Cultivate a Strong Culture to Enhance Cybersecurity

CyRM℠ ◽  
2021 ◽  
pp. 59-62
Author(s):  
David X. Martin
Keyword(s):  
Strong Culture

The nature of entrepreneurial orientation strength: the impact of shared values on firm performance

2021 ◽  
pp. 1-21
Author(s):  
Laurence G. Weinzimmer ◽  
Eric J. Michel ◽  
Jennifer Robin
Keyword(s):  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Convergent Validity ◽  
Field Studies ◽  
Theory And Practice ◽  
Interactive Effects ◽  
Revenue Growth ◽  
Entrepreneurship Theory ◽  
The Impact ◽  
Strong Culture

Abstract Drawing on Wales, Monsen, and McKelvie's (2011, Entrepreneurship Theory and Practice, 35(5), 895–923) model of entrepreneurial orientation pervasiveness and the strong culture hypothesis (Denison, 1984, Organization Dynamics, 13, 4–22), this study investigates how entrepreneurial orientation (EO) strength, defined as the level of agreement in the shared perceptions of EO, serves as a boundary condition of the EO–firm performance relationship. Four field studies provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, which in turn, may be used to assess EO strength. We establish content and construct validity of the EO-10 (study 1; n = 447 employees), criterion-related validity with revenue growth and sales growth (study 2; n = 412 employees in 43 profit centers), and convergent validity with Covin and Slevin's (1989, Strategic Management Journal, 10, 75–87) 9-item measure (study 3; n = 291 employees). Finally, in study 4 (n = 853 employees nested in 22 organizations), we demonstrate the interactive effects of EO and EO strength on profit growth and revenue growth. In sum, this study provides conceptual and empirical evidence for the importance of EO strength as a moderator of the EO–firm performance relationship.

Organizational Culture and Effectiveness in Higher Education: A Test of the “Culture Type” and “Strong Culture” Hypotheses

1996 ◽  
Vol 18 (3) ◽  
pp. 219-241 ◽  
Author(s):  
John C. Smart ◽  
Edward P. St. John
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Colleges And Universities ◽  
Independent Effect ◽  
Institutional Performance ◽  
Dominant Culture ◽  
Differential Effectiveness ◽  
Culture Strength ◽  
Four Year Colleges ◽  
Strong Culture

Two of the more promising lines of inquiry in efforts to understand the hypothesized linkage between organizational culture and effectiveness have focused on the differential effectiveness of organizations depending on their dominant culture type and their culture strength. The primary purpose of this study was to determine whether these two lines of inquiry operate in an independent or conditional manner in explaining the hypothesized linkage between organizational culture and the performance of a sample of four-year colleges and universities. The findings provide support for both lines of inquiry, albeit not entirely in a manner suggested by their respective proponents. For example, while culture type has a decidedly stronger independent effect on institutional performance than culture strength, the differences are clearly more pronounced on campuses with “strong” rather than “weak” cultures. The implications of these findings for research on and efforts to improve the performance of colleges and universities are discussed.

scholarly journals Interaksi sosial antara Suku Dayak dan Suku Banjar di Kalimantan

2020 ◽  
Vol 22 (2) ◽  
pp. 208
Author(s):  
Lena Selvia ◽  
Sunarso Sunarso
Keyword(s):  
Social Interaction ◽  
Cultural Diversity ◽  
Mutual Respect ◽  
Mutual Cooperation ◽  
Relevant Reference ◽  
Literary Methods ◽  
Strong Culture ◽  
Ways Of Life ◽  
Vast Area

Indonesia has a geographically vast area which results various daily ways of life and living habits that shapes culture and custom diversity. Indonesia consists of thousands of developing customs and tribes. The diversity of local customs and cultures in society contributes to social interaction among one tribe to another. The purpose of this study is to describe the cultural diversity found in the Dayak and Banjar tribes of Borneo. Each tribe has a unique culture with its own distinct as an identity to keep its existence, such as the cultural diversity of Dayak and Banjar tribes in Borneo that can affect relationships between the two tribes. The article used literary methods by collecting relevant reference sources from books, journals, researches, and other resources. The results show that diversity can cause conflict, even though conflict have occurred, it does not mean that the Dayak and Banjar tribes are intolerant. Each tribe has a strong culture and mutual cooperation to protect unity. They live on the same island with mutual respect and they respect cultural diversity. The interaction between the Dayak and Banjar tribes that appreciate each other's customs and cultures preserve the culture itself. The customs and cultures that developed in the Dayak and Banjar tribes serve as a source of harmony, with an understanding that they came from the same ancestors, and the awareness that they have a brotherly relationship contributes to values of trust, tolerance, and mutual cooperation between the tribes.

Concept and Types of Organizational Cultures of Hospitals

2015 ◽  
pp. 1279-1305
Author(s):  
Łukasz Sulkowski ◽  
Joanna Sulkowska
Keyword(s):  
Organizational Culture ◽  
Positive Culture ◽  
Corporate Identity ◽  
Two Dimensional ◽  
Organizational Cultures ◽  
Pilot Studies ◽  
Alternative Approach ◽  
Innovative Culture ◽  
Strong Culture ◽  
Culture Negative

This chapter sets out to analyze the problem of defining the concept of organizational culture as well as models and typologies used in reference materials. It presents various issues of organizational culture: paradigms of organizational culture, definitions of organizational culture, and two-dimensional typologies of organizational culture. The single-dimensional classifications present the following dichotomies: 1) weak culture – strong culture, 2) positive culture – negative culture, 3) pragmatic culture – bureaucratic culture, 4) introvert culture – extrovert culture, 5) conservative culture – innovative culture, 6) hierarchic culture – egalitarian culture, 7) individualist culture – collectivist culture. Furthermore, this chapter includes: multidimensional typologies of organizational culture, corporate identity – alternative approach to organizational culture and relations between culture, and structure, strategy, and organization setting. Moreover, based on the quality pilot study, it strives to explain peculiarity of this concept in relation to Polish hospitals. Results of pilot studies of organizational cultures of hospitals in Poland relate to four hospitals in Lodz Province.

