili, and both flagellar systems contribute toV. parahaemolyticuspersistence in Pacific oysters whereas type III secretion systems and phase variation do not.

ABC Development Organization

2013 ◽  
Vol 3 (6) ◽  
pp. 1-9
Author(s):  
Sushanta Kumar Sarma ◽  
Madhavi Mehta
Keyword(s):  
Organizational Culture ◽  
Civil Society ◽  
Organizational Behavior ◽  
Financial Services ◽  
College Education ◽  
Civil Society Organizations ◽  
Civil Society Organization ◽  
Content Type ◽  
Development Organization ◽  
Low Degree

Subject area Organizational theory/organizational behavior. Study level/applicability MBA Case overview ABC Development Organization (ABCDO) is a civil society organization working in Dungarpur district of Rajasthan. ABCDO is working towards empowering tribal women of rural Rajasthan through making credit accessible to them and by offering them various livelihood choices. The organization employs local people, most of whom have not received college education. Illiterate, marginalized, and poor are the adjectives that describe the clients of ABCDO – the women from rural and tribal Rajasthan. ABCDO played the role of an intermediary between these hopeless women and formal financial system. ABCDO works with low degree of formalization and with a relatively low amount of documentation, despite being in the business of delivering financial services. However, such low formalization has never caused any problem in coordination of various activities within the organization and ABCDO has been growing in operation for the last couple of years. The case is about the role played by organizational culture in an organization with low degree of formalization. This case examines the emergence and functions of culture in civil society organizations which are often characterized by routineness of technology, yet the absence of rules, procedures and written documentations. Expected learning outcomes At the end of the course, students should be able to understand the following: the emergence of culture in a Civil Society Organization, the role played by culture in an organization with low degree of formalization, the framework depicting relationship of environment and strategy to organizational culture in the context of organizations engaged in microfinance with a social agenda. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Behind closed doors: the DC-10 and the demise of McDonnell Douglas

2019 ◽  
Vol 15 (6) ◽  
pp. 648-668
Author(s):  
John-Gabriel Licht ◽  
Jamie O’Brien ◽  
Marc Schaffer
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Organizational Behavior ◽  
Work Experience ◽  
Sunk Costs ◽  
Moral Awareness ◽  
Content Type ◽  
Public Data ◽  
Economic Thinking

Theoretical basis This case has three primary objectives. First, it allows students to think through a conceptual cost and benefit analysis associated with the decision-making process in line with basic economic thinking. Students will revisit core concepts of marginal benefit vs marginal cost, the notion of opportunity costs and the role of sunk costs in this type of analysis, while also highlighting the nature of market structure, oligopolies and competition across firms in an industry. The second goal of this case is to consider the role of business ethics in the DC-10 case: specifically, to consider the potential influence of moral awareness and moral disengagement in unethical decisions made by McDonnell Douglas. Students will develop an understanding of these concepts and solidify their learning by applying them to the case and engaging in active discussion. Finally, the third goal of the case allows students to explore organizational culture and specifically offer recommendations for organizations thinking about the link between decision-making, the role of ethics and culture. Research methodology The technical reports released by the National Transportation Safety Board along with secondary data such as available public data such as news reports were used to round out the synopsis of the case study. Case overview /synopsis This case explores the accidents of two McDonnell Douglas DC-10s in the early 1970s at the onset of the jumbo jet race between Boeing, Lockheed and McDonnell Douglas. It explores the series of events during the “Windsor Incident” in 1972 and the subsequent accident over Paris in 1974. It explores the reasons why the cargo door on the DC-10 was faulty and subsequently why the door was not fixed. It examines the interplay of industry suppliers such as McDonnell Douglas and how they interact with oversight authorities such as the Federal Aviation Authority. The Teaching Note focuses on the economic thinking at McDonnell Douglas, behavioral ethics and organizational culture. Complexity academic level This case is best explored over a 90 min session but could be expanded to take up one 3 h session. The authors have used this case format in an undergraduate organizational behavior class, an MBA Leadership and Organizational Change class, and an MBA Economics of Managers class. It works particularly well in the MBA setting, as students with work experience can see the links between the mistakes made by McDonnell Douglas and their workplaces.

