Theories of Organizational Culture

1984 ◽  
Vol 5 (3) ◽  
pp. 193-226 ◽  
Author(s):  
Yvan Allaire ◽  
Mihaela E. Firsirotu
Keyword(s):  
Organizational Culture ◽  
Cultural Anthropology ◽  
Radical Change ◽  
Organizational Field ◽  
Complex Organizations ◽  
Business Policy ◽  
Vast Array ◽  
Organizational Behaviour ◽  
Points Of View ◽  
Integrative Concept

The notion that organizations may have specific cultures is found sprinkled in a vast array of publications on strategy and business policy, on organizational behaviour and theory. Although the absence of a solid theoretical grounding for the concept of organizational culture has been frequently lamented, little effort has been exerted to bring within the perimeter of the management and organizational field the relevant concepts found in cultural anthropology. The purpose of this paper is therefore three-fold: First, to provide a typology of schools of thought in cultural anthropology in order to understand the diverse and complex theories of culture advanced in this field; Second, to relate these different points of view to the emerging notions of organiza tional culture found explicitly or implicitly in the management and organization literature; Third, to pull together the insights and findings derived from this enquiry in order to propose an integrative concept of organizational culture as a useful metaphor for studying the processes of decay, adaptation and radical change in complex organizations.

Contesting the dominant narrative: expanding the multistory cultural change approach

2020 ◽  
Vol 33 (2) ◽  
pp. 217-228
Author(s):  
Martijn van Ooijen ◽  
Antonie van Nistelrooij ◽  
Marcel Veenswijk
Keyword(s):  
Organizational Culture ◽  
Cultural Change ◽  
Change Process ◽  
Design Methodology ◽  
Construction Safety ◽  
Change Processes ◽  
Research Approach ◽  
Organizational Field ◽  
Content Type

PurposeThe purpose of this paper is to expand the theory on multistory cultural change by showing how a dominant narrative on construction safety dynamically interrelates and is contested on multiple intertextual levels in an organizational field of organizations contributing to the recovery of houses in an earthquake region.Design/methodology/approachAn ethnoventionist research approach was adopted in which interpretation of data to find narratives and designing interventions went hand-in-hand.FindingsWe found four distinctive composite narratives besides the dominant narrative to which five actors refer in their accounts, thereby contributing to three types of story patterns. These narratives disclose the taken-for-granted ideas and beliefs that characterize the challenge of changing organizational culture. One intervention, which intended multiple stories to touch the surface, was highlighted as a multistory intervention.Research limitations/implicationsFurther research could extend the knowledge on other change interventions that contribute to multistory cultural change processes.Originality/valueAdopting an ethnoventionist approach to provide deep insights on an unfolding cultural change process for both scholars and practitioners.

scholarly journals The strange case of Francis Dolarhyde and the Dragon: Alternating narrative points of view and the source of knowledge in Thomas Harris’ 'Red Dragon'

2018 ◽  
pp. 47-68
Author(s):  
Justyna Stiepanow
Keyword(s):  
Propositional Knowledge ◽  
Stream Of Consciousness ◽  
Narrative Voice ◽  
Theoretical Concepts ◽  
Vast Array ◽  
Indirect Speech ◽  
Cause And Effect ◽  
Modes Of Representation ◽  
Thomas Harris ◽  
Points Of View

This paper investigates the narrative voice employed by Thomas Harris in Red Dragon as a source of knowledge about the fictional universe, more particularly about the main villain, Francis Dolarhyde. Confronting important epistemological notions (knowledge, justification and their sources) with literary theoretical concepts (narrative voice and points of view), I analyse alternating modes of representation. Harris’ narrator shifts between three modes: the quasi-perceptual one – sense-based, rich in descriptive elements; the quasi-introspective narration carried out from a close subjective angle, using free indirect speech or stream of consciousness; and the testimonial mode – telling (rather than showing) the story through exposition resting on the principle of cause and effect. Employing a vast array of inter-textual pragmatics, the narrative remains ambiguous. In consequence, any proposition about Dolarhyde can be empirically and rationally challenged and all propositional knowledge regarding the character is merely fragmentary.

