scholarly journals Norwegian organisational culture. A case study from a Norwegian organisation

2020 ◽  
Vol 4 (4) ◽  
pp. 7-14
Author(s):  
Hanna Mielniczuk
Keyword(s):  
Organisational Culture

scholarly journals Understanding the Impact of Organisational Culture on Managers' Internal Career Needs

2017 ◽  
pp. 265-285 ◽  
Author(s):  
Chi Maher
Keyword(s):  
Research Methodology ◽  
Third Sector ◽  
Organisational Culture ◽  
Social Enterprises ◽  
Career Management ◽  
Career Needs ◽  
The Impact

This chapter explores the influence of organisational culture on managerial internal career needs in small third sector social enterprises. Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the career management of members of the organisation. The research methodology was designed to allow the collection of data from three case study organisations and 24 operational managers working in these organisations. The qualitative findings of the study add to, and help to explain the inter-play between individual manager's internal career needs and organisational culture. Most importantly the findings suggest that when individual manager's internal career needs are closely supported by organisational culture, it increases their desire to stay with the organisation. The findings make an important contribution in the field of organisational career management.

Can multicultural human resources management problems be solved by an organisational culture?

2010 ◽  
Vol 14 (4) ◽  
pp. 99-114 ◽  
Author(s):  
Helena Karjalainen
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Organisational Culture ◽  
Cultural Backgrounds ◽  
Global Business ◽  
Resources Management ◽  
International Human Resources ◽  
International Human Resources Management ◽  
International Hrm

During recent decades, globalisation has affected and changed functions of enterprises, firms must adapt their strategies to global business and to international human resources management. A new challenge seems to be imposed to international managers and to international HRM: how to create cooperation between employees representing different cultural backgrounds and how to find a common identity in multicultural teams? Our article, based on a case study, inter-site cases, examines five different multicultural work groups. Results reveal how cooperation can be created and managed with the HRM practices and tools: recruitment, intercultural management, mediation and organisational culture.

Egyptian Electronic Government

2013 ◽  
pp. 328-341
Author(s):  
H. S. Hassan ◽  
A. A. M. Abdelkader
Keyword(s):  
Organisational Culture ◽  
Electronic Government ◽  
Primary Data ◽  
Service Development ◽  
Structured Interviews ◽  
Government Program ◽  
Main Driver ◽  
Administrative Development ◽  
Service Projects

Many developing countries’ governments have invested heavily in increasing the number of e-government projects. However, there is a lack of clear case material, which describes the potentialities and consequence experienced by governments trying to manage with this change. The Ministry of State for Administrative Development (MSAD) is the organization responsible for the e-Government program in Egypt since early 2004. This paper presents the findings of the CRM case study, one of the e-service projects led by MSAD. Semi-structured interviews have been used as primary data collection techniques. The findings of the study reveal that the main driver to the success of the project is changing the organisational culture and thinking. It is noticed there is an influence of the project on citizens’ encouragement for public participation as it was able to increase their satisfaction levels. Also, the findings emphasised the problems that face the overall e-government program in Egypt. They also explain the relationships among those identified problems of governmental e-service development.

Egyptian Electronic Government

2011 ◽  
Vol 2 (4) ◽  
pp. 54-66 ◽  
Author(s):  
H. S. Hassan ◽  
A. A. M. Abdelkader
Keyword(s):  
Organisational Culture ◽  
Electronic Government ◽  
Primary Data ◽  
Service Development ◽  
Structured Interviews ◽  
Government Program ◽  
Main Driver ◽  
Administrative Development ◽  
Service Projects

Many developing countries’ governments have invested heavily in increasing the number of e-government projects. However, there is a lack of clear case material, which describes the potentialities and consequence experienced by governments trying to manage with this change. The Ministry of State for Administrative Development (MSAD) is the organization responsible for the e-Government program in Egypt since early 2004. This paper presents the findings of the CRM case study, one of the e-service projects led by MSAD. Semi-structured interviews have been used as primary data collection techniques. The findings of the study reveal that the main driver to the success of the project is changing the organisational culture and thinking. It is noticed there is an influence of the project on citizens’ encouragement for public participation as it was able to increase their satisfaction levels. Also, the findings emphasised the problems that face the overall e-government program in Egypt. They also explain the relationships among those identified problems of governmental e-service development.

scholarly journals A CASE STUDY OF ORGANISATIONAL CULTURE AND IDEOLOGICAL ISSUES IN A JOINT VENTURE IN CHINA

2001 ◽  
Vol 09 (03) ◽  
pp. 313-330 ◽  
Author(s):  
XIAOLI JIANG
Keyword(s):  
Market Economy ◽  
Chinese Culture ◽  
Joint Venture ◽  
Organisational Culture ◽  
State Owned Enterprise ◽  
Financial Losses

This study utilises interviews to investigate issues within a joint venture (JV) in China. The findings demonstrate that the organisational culture of this JV was dominated by its former state-owned enterprise (SOE) culture. The culture was influenced by Chinese culture, particularly by Maoist ideology. This organisational culture appeared not to be compatible with the liberalist ideology of the capitalist market economy. This incompatibility had contributed to management difficulties and financial losses for the JV. Discontent existed between the Chinese staff/workers and Western expatriates. Changing the organisational culture by changing staff may assist the JV to survive in the market economy.

scholarly journals CULTURES CORPORATIONS - HOW NATIONAL CULTURAL PREFERENCES MANIFEST THEMSELVES IN ORGANIZATIONAL CULTURES?

2020 ◽  
Vol 4 (2) ◽  
pp. 211-219
Keyword(s):  
National Culture ◽  
Transition Process ◽  
Organisational Culture ◽  
Geert Hofstede ◽  
Cultural Preferences ◽  
Telecommunication Company ◽  
Value Judgements ◽  
People’S Attitudes ◽  
Definition Of

“Organisational culture comprises emotionally acquired behavioural and action controlling value judgements and thinking practices. In the process of socialization within an institution, culture develops steadily and sets people's attitudes and experiences for generations” [3. P. 97] claims Z. Tánczos in his definition of organisational culture. At the same time Geert Hofstede has empirically proved that national culture highly influences not only the culture but also the structure of organisations. The question rises, what happens to an organisational culture when the ownership of a corporation changes hands? This paper seeks to analyse some of the key elements of transition process in organisational culture due to ownership change through a case study of a large multinational telecommunication company

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