scholarly journals Cell Surface Attachment Structures Contribute to Biofilm Formation and Xylem Colonization by Erwinia amylovora

2011 ◽  
Vol 77 (19) ◽  
pp. 7031-7039 ◽  
Author(s):  
Jessica M. Koczan ◽  
Bryan R. Lenneman ◽  
Molly J. McGrath ◽  
George W. Sundin
Keyword(s):  
Biofilm Formation ◽  
Time Course ◽  
Erwinia Amylovora ◽  
Critical Role ◽  
Gene Clusters ◽  
Type I ◽  
Content Type ◽  
Type Iv ◽  
Attachment Structures

ABSTRACTBiofilm formation plays a critical role in the pathogenesis ofErwinia amylovoraand the systemic invasion of plant hosts. The functional role of the exopolysaccharides amylovoran and levan in pathogenesis and biofilm formation has been evaluated. However, the role of biofilm formation, independent of exopolysaccharide production, in pathogenesis and movement within plants has not been studied previously. Evaluation of the role of attachment inE. amylovorabiofilm formation and virulence was examined through the analysis of deletion mutants lacking genes encoding structures postulated to function in attachment to surfaces or in cellular aggregation. The genes and gene clusters studied were selected based onin silicoanalyses. Microscopic analyses and quantitative assays demonstrated that attachment structures such as fimbriae and pili are involved in the attachment ofE. amylovorato surfaces and are necessary for the production of mature biofilms. A time course assay indicated that type I fimbriae function earlier in attachment, while type IV pilus structures appear to function later in attachment. Our results indicate that multiple attachment structures are needed for mature biofilm formation and full virulence and that biofilm formation facilitates entry and is necessary for the buildup of large populations ofE. amylovoracells in xylem tissue.

Therapeutic alternatives for vein of Galen vascular malformations

1993 ◽  
Vol 78 (3) ◽  
pp. 438-445 ◽  
Author(s):  
Pedro Lylyk ◽  
Fernando Viñuela ◽  
Jacques E. Dion ◽  
Gary Duckwiler ◽  
Guido Guglielmi ◽  
...  
Keyword(s):  
Heart Failure ◽  
Congestive Heart Failure ◽  
Vascular Malformations ◽  
Clinical Status ◽  
Severe Congestive Heart Failure ◽  
Type I ◽  
Vein Of Galen ◽  
Content Type ◽  
Type Iv ◽  
Fine Print

✓ From September, 1986, to March, 1990, the authors treated 28 children harboring a vein of Galen vascular malformation. Eleven (39.3%) of the patients were neonates, 13 (46.4%) were 1 to 2 years old, and four (14.3%) were more than 2 years old. Fifteen patients (53.6%) presented with severe congestive heart failure, six (21.4%) had seizures, four (14.3%) had hydrocephalus, and three (10.7%) presented with intraventricular hemorrhage. Based on the Yaşargil classification of malformations, 10 lesions (35.7%) were Type I, seven (25%) were Type II, eight (28.6%) were Type III, and three (10.7%) were Type IV. In 11 patients (39.3%), a combined transfemoral, transarterial, and transvenous embolization of the vein of Galen malformation was performed. A pure transtorcular approach was utilized in eight patients (28.6%), and postembolization surgical clipping of arterial feeders was performed in two cases with intractable congestive heart failure. Complete anatomical occlusion of the galenic malformation was achieved in 13 patients (46.4%). An immediate postembolization improvement in the patient's clinical status was obtained in 23 (82.1%) of 28 patients and a good long-term clinical outcome was seen in 17 patients (60.7%). Five deaths (17.9%) occurred in this series of 28 patients; three (10.7%) were related to a transtorcular embolization and two (7.1%) to the unchanged natural history of the disease.

scholarly journals Calcium Increases Xylella fastidiosa Surface Attachment, Biofilm Formation, and Twitching Motility

2011 ◽  
Vol 78 (5) ◽  
pp. 1321-1331 ◽  
Author(s):  
Luisa F. Cruz ◽  
Paul A. Cobine ◽  
Leonardo De La Fuente
Keyword(s):  
Biofilm Formation ◽  
Cell Attachment ◽  
Xylella Fastidiosa ◽  
Xylem Sap ◽  
Type I ◽  
Initial Surface ◽  
Twitching Motility ◽  
Acetoxymethyl Ester ◽  
Content Type ◽  
Type Iv

