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Article
Publication date: 1 October 2004

Colin Silverthorne

The related concepts of organizational culture and person‐organization (P‐O) fit or congruence between the person and organization are important to organizational success…

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25377

Abstract

The related concepts of organizational culture and person‐organization (P‐O) fit or congruence between the person and organization are important to organizational success. The psychological contract, which is both perceptual and individual, forms the basis of the P‐O fit. However, there has been little attention paid to the interaction of fit and organizational culture with such concepts as job satisfaction and organizational commitment and the application of this concept in non‐western cultures. The results of this study, conducted in Taiwan, indicate that P‐O fit is a key element in both the level of job satisfaction that employees experience and also in their level of organizational commitment whether measured by an instrument or turnover rates. An organization is not a passive or stable institution and it evolves and grows within an organizational culture. While P‐O fit may be linked to organizational culture, the impact of specific types of organizational culture was also assessed. Involvement in an organization that had a bureaucratic organizational culture resulted in the lowest levels of job satisfaction and organizational commitment. An innovative culture was next highest and a supportive culture had the highest level of employee job satisfaction and organizational commitment. These findings indicate that organizational culture plays an important role in the level of job satisfaction and commitment in an organization. In terms of the impact of the P‐O fit on job satisfaction and organizational commitment in Taiwan, the results indicate that the degree of fit plays an important role in all of the types of organizational culture studied. The better the fit the higher the levels of these two variables. The results indicate that the P‐O fit is an important variable within the organizations in non‐western cultures.

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Leadership & Organization Development Journal, vol. 25 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 March 1989

Robert G. Owens and Carl R. Steinhoff

Students of organisation generally hold that deciphering thesubtleties and nuances of behaviour, speech and artifacts in order todescribe and understand organisational

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6237

Abstract

Students of organisation generally hold that deciphering the subtleties and nuances of behaviour, speech and artifacts in order to describe and understand organisational culture can only be done through such observational field methods as ethnography. Owens and Steinhoff question this assumption and the methodological limitations inherent in it. They sought to develop a paper‐and‐pencil instrument that may be used to probe the unseen, unvoiced, virtually preconscious elements that underlie and give rise to the organisational culture of schools in order to assess systematically the organisational cultures in them. The authors explain the theory of organisational culture which guided the development of their research instrument, the Organisational Culture Assessment Inventory (OCAI).

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Journal of Educational Administration, vol. 27 no. 3
Type: Research Article
ISSN: 0957-8234

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Article
Publication date: 1 January 1992

Dimitris Bourantas and Nancy Papalexandris

Presents findings of empirical research in Greek public,quasi‐public, and private organizations. Results show that commitment ofmanagers decreases as we progress along a…

Abstract

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.

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Journal of Managerial Psychology, vol. 7 no. 1
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 1 February 1988

Craig C. Lundberg

Organizational culture determines much of what we can do as we attempt to manage change. Effective change strategies and interventional practices will both reflect culture

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1369

Abstract

Organizational culture determines much of what we can do as we attempt to manage change. Effective change strategies and interventional practices will both reflect culture and eventually modify it. Change occurs in and by culture. Change, therefore, must be culturally sensitive. Practitioners need to not only appreciate what organizational culture is and is not, but also to appreciate how alternative types of change are related to culture and the roles that can be performed. This is the thrust of this article.

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Journal of Organizational Change Management, vol. 1 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 November 2006

Maria Viorica Grigoruţă

The purpose of this paper is to identify means and opportunities available to managers in Romanian companies in order to successfully undergo the process of integration in…

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3559

Abstract

Purpose

The purpose of this paper is to identify means and opportunities available to managers in Romanian companies in order to successfully undergo the process of integration in the European Union, by accepting the cultural diversity in the global organization in the twenty‐first century.

Design/methodology/approach

The objectives have in view the identification of the characteristics of change in Romanian companies by means of the organizational culture, the development of organizational culture in an unstable, changing environment and the identification of the present values and of those desired by the Romanian employees as managers or subordinates. The practical research took place by means of the questionnaire and the interview used for 26 managers with hierarchical positions in various companies in the city of Iasi. During their careers, they attended at least one “organizational development” course, they used questionnaires for 6 subordinates and are in the stage of research for the processes of product change in the management activities of the organization from the perspective of management culture.

Findings

In the end, the observations were made on 84 valid questionnaires and they allowed for the discovery of the ways of understanding and expression of the dimensions of organizational culture at the present moment and of the future level desired by the employees, in their relations with their co‐workers and with the managers in the analysed companies.

