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To provide two possible approaches for enhancing organizational culture awareness and promote cultural change in public sector organization. These approaches include training and leading by example.

Literature outlining fundamental aspects of organizational culture is summarized, serving as a foundation for reviewing the potential value of training as a method for enhancing public managers' awareness of organizational culture. This is followed by an illustrated example of how the culture was changed in major department of a public organization through leading by example.

Training and leading by example can serve as effective methodologies for promoting culture awareness and brining about culture change in organizations.

The article highlights some interesting similarities and differences between cultures in public organizations and cultures in private sector organizations. The differences, in particular, reinforce the importance of training and leading by example to guide public sector employees through the complex dynamics often embodied within culture transformations in organizations.

While there are some important similarities between cultures of private sector and public sector organizations, the differences existing in public sector organization cultures create unique challenges for managers trying to evoke change. The article provides a unique perspective on applying training and leading by example to the context of public sector organizational culture.

Organizational scholars and practitioners alike have long recognized the role of corporate culture in shaping the strategic and operational choices that organizations pursue. It is the responsibility of those who plan for change to select approaches that are compatible with the enduring elements of the organization’s dominant culture. A large sample of Canadian hospitals were surveyed to assess how organizational culture impacts the choices that organizations make in managing fiscal cutbacks. Results suggest that approaches and strategies used by Canadian hospitals in managing the change are variably influenced by CEO perceptions of the prevailing corporate culture.

One of the major areas of concern of information management is the collective use, exchange and development of the information activities of the organization in order to achieve its objectives. For this to be effective, either information management will require the right kind of environment or culture in which to operate, or it will have to be instrumental in creating that culture. An organization's culture is shaped by many factors — history, experience, values, beliefs, successes, failures, the environment in which it operates, and the personalities which lead it. Culture, however, cannot be precisely defined because it is something that is perceived, something that is felt. It also has much to do with the way people are managed. Information management can have an impact on the organization's culture although the opposite is more often the case especially in terms of organizational structure, the distribution of power, the organization's image, the style of the chief officer, risk‐taking and change, secrecy and openness and the way people work together and cooperate, or don't. Information management is also about how people interact with systems. There are, in brief, two contrasting ways in which this can happen; one which puts systems first, the other which puts people first. Evidence is now growing that people must come first and can no longer work in purely mechanistic ways in which they become data‐processors on number‐crunchers. An ideal working culture may be one where people can develop satisfactorily with the systems to which they contribute but which do not put them in a straitjacket. How can this be achieved? What kinds of culture generally exist within organizations? Are there any types of culture which may be more conducive and receptive to information management? Similarly, can the culture of an organization be changed? Can it be managed?

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

In today's digitalized world, platform leadership is a novel leadership style that facilitates employee innovation. However, the impact mechanism of platform leadership on employee innovation passion has not been explored.

In this study, based on the theory of a self-organizing objective system, 591 new-generation employees were surveyed to explore the impact of platform leadership on the harmonious innovation passion of new-generation employees.

The results showed that platform leadership stimulates the harmonious innovation passion of employees by promoting the integration of organizational and employee objectives. This mechanism was found to be weakened by the internal integrated organizational culture and strengthened by the external adaptive organizational culture.

This study explores the mechanism by which platform leadership style influences the harmonious innovation passion of new-generation employees and provides theoretical guidance and practical insight into ways to improve the innovation capability of new-generation employees.

The study of corporate culture is a valuable contribution to the study of organisations. Corporate culture consists of values, norms, feelings, hopes and aspirations held by members of organisations. These aspects may not be instantly discernible; however, it is important that managers are aware of culture; a shared culture contributes greatly to company success. The article concludes that managers can manage culture and cultural change by becoming more aware of the deeper assumptions of culture and how they are upheld.

Explains the advantages of using a culture survey as part of an organization′s change effort and examines the use of culture surveys in information gathering and communication. Culture surveys, used properly, become invaluable in guiding change. Used improperly, however, they can be counterproductive. Describes the principles for designing, implementing and analysing the data resulting from a culture survey, along with a case study describing the successful application of these principles in one organization.

Presents findings of empirical research in Greek public, quasi‐public, and private organizations. Results show that commitment of managers decreases as we progress along a continuum from private towards publicly‐owned organizations; managers report the existence of a gap between the perceived and the desired organizational culture of their firm, and this “culture gap” tends to increase as we move from the private towards the public sector; organizational commitment appears to be influenced negatively by the culture gap, therefore this gap offers a plausible explanation for the lower commitment in public sector firms.

Discusses the organizational culture appropriate to new forms of “employability” as being characterized by its success in challenging and empowering its staff, motivating them, and even satisfying their needs for belongingness in today’s downsizing environment. These characteristics strongly reflect Roger Harrison’s descriptions of person and task cultures in organizations. Reflecting elements of both and, at the same time, increasingly incorporating “Generation X‐ers”, an organization which develops an employability culture is more likely a fifth alternative to Harrison’s classification scheme. Discusses the changing nature of work and why an employability culture is inevitable. However, such a culture presents dilemmas to the organization. One of the most predominant dilemmas is how the organization reconciles individual needs for career ownership with its own, which is to align its members’ efforts towards organizational goals. A solution is put forward by way of suggesting that employers and employees engage in adult‐adult interactions around a framework of negotiation.

Explores how organizational culture is created, how it impacts and is impacted by the business, and how inclusion and participation become cultural norms. Discusses aspects needed for an inclusive, participative culture in terms of industrial democracy. Then, raises the challenge that evolutionary implementation of participative strategies won’t succeed. Concludes that we need to change our fundamental assumptions about human nature, organizational philosophy, and business strategy to self‐organization. Only then will participation work effectively