Exploratory Study of Cultural Impact on Management Practices and Organizational Behaviour in Christian-based Universities on Java Island

2021 ◽  
Vol 12 (1) ◽  
pp. 74-74
Author(s):  
Jahja Hamdani Widjaja ◽  
Boedi Hartadi Kuslina
Keyword(s):  
Organizational Culture ◽  
High Performance ◽  
Management Practices ◽  
The United States ◽  
Cultural Meanings ◽  
Christian University ◽  
Cultural Formation ◽  
Christian Universities ◽  
Organizational Behaviour ◽  
Long Run

Universities, especially in the United States, have developed from an organization that aims to educate someone with a higher knowledge and spiritual awareness of God which is at the same time related to the interests and goodness of society (Murphy, 2005) into an organization that considers profit as a measure of success (Bridgman, 2007). Therefore, the application of a business management system to manage a university to produce high performance is important and this is known as a university enterprise or entrepreneurial university (Sandgren, 2012). Culture is central to management because it influences various things in the organization such as leadership, organizational management, adaptability, performance, and others that will influence in the long run (Paksoy, Genc, and Kilic, 2015). In the context of a Christian-based university in Indonesia, the understanding of cultural meanings and the process of cultural formation is an interesting topic to study. Even though it has a fundamental similarity, namely Cristianity, it appears that there are different management practices and behaviours in 'A' rank accreditation Christian university on Java island. The process of cultural formation in Christian universities and its elaboration in management practices and patterns of organizational behaviour are things that are rarely studied. The purpose of this study is to explain the process of organizational culture forming in Christian-based universities on Java island. The description of this process is expected to inspire how to build an organizational culture in a university. Keywords: Culture, Organizational Culture, Organizational Behaviour, Universities, Christianity

Embracing Organizational Trauma

2017 ◽  
pp. 1526-1542
Author(s):  
Mike Szymanski ◽  
Erik Schindler
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Case Studies ◽  
Traumatic Experiences ◽  
Negative Effects ◽  
Organizational Behaviour ◽  
And Performance ◽  
Organizational Trauma ◽  
Near Death Experiences

Organizational trauma is traditionally associated with negative effects on organizational behavior and performance. In this chapter the authors seek to answer the question how organizational trauma, and in particular near-death experiences, can positively influence organizational culture in the long term. In doing so, the authors briefly review the recent literature on organizational trauma and near death experiences, and discuss how these negative traumatic experiences can turn into prosocial organizational behaviour. The authors then present three case studies to illustrate how an organization can manage to incorporate near death experiences into its organizational culture in a positive way.

Boss was not yet pleased; Did the performance matter?

2020 ◽  
Vol 10 (1) ◽  
pp. 1-37
Author(s):  
Rameshan Pallikara
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Career Decisions ◽  
Chief Executive ◽  
Middle Level ◽  
Destructive Leadership ◽  
Content Type ◽  
Decision To Leave ◽  
Organizational Behaviour ◽  
Academic Level

Learning outcomes To evaluate a difficult career choice under compelling organizational circumstances. To analyse a complex organizational culture to understand the nuances of career decisions. To relate career dilemmas to relevant conceptual and theoretical strands of organizational behaviour. To interpret the leadership style and its interaction with organizational culture. To determine possible strategic recourses to deal with the dynamics of destructive leadership and toxic cultures. Case overview/synopsis The case is about the experiences of Raamit Pell, a Middle-level Executive at Accadia Management Services, and his encounters with a new boss, Pret Sohn. Raamit Pell had joined Accadia at a time when the organization was undergoing some political and cultural turmoil. When Pret Sohn came in as the new Chief Executive Officer six months later, there were a lot of expectations. But, Pret Sohn too began following Accadia’s existing political culture, indulging in unhealthy organizational practices. He caused mental harassment to many executives. One such executive was Raamit Pell. Despite Raamit’s excellent performance, Pret Sohn denied him a well-deserved promotion. Sohn justified it by saying that performance alone did not matter. Raamit felt deeply disturbed and considered quitting Accadia. He was reluctant to leave as a defeated man. Subsequently, he received an offer from another subsidiary of Accadia’s holding agency. As he was undergoing a three-month mandatory notice period for his release, Raamit became concerned about his decision to leave Accadia. Deep in his mind he longed to redeem his hurt pride at Accadia. So, he was pondering whether he had taken the decision to resign in haste. Complexity academic level Level: Post-graduate/doctoral and executive education programmes in management and allied subjects. Courses: Courses in Career Decisions, Organizational Behaviour, Leadership, Organizational Culture and Organizational Ethics. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.