Research limitations/implications

The way it was performed, the research allows for a series of common conclusions related to the way in which the management activity is currently conducted, especially in the Romanian companies which functioned under the authority of the state until 1990 and have preserved a series of traditional management mechanisms. Considering the evolution of the Romanian society, the steps that will be taken in knowing and applying the new tendencies and dimensions of management and organizational and individual development, the research will continue in the future, aiming at making suggestions regarding the adjustment capacity of Romanian companies, relating to the organizational culture, among others.

Practical implications

In the organizations which were analysed for the research, the paper identified a preoccupation for the aspects connected to the dimensions of organizational culture and an orientation towards individual and organizational change concerning the “acceptance” of a new system of values.

Originality/value

The choice of the subjects and the conception of the system of values of the organizational culture led to a certain degree of originality of our research, allowing for the offering of necessary information and resources to the interested parties, as well as for the opening of future ways of analysing the change processes which will occur in the management of Romanian companies.

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Journal of Organizational Change Management, vol. 19 no. 6
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 September 1994

Douglas S. Bolon and Donald S. Bolon

The monolithic and integrative conceptualization of organizationalculture is not inherently wrong, but presents a rather limited andsimplified version of the dynamics and…

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2936

Abstract

The monolithic and integrative conceptualization of organizational culture is not inherently wrong, but presents a rather limited and simplified version of the dynamics and attributes of culture. The concept of organizational culture can be dismantled to reflect the underlying group cultures. Our understanding of organizational culture in its current, unitary sense may be enhanced by paying attention to its multiple group cultural components. While a single organizational culture can be identified, it generally represents only a small portion of the total cultural environment which is present within the organization. An idiocultural perspective will bring future cultural studies more in line with organizational reality.

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Journal of Managerial Psychology, vol. 9 no. 5
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 6 June 1997

Mary Jo Hatch and Majken Schultz

Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge…

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39604

Abstract

Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge between the external position of the organization in its marketplace and other relevant environments, and internal meanings formed within the organizational culture. Offers an analytical framework using the concepts of organizational culture, identity and image and suggests implications, including the need for symbolic management in and of the organization and the need to combine knowledge from the disciplines of marketing and organization studies.

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European Journal of Marketing, vol. 31 no. 5/6
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 June 1993

Kevin Bright and Cary L. Cooper

Examines the management of quality from the perspective oforganizational culture change. Discusses the nature of quality and theevolution of the management of quality in…

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1437

Abstract

Examines the management of quality from the perspective of organizational culture change. Discusses the nature of quality and the evolution of the management of quality in relation to key issues arising from the literature on organizational culture. It is found that total quality management (TQM) makes a number of assumptions about organizational culture. Adopts an integrationist perspective, with culture defined in terms of something an organization has, as opposed to something an organization is. Presents a tentative model of the relationship implied between TQM and organizational culture. A number of questions emerge, not least of which concern the strength and direction of this relationship. The culture perspective is likely to challenge some of the basic assumptions found in the TQM literature. In so doing, it may inform organizational attempts to raise levels of quality.

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Journal of Managerial Psychology, vol. 8 no. 6
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 21 October 2021

Gullu Gencer, Hakan Atay, Arzu Gurdogan and Ulker Colakoglu

This study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the…

Abstract

Purpose

This study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the effect of their organizational silence behavior on their job performance.

Design/methodology/approach

A correlational survey model was used in this research and a questionnaire was distributed to collect the data from 389 sampled employees working in four- and five-star hotels in the Kusadasi region in Turkey.

Findings

It was found that organizational culture was not significantly related to organizational silence but that organizational culture and its dimensions were significantly related to job performance. It was also revealed that while organizational silence was not significantly related to job performance, its dimensions were significantly related to job performance.

Practical implications

The results of this study provide insight into organizational culture as an important factor in increasing job performance. The study also revealed how organizational silence behavior and its dimensions affect job performance. In this sense, accommodation establishments will be able to acquire new perspectives in terms of improving job performance.

Originality/value

This paper is deemed important, as it examined these three terms in one model in the field of tourism management. It is thought that it will contribute to the literature by closing the gap in the tourism literature while leading the way for future studies.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

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Article
Publication date: 22 September 2021

Esteban López-Zapata and Armando De Jesús Ramírez-Gómez

This study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures

Abstract

Purpose

This study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.

Design/methodology/approach

From a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).

Findings

The results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.

Practical implications

Directors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.

Originality/value

This work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.

Details

Journal of Intellectual Capital, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1469-1930

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