Concept and Types of Organizational Cultures of Hospitals

2013 ◽  
pp. 112-141
Author(s):  
Łukasz Sulkowski ◽  
Joanna Sulkowska
Keyword(s):  
Organizational Culture ◽  
Positive Culture ◽  
Corporate Identity ◽  
Two Dimensional ◽  
Organizational Cultures ◽  
Pilot Studies ◽  
Alternative Approach ◽  
Innovative Culture ◽  
Strong Culture ◽  
Culture Negative

This chapter sets out to analyze the problem of defining the concept of organizational culture as well as models and typologies used in reference materials. It presents various issues of organizational culture: paradigms of organizational culture, definitions of organizational culture, and two-dimensional typologies of organizational culture. The single-dimensional classifications present the following dichotomies: 1) weak culture – strong culture, 2) positive culture – negative culture, 3) pragmatic culture – bureaucratic culture, 4) introvert culture – extrovert culture, 5) conservative culture – innovative culture, 6) hierarchic culture – egalitarian culture, 7) individualist culture – collectivist culture. Furthermore, this chapter includes: multidimensional typologies of organizational culture, corporate identity – alternative approach to organizational culture and relations between culture, and structure, strategy, and organization setting. Moreover, based on the quality pilot study, it strives to explain peculiarity of this concept in relation to Polish hospitals. Results of pilot studies of organizational cultures of hospitals in Poland relate to four hospitals in Lodz Province.

Male breadwinner, female homemaker

2019 ◽  
Vol 27 (7) ◽  
pp. 9-11
Keyword(s):  
Decision Makers ◽  
Male Dominance ◽  
Role Overload ◽  
Content Type ◽  
Patriarchal System ◽  
Male Breadwinner ◽  
Financial Benefits ◽  
Pertinent Information ◽  
Strong Culture ◽  
Traditional Roles

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Increasingly, women are partaking in the workforce, such that traditional roles of male breadwinner and female homemaker are disappearing. However, in a patriarchal system, such as that in Nigeria, there is a strong culture of male dominance and women being subjugated. Men are the decision makers, and women must seek permission in all areas of life. Domestic care and duties are the sole responsibility of women. To achieve better financial benefits, women also undertake daily paid work. Thus, women struggle to achieve a good work-life balance and avoid role overload. In Nigeria, the patriarchal system forms a barrier to achieving this balance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals The influence of practice culture on designed artefacts

2015 ◽  
Vol 19 (4) ◽  
pp. 397-409 ◽  
Author(s):  
Robert Schmidt ◽  
Andy Dainty
Keyword(s):  
Research Question ◽  
Research Model ◽  
Design Practice ◽  
Review Of The Literature ◽  
Social Infrastructure ◽  
The Everyday ◽  
Practice Culture ◽  
Two Stages ◽  
Strong Culture

Design can be viewed as a complex and on-going social accomplishment, a product of everyday trajectories between a milieu of human and material registers. Seen in this way the design practice serves as an arena for these quotidian activities. We seek to construct a more dynamic picture of architecture by connecting process and product, supplementing a project narrative with one of practice, highlighting the context in which the outcome was created. We address the research question: how does practice culture become intertwined within the designed product?A research model emerged from the review of the literature and evolved as a loose framework to discuss the practices and projects at hand. The research focused on the particular design consideration of adaptability in an effort to direct and ground the study. The research was conducted in two stages –at first a set of interviews were conducted to gain broader insights into the everyday accounts of the practices and secondly, project case studies were selected to further investigate the topic.The narratives reveal the culture of each practice to stress a particular meaning in each context: for Make it is about a beautiful object; for ABA a piece of social infrastructure and; for CGL a business asset. Adaptability finds itself subdued, promoted, compromised and sold as part of the design process and the resultant architecture. Our contribution extends the argument that design is entangled within its socio-cultural surroundings and grounds the culture of practice in the designed artefacts - the way in which a practice handles decision-making contingencies, both endogenous and exogenous forces, will together shape a practice disposition towards design (adaptability). Design that is driven by a strong culture that embeds exogenous influences in the approach tends to provide more adaptable solutions as part of a quest to satisfy long-term, societal concerns.

Leading Organizational Culture

2012 ◽  
Vol 40 (5) ◽  
pp. 576-591 ◽  
Author(s):  
Jacky Lumby
Keyword(s):  
Organizational Culture ◽  
Cultural Context ◽  
Ethical Issues ◽  
Local Communities ◽  
The Other ◽  
Cultural Activity ◽  
Leadership And Management ◽  
Multicultural Issues ◽  
Four Levels ◽  
Strong Culture

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

Under the Influence of Modern Western Culture a Strong Trend in Chinese Landscape Design

2014 ◽  
Vol 641-642 ◽  
pp. 510-513
Author(s):  
Wen Xiu Li
Keyword(s):  
Cultural Identity ◽  
National Culture ◽  
Third World ◽  
Dominant Role ◽  
Landscape Design ◽  
Strong Trend ◽  
Power Differentials ◽  
The Third World ◽  
Modern Landscape ◽  
Strong Culture

After the classical end of colonialism and its overall value, using their knowledge of Western powers in the Third World discourse plays a dominant role. China's current landscape design is the product of a strong culture and weak culture in the context of unequal power differentials dialogue. In a period of cultural globalization denied the essential characteristics of the national culture and cultural identity, the Chinese landscape design should promote national culture, which is China's real development of modern landscape orientation.

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