scholarly journals The Changing Maritime Industry Sector in Poland

Pomorstvo ◽  
2019 ◽  
Vol 33 (2) ◽  
pp. 241-246
Author(s):  
Agnieszka Kołodziej-Durnaś
Keyword(s):  
European Union ◽  
Organizational Culture ◽  
Round Table ◽  
Communist Regime ◽  
The European Union ◽  
Maritime Industry ◽  
Organizational Field ◽  
Organizational Sociology ◽  
Maritime Economy ◽  
Industry Sector

This article outlines the transformations in the maritime industry sector in Poland from the perspective of organizational sociology and maritime sociology. The author attempts to analyze the main tendencies of changes occurring in the Polish maritime economy in the recent decades, and special attention is paid to the phenomena of organizational field and organizational culture. The research results are based on the analysis of documents, literature, and interviews (IDIs). Whereas the situation of the Polish maritime industry during the communist regime is briefly described as the background for further considerations, the author focuses more on the last thirty years of Polish transformation (triggered by the Round Table talks in 1989) and the fifteen years of Poland’s membership in the European Union.

scholarly journals Evolution of Institutional Logics: The Emergence of the Temporary Work Agencies Field in Italy

2017 ◽  
Vol 12 (8) ◽  
pp. 131
Author(s):  
Alessia Berni ◽  
Mariavittoria Cicellin ◽  
Stefano Consiglio ◽  
Luigi Moschera
Keyword(s):  
Longitudinal Analysis ◽  
Free Market ◽  
Field Studies ◽  
Institutional Logics ◽  
Market Model ◽  
Collective Actions ◽  
Temporary Work ◽  
Organizational Field ◽  
Organizational Behaviour ◽  
Temporary Work Agencies

This article shows the process of creation and evolution of an organizational field. By an in-depth longitudinal analysis, we investigate the field of Temporary Work Agencies in Italy (TWAs). The article focuses on how a field evolves over time. We delineate three phases of evolution - incubation, emergence and development - and we analyse events and the role of actors that have characterized them. Further, we identify the institutional logics that have strongly influenced the strategic and organizational behaviour of the actors involved in the Italian field of TWAs and their interactions. Therefore, to respond to this institutional complexity the actors have tried to influence with both individual and collective actions the logics themselves. The analysis shows that two competing logics have coexisted within the TWA field: the regulation logic, inspired by the social status and welfare, and the de-regulation logic, connected to the liberal and free-market model. Through the longitudinal analysis repeated in four different field studies, we have reconstructed the process of evolution of the field, describing the links between the different phases. Our research contributes to the institutional logic perspective fitting into the discussion on the coexistence of competing logics in an organizational field.

scholarly journals Religious Service Paradigm in Managing Theological Seminary

2019 ◽  
Vol 9 (2) ◽  
Author(s):  
Fibry Jati Nugroho
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Significant Influence ◽  
Religious Leaders ◽  
Theological Seminary ◽  
Religious Service ◽  
Organizational Behaviour ◽  
Service Paradigm ◽  
Higher Education Organizations

STT is one of the formal higher education organizations in Indonesia which was built as a place to prepare prospective Christian religious leaders, both pastors and religious teachers with legal diplomas. STT has a different understanding and philosophy than other formal universities in Indonesia. Based on this phenomenon, this research will show how the religious service paradigm affects organizational behaviour in Indonesian’s theological Seminary (STT). This research is designing only to map the phenomena that occur in the field, in this case how the service paradigm influences organizational behaviour in STT institutions through observation and interview. It is found that the service organizational culture in the STT environment has a significant influence on the performance of its employees.

scholarly journals Žinioms valdyti palanki aukštųjų universitetinių mokyklų bibliotekų organizacinė elgsena

2010 ◽  
Vol 53 ◽  
pp. 20-44
Author(s):  
Kristina Lymantaitė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Public Sector ◽  
Organizational Behavior ◽  
Negative Attitude ◽  
Poor Quality ◽  
Current Situation ◽  
Organizational Behaviour ◽  
Leading Position ◽  
The Creation

