Power and Gender

2019 ◽  
pp. 91-112
Author(s):  
Zahra Khamseh
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Working Women ◽  
Cultural Dimensions ◽  
Direct Influence ◽  
Organizational Life ◽  
Cultural Aspects ◽  
Personal Experiences ◽  
Female Employees ◽  
And Gender

The chapter seeks to explore the roots of gender inequality through the personal experiences of working women in senior positions which are extracted from their stories about their families, societies, and organizations. To conduct the research, Hofstede's cultural dimensions were employed as a tool to determine the national culture which has direct influence on organizational culture which dominates the workplace and influences immensely every sphere of women's activities in the workplace. In this research, consideration is given to cultural aspects through data gathered from educated Iranian, Malay, and Turkish female employees illustrating their organizational life.

Founder Leaders and Organization Culture: A Comparative Study on Indian and American Founder Leaders Based on Schein’s Model of Organizational Culture

2020 ◽  
Vol 9 (1) ◽  
pp. 23-33
Author(s):  
Mamatha S.V. ◽  
Geetanjali P.
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Organization Culture ◽  
Cultural Dimensions ◽  
Case Method ◽  
Ecological Fallacy ◽  
Unit Of Analysis ◽  
Country Level ◽  
Policies And Procedures ◽  
The Relationship

Organizational culture is created gradually by founder leaders on the basis of their values, assumptions and beliefs. Organizational culture is tangible in terms of the architecture of the company, office layout and exhibits and intangible in terms of behaviour of employees, decisions, policies and procedures. This article aims to perform a comparative analysis of some of the founder leaders of Indian and American businesses and their influence on the culture of the organization. The study adopts the case method research design where the focus is on the specific interesting cases, articles and interviews of the founder(s) in their formational years and cases when the company had a stable organizational culture. The unit of analysis is the founder leader. The company’s culture is evaluated using Schein’s Model of Organizational Culture while that of the founder leader is evaluated using Hofstede’s model of cultural dimensions. This study does not equate national culture to individual’s culture to avoid ecological fallacy of interpreting country-level relationships being applied to individuals. The study shows that there exist layers of subcultures in each individual. The article discusses an interesting paradigm, that is, the culture in which they are born/trained and the culture they adopt intentionally. When founders adopt other cultures, some traces of adopted cultures are reflected in the organization. The article concludes that founder leaders’ culture needs a better framework in order to see its effects on the organization. Hofstede’s model does not show the relationship between different layers of the culture. Hence, the model seems inadequate to be applied to analyse founder leaders.

scholarly journals The Organizational Culture of a Major Social Work Institution in Romania: A Sociological Analysis

2019 ◽  
Vol 11 (13) ◽  
pp. 3587 ◽  
Author(s):  
Florina Luiza Vlaicu ◽  
Alexandru Neagoe ◽  
Laurențiu Gabriel Țîru ◽  
Adrian Otovescu
Keyword(s):  
Organizational Culture ◽  
Social Work ◽  
Social Services ◽  
Child Protection ◽  
Cultural Dimensions ◽  
Assessment Instrument ◽  
Sociological Research ◽  
Competing Values ◽  
Cultural Aspects ◽  
Leadership Success

This study aims to document the specific organizational culture existing in the General Directorate for Social Work and Child Protection (DGASPC) in the Gorj county, Romania. This is a major social work institution in Romania, but one which (like most other social work institutions in this country) have rarely been subject to the type of sociological research as the one reported in this article. The present analysis can help leaders in this organization and other similar organizations to assess and improve the cultural aspects that can influence the achievement of objectives, as well as the quality of the social services provided to service users. Our study has included 286 participants that hold various positions at DGASPC Gorj (social workers, psychologists, and educators). The chosen investigative instrument is the organizational culture assessment instrument (OCAI), a questionnaire designed to interpret organizational phenomena, developed by Cameron and Quinn and based on the conceptual framework of the “competing values framework”. The authors have identified four types of culture (clan, adhocracy, hierarchy, and market culture) and the tool allows an analysis of organizational culture based on the employees’ perception of the existing culture as well as also on their preferences regarding the way they would like to change the organizational culture in the future. The results show that the dominant culture is the hierarchy culture, closely followed by elements of clan culture. Other cultural dimensions are also explored and reported (leadership, success criteria, etc.).

