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To operate successfully, a commercial organization must satisfy the everchanging demands of its clients, its owners, its employees and society as a whole. To do this, it must have a good understanding of its persona as perceived by its own members and the entities it deals with. This persona, or image an organization presents of itself, and the way in which it is perceived by its external environment and its internal members, is commonly referred to as its Corporate Culture (Deal and Kennedy, 1982; Silverzweig and Allen, 1976). The tangible aspects include corporate logos, uniforms and clothing, office layout, use of ‘in‐vogue’ technology and business processes, while behavioural indicators can include relative importance of social issues and norms such as time keeping, and adherence to prescribed procedures. This paper describes research within a single, large, Australian engineering, procurement and construction management consultancy aimed at identifying the form of its current corporate culture and the extent to which this is perceived to be appropriate by those involved. Using Quinn and Rohrbaugh’s (1983) Competing Values Framework, the overall cultural profile of the organization and dominant characteristic traits is determined through an in‐house electronic survey employing the Organizational Cultural Assessment Instrument. This indicated that the company has a dominant market‐oriented culture. In contrast, the most desired form was found to be the employee focused culture ‐ indicating a misalignment between what employees thought was needed and what was perceived to exist. This finding is considered in the light of recent reports identifying the detrimental effect of market‐oriented cultures, and the supporting role of employee focused cultures, in achieving construction project quality outcomes.

The purpose of this paper is to investigate the relationships among leadership vision, organizational culture, and support for innovation in not‐for‐profit (NFP) and FP organizations. It hypothesizes that in NFPs, a socially responsible cultural orientation mediates the relationship between leadership vision and organizational support for innovation, whereas in FPs, a competitive cultural orientation mediates this relationship.

This is an empirical study that draws upon a large survey of 1,448 managers and senior executives who are members of the Australian Institute of Management.

Path analytic modelling provides partial support for the hypotheses. Although the predicted mediation effects occurred in NFPs and FPs, the strength of relationship between leadership vision and the two dimensions of organizational culture did not differ between the sectors. This was despite the observation that NFPs scored higher on a socially responsible cultural orientation than FPs, whereas FPs scored higher on a competitive cultural orientation.

Strategies for building innovative and sustainable organizations in the NFP sector are discussed on the basis of these findings.

The paper describes the first study in Australia that compares the responses of NFP and FP managers on leadership and related constructs, and provides evidence of the impact of organizational culture on leadership and innovation in these two sectors.

The purpose of this paper is to examine whether organizational culture moderates the relationships between organizational citizenship behaviors (OCBs) and justice perceptions.

Data were collected from 618 lecturers in ten universities in Turkey. Data were collected on site. A randomly selected group of focal lecturers completed the OCB and justice scales. A separate group of randomly selected peers completed the culture scale.

Multiple hierarchical regression results support the moderating role of organizational culture of the justice perceptions‐OCB link. As hypothesized, results show a stronger relationship between interactional justice and OCB for organizations that are higher in respect for people and a weaker relationship between distributive and procedural justices and OCB for organizations that are higher in team orientation.

The researched lecturers have job conditions inherent to the peculiarities of the public universities which may limit the ability to extrapolate the findings in the private universities. The findings provide a more understandable mechanism of the influence of organizational culture on OCB. They emphasize the significance of organizational culture as a moderator that should be taken closely into consideration to promote employees' OCB levels.

The findings contribute to a better understanding of the organizational justice‐OCB link, and the ways to favor OCB through organizational culture. As a result of this research, leaders' success in organizations will depend, to a great extent, upon understanding organizational culture. They may cultivate subordinates' OCB by treating them with respect and fairness, showing consideration for individual needs, and providing a supportive work environment.

The use of organizational culture as a moderator on this link is unprecedented. The major strength of this study is its multilevel research design. Most research on OCB and organizational justice has been conducted within single organizations, precluding an assessment of the way in which contextual variables influence OCB or justice. Also, using a large number of samples from the Turkish higher education sector adds to the growing literature examining OCB in non‐Western settings.

The purpose of this paper is to analyse how newcomers’ perceptions of organisational culture can change over time. The study tries to address whether initial working experience changes newcomers’ perceptions about the ideal organisational culture, and whether these perceptions converge with those of their supervisors.