ABSTRACTXylella fastidiosais a plant-pathogenic bacterium that forms biofilms inside xylem vessels, a process thought to be influenced by the chemical composition of xylem sap. In this work, the effect of calcium on the production ofX. fastidiosabiofilm and movement was analyzed underin vitroconditions. After a dose-response study with 96-well plates using eight metals, the strongest increase of biofilm formation was observed when medium was supplemented with at least 1.0 mM CaCl2. The removal of Ca by extracellular (EGTA, 1.5 mM) and intracellular [1,2-bis(o-aminophenoxy)ethane-N,N,N′,N′-tetraacetic acid acetoxymethyl ester (BAPTA/AM), 75 μM] chelators reduced biofilm formation without compromising planktonic growth. The concentration of Ca influenced the force of adhesion to the substrate, biofilm thickness, cell-to-cell aggregation, and twitching motility, as shown by assays with microfluidic chambers and other assays. The effect of Ca on attachment was lost when cells were treated with tetracycline, suggesting that Ca has a metabolic or regulatory role in cell adhesion. A double mutant (fimA pilO) lacking type I and type IV pili did not improve biofilm formation or attachment when Ca was added to the medium, while single mutants of type I (fimA) or type IV (pilB) pili formed more biofilm under conditions of higher Ca concentrations. The concentration of Ca in the medium did not significantly influence the levels of exopolysaccharide produced. Our findings indicate that the role of Ca in biofilm formation may be related to the initial surface and cell-to-cell attachment and colonization stages of biofilm establishment, which rely on critical functions by fimbrial structures.

Gamma surgery for vein of Galen malformations

2000 ◽  
Vol 93 (2) ◽  
pp. 229-236 ◽  
Author(s):  
Bryan Rankin Payne ◽  
Dheerendra Prasad ◽  
Melita Steiner ◽  
Hernan Bunge ◽  
Ladislau Steiner
Keyword(s):  
Additional Patient ◽  
Consecutive Series ◽  
Type I ◽  
Vein Of Galen ◽  
Content Type ◽  
Type Iii ◽  
Type Iv ◽  
Flow Through ◽  
Fine Print

Object. The goal of this study was to evaluate the results of gamma surgery in nine patients treated for vein of Galen malformations (VGMs).Methods. A consecutive series of nine VGMs in eight children aged 4 to 14 years and in one adult were treated with gamma surgery. Six of the patients were male, including the adult, and three were female. Among these patients there were three Yaşargil Type I, one Type II, two Type III, and three Type IV malformations. Previous embolization had failed in four cases. Three VGMs were treated with gamma surgery twice. An additional patient with a Type III VGM underwent stereotactic angiography in preparation for gamma surgery but was judged to be suitable for direct embolization.Follow-up angiograms were obtained in eight of the VGMs treated. Four no longer filled; one has probably been obliterated, but this cannot be confirmed because the patient refused to undergo final angiography; one patient has residual fistulas not included in the initial treatment field, which were retreated recently; and two other patients have marked reduction of flow through their VGMs.Conclusions. Gamma surgery is a viable option in the treatment of VGMs in clinically stable patients. Combined endovascular therapy and gamma surgery is of benefit in complex malformations.

Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance

2019 ◽  
Vol 8 (3) ◽  
pp. 266-282 ◽  
Author(s):  
Bahadur Ali Soomro ◽  
Naimatullah Shah
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Behavior ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
General Level ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment and employee’s performance. Design/methodology/approach This is a quantitative approach, which is based on cross-sectional data. In total, 326 usable cases are processed to infer the results through the structural equation model. Findings The results revealed a positive and significant impact of organizational commitment, job satisfaction and organizational culture on employee’s performance. An entrepreneurial orientation has a positive and significant impact on organizational commitment. Job satisfaction is impacted by organizational commitment, while organizational culture is influenced by job satisfaction. On the other hand, entrepreneurial orientation has a non-significant impact on employee’s performance. Practical implications Employers may shape the organizational culture and boost the general level of job satisfaction of their employees. Further, the study enriches the organizational behavior literature by recognizing and empirically validating the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance in the small and medium enterprises sector of Pakistan. Originality/value The findings of the current study may help in creating a better understanding of job satisfaction and delineating its association with organizational culture.