Organizational Culture and Gender Minority

2017 ◽  
pp. 1347-1365
Author(s):  
Richa Vij
Keyword(s):  
Organizational Culture ◽  
Gender Discrimination ◽  
Female Group ◽  
Compelling Evidence ◽  
Gender Minority ◽  
Female Employees ◽  
And Gender

Organizational culture has long been shaped and dominated by male orientations and therefore focus on change in the organizational culture can help in addressing the issue of discrimination and isolation of women in organizations. The present paper aims at identifying the attributes of organizational culture in respect of which the perceptions of female employees differ significantly from those of male employees in State Bank of India. The study is based on the data relating to 54 variables for measuring the attributes of organizational culture. The results indicate that though there were differences between the perceptions of Female group employees and Male employees of State Bank of India regarding many of the attributes of organizational culture, they were not statistically significant. The study points out that despite the compelling evidence in support of the belief that gender discrimination does exists in most firms, some firms have been able to develop an organizational culture that is perceived to be non-discriminatory in nature by the gender minority.

scholarly journals The effects of Cultural factors on GSCM implementation, Empirical evidence from Morocco

2021 ◽  
Vol 119 ◽  
pp. 03002
Author(s):  
Jamal Elbaz ◽  
Sadia Iddik ◽  
Mohamed Oubal
Keyword(s):  
Organizational Culture ◽  
Conceptual Model ◽  
Empirical Evidence ◽  
National Culture ◽  
Firm Size ◽  
Cultural Factors ◽  
Cultural Dimensions ◽  
Manufacturing Companies ◽  
Industrial Sectors ◽  
Culture Dimensions

This paper aims to link Green SCM and cultural factors by empirically testing a conceptual model emphasizing how national culture and organizational culture affect the GSCM implementation. The conceptual model includes the effects of the firm’s characteristics, especially the firm size, type and industry sectors, on the application of GSCM practices. This paper was conducted among a sample of manufacturing companies incorporating a range of industrial sectors from Morocco. The data was collected using an online questionnaire and analyzed using SPSS version 25 and SmartPLS software 3. The findings have provided empirical evidence regarding the significant effect of national culture and organizational culture on GSCM implementation. The moderator variables, firm type and firm size, have a significant impact on the relationship between cultural factors and GSCM, except for the industry sector, which does not explain the implementation of green practices.The findings of this paper are expected to help managers and business owners develop cultural orientations that ensure and encourage sustainability and green SCM practices. The existing literature has mainly examined eithernational culture dimensions or organizational culture dimensions’ effects on green supply chain initiatives in developed countries. Thus, this paper highlights the fact that cultural dimensions can be deployed together at the same level of analysis to analyze which one predict better the GSCM integration.

scholarly journals Contouring Sustainability: Cultural Configurations of Nordic Firms

2020 ◽  
Vol 25 (3) ◽  
pp. 65
Author(s):  
Olga Stangej ◽  
Inga Minelgaite ◽  
Christopher Leupold
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Cultural Context ◽  
Research Question ◽  
Holistic Approach ◽  
Cultural Dimensions ◽  
Espoused Values ◽  
Beliefs And Values ◽  
Values And Beliefs ◽  
Societal Level

Research Question: This article outlines and explains a unique cultural configuration of organizations in the Nordics – the region that embodies linkages between sustainability, societal, cultural context, and organizational culture. Motivation: Our goal was to offer a holistic approach that incorporates national and organizational perspectives as they apply to Nordic organizations’ culture, as culture is typically examined either through a) the lens of its national culture, or, b) through specific assumptions, beliefs and values, and artifacts that exist in the institution itself. Idea: Building on theoretical underpinnings from models of national culture and a separate framework for examining organizational culture, we examine how the links among cultural artifacts, espoused values and beliefs, and basic underlying assumptions are established in Nordic organizations and how they complement previous findings about the Nordic cultural cluster in general. Findings: This integrative analysis suggests that the highly prominent central tendencies of the Nordics across core cultural dimensions are deeply rooted as basic underlying assumptions within the Nordic culture that are ultimately translated into a set of observable artifacts. Likewise, the moderately expressed tendencies have not yet been transformed into underlying assumptions and are accompanied with mixed artifacts. Contribution: This paper expands our existing understanding regarding the interplay of national and organizational culture in specific cultural cluster – Nordic cluster, which is characterized by high achievements in sustainability-orientated societal-level outcomes.