Šiandienė žmogaus, grupės, organizacijos veikla yra grįsta žiniomis, todėl vis dažniau mokslininkai kalba apie palankių sąlygų joms kurti ir jomis dalytis sudarymą organizacijose. Tačiau tiek bendrojoje, tiek bibliotekininkystės literatūroje analizuojamas tik pavienių organizacijos elementų vaidmuo kuriant žinioms valdyti palankią aplinką. O būtinas visuminis požiūris, kurį pabrėžia organizacinės elgsenos teorija, nagrinėjanti visus žmonių elgesio ir santykio su organizacijos aplinka aspektus. Remiantis šiateorija galima teigti, kad, formuojant žinioms valdyti palankią aplinką aukštųjų universitetinių mokyklų bibliotekose, svarbūs visi organizacinės elgsenos lygmenys: individo, grupės, organizacijos. Tik atskleidus visų šių lygmenų įtaką žinioms valdyti, galima identifikuoti žinioms valdyti palankios bibliotekų organizacinės elgsenos požymius, o palyginus su esama bibliotekų organizacine elgsena, teikti sprendimus didinti šios elgsenos tinkamumą žinioms kurti ir jomis dalytis. Straipsnio tikslas – apibrėžti žinioms valdyti palankios bibliotekų organizacinės elgsenos požymius, tokios elgsenos kūrimo problemas ir teikiamas galimybes. Uždaviniai: išanalizuoti individo, grupės, organizacijos elgseną bibliotekose, pabrėžiant šių lygmenų vaidmenį kuriant žinioms valdyti palankią aplinką; įvertinti žinioms valdyti tinkamos organizacinės elgsenos kūrimo problemas ir galimybes, atsižvelgiant į specifinius bibliotekų kaip organizacijų vidaus ir išorės veiksnius.Rašant straipsnį remtasi teoriniais mokslinio tyrimo metodais (analizės, apibendrinimo, lyginimo, sintezės).Pagrindiniai žodžiai: organizacinė elgsena, žinių valdymas, biblioteka.Knowledge Management-friendly Organizational Behaviour of Academic LibrariesKristina Lymantaitė SummaryThe low public sector efficiency, poor quality of public services shape the negative attitude toward public sector organizations. Therefore, the search of tools that would help libraries increase their efficiency, competitiveness, service quality and gain greater acceptance in society is nowadays particularly relevant. One of the possible solutions is to make library organizational behaviour, knowledge management-friendly and thus to allow the usage of the existing and encourage the creation and sharing of the new knowledge.A comprehensive analysis of library organizational behaviour elements allows to define the key features of knowledge management-friendly organizational behaviour. The definition of these features is a basis for the further research on library organizational behaviour. An analysis of the current situation of libraries organizational behavior and a comparison with the appropriate knowledge management features would allow organizing practical recommendations. The feature of knowledge management-friendly library organizational behavior that may be considered fundamental is organizational culture which is based on trust, and which fosters creativity.However, the knowledge management-friendly library organizational behaviour can only be formed at all behaviour levels (the employee, group, organization). Unfortunately, the current situation is aggravated by the fact that there is no instrument to assess the library’s organizational behaviour (in the knowledge management perspective), and there is no uniform explicit guidance to implement these changes. The creation of these tools may be considered as an area for the further research and follow-up studies.The specificity of a library as an organization, the context of changes, and the overall economic situation of the country’s instability (leading to the declining library funding) creates even more barriers for a successful organizational behaviour. Therefore, we can start with changing library’s organizational culture, because it is the most influential element, and does not require a lot of investment.Creation of knowledge management-friendly library organizational behaviour offers a possibility to implement the goals of a library and its workers and offer new competitive services for customers in order to meet their needs and expectations. A library, by disclosing the intellectual capital, becomes a flexible, innovative, entrepreneurial and learning organization and the center of learning and knowledge for both its employees and customers, and gains a leading position in the knowledge-based society.

Entrepreneurship as Radical Change in the Family Business: Exploring the Role of Cultural Patterns

2001 ◽  
Vol 14 (3) ◽  
pp. 193-208 ◽  
Author(s):  
Annika Hall ◽  
Leif Melin ◽  
Mattias Nordqvist
Keyword(s):  
Organizational Culture ◽  
Family Business ◽  
Radical Change ◽  
Business Case ◽  
Cultural Patterns ◽  
Doing Business ◽  
The Family ◽  
Entrepreneurial Activities ◽  
The Relationship

This article explores the relationship between organizational culture and the entrepreneurial process that is viewed as radical change in the context of the family business. Drawing on results from two in-depth family business case studies, the authors develop a conceptual model for understanding organizational culture and its impact on entrepreneurial activities. The model is built around the extent to which the culture is connected to one dominant family member or several family members, the degree of cultural explicitness, and the degree of cultural openness. It is argued that whereas some cultural patterns tend to preserve the traditional way of doing business, others tend to facilitate entrepreneurial change. The conclusion is that to support entrepreneurial processes, managers need to foster a process of high-order learning in which old cultural patterns are continuously questioned and changed. To accomplish this, the organizational culture needs to be highly explicit and open.

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