Stardust Petroleum Sendirian Berhad: how to inculcate the pro-active safety culture?

2018 ◽  
Vol 8 (4) ◽  
pp. 1-20
Author(s):  
Farzana Quoquab ◽  
Nomahaza Mahadi ◽  
Taram Satiraksa Wan Abdullah ◽  
Jihad Mohammad
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Organizational Behavior ◽  
Safety Culture ◽  
Human Error ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Parent Company ◽  
Gas Field ◽  
Content Type

Learning outcomes The learning objectives of using this case are as follows: to understand the concepts of organizational structure, organizational culture and organizational change; to expose students to the problems that may encounter organization when it intends to bring changes in culture; to stimulate students’ understanding of the necessity to build positive organizational culture; to advance students’ knowledge about oil and gas industry; to develop students’ understanding of using Levin’s model of cultural change; and to illustrate the challenges that an organization might face while changing its existing culture. Case overview/synopsis This case teaches about the importance of boosting positive organization culture to accept organizational change. Stardust was established in 2013 as Petronas Carigali Sdn Bhd’s subsidiary. The company was established to manage small and marginal field in Malaysia which was under the oil and gas field that had smaller reservoir and lasted for four to five years. On 2014, Stardust was given an opportunity to take over one of the fields to manage. However, during the process of handing over the facility and field from the parent to the new company, the tanker caught fire in one of its pump in the pump room. The fire resulted substantial damage to the pump room; two out of four pumps were totally damaged. It delayed the oil production for more than a month. Total estimated damage due to the fire incurred RM19m losses. Direct cost included replacing two new 400 kW pumps, repairing the damaged pump room with new manifolds and painting, and cost of shutdown production for 40 days. Investigation was initiated to identify the causes of the fire which revealed that human error, mostly peoples’ negligence was one of the major reasons along with location, equipment and procedure. The Health, Safety and Environment department of the company was given the task to create ‘Living Safety’ culture among the crew. Being the head of this department, Tarmizi found it very challenging to inculcate the culture ‘Action Today, Perfect Day Tomorrow’ and was thinking how to instill this culture with zero failure by the end of the calendar year which is December 2016. The time was running fast as the parent company emphasized to handle the situation urgently and to ensure that the similar incident will not happen in the future. If it re-occurs, it will jeopardize the trustworthiness of Stardust with the other parties involved and also the parent company might not allow the company to operate other facilities, which will put the company at stake to remain competitive in the oil and gas business. Complexity academic level This case is suitable to use in advanced undergraduate level, MBA and MSc to teach organizational behavior and organizational theory courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 7: Management Science.

Seneca: appeasing the sting of management fears

2015 ◽  
Vol 10 (2) ◽  
pp. 170-177
Author(s):  
Lidwine Maizeray ◽  
Anne Janand
Keyword(s):  
Organizational Culture ◽  
Best Practices ◽  
Organizational Behavior ◽  
Design Methodology ◽  
Dominant Ideology ◽  
Content Type ◽  
Peace Of Mind ◽  
Modern Enterprise ◽  
Insight Into

Purpose – The purpose of this paper is to look beyond the classic literature on managerial “best practices”, standards, organizational behavior and ready-made managerial discourses, and which have tended to deny the role of fear as a major issue in today’s modern enterprise. Lessons from Seneca allow us to understand how the phenomenon of fear, which has largely been hushed up by organizational culture, can be demystified and brought into the open. Design/methodology/approach – The aim is to prod further thinking, after the example of Seneca’s stingray, about the dominant ideology of management, which is under threat from four factors that have been allowed to spread like a numbing toxin. Findings – Seneca’s philosophy, then, should be viewed as rich in insight into how today’s disquieted managers might find peace of mind. Originality/value – Seneca asks us to consider fear as far more detrimental than the very adversities that we try to keep at bay. That does not mean we ought to deny fear, but, rather, attempt to better understand its inevitability, and hold it in check. No good can come from rushing headlong toward doom, in anticipation of ills that will not necessarily materialize, or, in any event, whose occurrence is beyond our control.

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