Organizational Culture and Gender Minority

2014 ◽  
Vol 1 (3) ◽  
pp. 26-42 ◽  
Author(s):  
Richa Vij
Keyword(s):  
Organizational Culture ◽  
Gender Discrimination ◽  
Female Group ◽  
Compelling Evidence ◽  
Gender Minority ◽  
Female Employees ◽  
And Gender

Organizational culture has long been shaped and dominated by male orientations and therefore focus on change in the organizational culture can help in addressing the issue of discrimination and isolation of women in organizations. The present paper aims at identifying the attributes of organizational culture in respect of which the perceptions of female employees differ significantly from those of male employees in State Bank of India. The study is based on the data relating to 54 variables for measuring the attributes of organizational culture. The results indicate that though there were differences between the perceptions of Female group employees and Male employees of State Bank of India regarding many of the attributes of organizational culture, they were not statistically significant. The study points out that despite the compelling evidence in support of the belief that gender discrimination does exists in most firms, some firms have been able to develop an organizational culture that is perceived to be non-discriminatory in nature by the gender minority.

The Self-Description Questionnaire-1: A Lithuanian Application

1995 ◽  
Vol 11 (1) ◽  
pp. 41-51 ◽  
Author(s):  
David Watkins ◽  
Anne McCreary Juhasz ◽  
Aldona Walker ◽  
Nijole Janvlaitiene
Keyword(s):  
Eastern Europe ◽  
Factor Structure ◽  
Response Bias ◽  
Internal Consistency ◽  
Self Esteem ◽  
Cultural Dimensions ◽  
The Self ◽  
Nigerian Children ◽  
Gender Biases ◽  
And Gender

Analysis of the responses of 139 male and 83 female Lithuanian 12-14 year-olds to a translation of the Self-Description Questionnaire-1 (SDQ-1; Marsh, 1988 ) supported the internal consistency and factor structure of this instrument. Some evidence of a “positivity” response bias was found, however. Comparison of the Lithuanian responses to those of like-aged Australian, Chinese, Filipino, Nepalese, and Nigerian children indicated the Lithuanians tended to report rather lower self-esteem. The Lithuanian males also tended to report lower self-esteem than their female peers. Interpretation of the results are considered in terms of reactions to the recent upheavals in Eastern Europe, stable cultural dimensions, and possible cultural and gender biases in the items of the SDQ-1.

Organizational Culture in the Focus of Improving Risk Management in the Enterprise

2020 ◽  
Vol 17 (4) ◽  
pp. 86-95
Author(s):  
R. M. Kachalov ◽  
Yu. A. Sleptsova
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Point Of View ◽  
Economic Risk ◽  
Management Activity ◽  
Economic Agents ◽  
Cultural Aspects ◽  
Industrial Enterprises ◽  
Operational Theory ◽  
Stable Forms

The article considers the manifestations of the phenomenon of economic risk in the socioeconomic ecosystems of industrial enterprises, examines and differentiates the pragmatic and cultural aspects of the concept of "economic risk management". In terms of methodology, the study is based on the operational theory of risk management, and also uses tools to describe the organizational culture of risk management. Pragmatic and cultural differences in the characteristics of economic risk are identified at the level of stable forms of management activity with the involvement of the main provisions of the operational theory of risk management. The phenomenon of risk is considered in the ontological space as an artificial category of activity of industrial enterprises and other economic agents that form a socio-economic ecosystem. This phenomenon is studied as a specific form of social communication associated with the desire to assess the uncertain future in the present time, mainly from the point of view of analysis and management of the level of economic risk in the enterprise.

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