A longitudinal survey was carried out on a sample of undergraduate students to measure shifts in their perceptions of organisational culture over time. In order to interpret the results in terms of actual organisational culture, a survey was also conducted with the students’ immediate supervisors.

Applying a factor analytic procedure to the aggregate sample of study, the items of an existing scale were reduced to a six-dimensional structure. Based on the results of statistical analysis, the study revealed that initial working experience might affect students’ perception of organisational culture and make these perceptions converge with those of their immediate managers. Specifically, the students’ perceptions about the importance of stability and success orientation dimensions changed over time. By the end of the process, they found supportiveness and people orientation more important, similarly to their supervisors.

This study reveals the critical role of supervisors in the transmission of organisational culture to newcomers. Additionally, it demonstrates the importance of work-based learning for acquiring work-related and technical beliefs, as well as obtaining initial ideas about the culture of a real organisation.

The study can specifically contribute to the growing literature on organisational culture by demonstrating the impact of initial working experience on newcomers’ perceptions, and how they adopt the culture of their new organisations to become a part of this culture.

The organizational literature accepts that when an organization generates commitment among employees through cultural mechanisms, it will be more efficient since the individuals will be involved in the attainment of the organizing objectives and will be motivated to pursue them. It is not clear, however, how organizations can generate this commitment, what constitutes its key characteristics, or what impact its use has on organizational performance. This paper therefore aims to identify the cultural practices that allow organizations to generate commitment, to analyze its impact on organizational performance, and to analyze the degree to which these practices should be used to obtain commitment. The model presented is tested in Spanish hotels, which offer a clear example of the relevance that these sorts of tools can have in the achievement of organizational objectives.

This study applies a person-environment fit (PEF) framework to examine the extent to which organizational attractiveness may be influenced by person-organization fit (POF) feedback and person-job fit (PJF) feedback in web-based recruitment. Furthermore, the potential mediating roles of subjective POF and subjective PJF perceptions were examined.

Senior undergraduate business administration students participated in a two-stage experiment by completing a paper-and-pencil survey during a campus career fair and then reviewing a recruitment website.

Research findings showed that online assessment feedback on PJF was positively related to organizational attractiveness. The higher the level PJF, the more organizational attractiveness participants reported. Second, both POF and PJF feedback information can affect organizational attractiveness indirectly through subjective POF and PJF perceptions, respectively. Fresh graduates were more sensitive to PJF feedback in deciding organizational attractiveness.

This study contributes to the recruitment literature in at least three ways. First, online recruitment messages concerning can affect organizational attractiveness. Second, in support of the PEF framework, fresh graduates can distinguish subjective POF perceptions from subjective PJF perceptions. Third, fresh graduates are more sensitive to PJF information and perceptions in deciding organizational attractiveness.

Since organizational culture is undoubtedly critical in a highly competitive era, the purpose of this paper is to identify the core culture dimensions that exist within Greek public hospitals and examine inherent subcultures, based on employee characteristics.

The study took place in 20 Greek public hospitals, randomly selected in eight major cities, and provided 749 usable responses from front‐line employees. Statistical analyses used include descriptive statistics, t‐tests, and analysis of variance.

Surprisingly, employees in Greek public hospitals were found consider attention to detail, outcome and team orientation to be the least prevalent cultural characteristics of their employing organizations. After checking for potential variations in the way that employees view the operating organizational culture, significant differences were revealed based on age, job position and tenure in position. Nevertheless, gender, occupation and type of employment relationship do not seem to affect employee perceptions of culture.

Developing a culture which fosters service quality is a prerequisite when trying to achieve maximum patient satisfaction. It is a prerequisite, however, that organizational agents hold a clear view of subcultures inherent in the main culture, in order to effectively manage employees and achieve long‐term organizational survival and success.

This research fills the gap in the area of organizational culture and subcultures in Greek public hospitals.

Central to the fit concept is that congruence between individual and environmental attributes leads to improved outcomes. However, when discussing fit, researchers often describe congruence as alignment between distinctive or unique individual and environmental attributes. We suggest that current approaches to examining fit do not adequately account for this assumption of distinctiveness because they fail to consider normative expectations and preferences. As such, we propose an alternative theoretical and methodological approach to conceptualizing and measuring fit.

We introduce the normative theory of fit, outline how researchers can decompose fit into distinctive and normative components and identify areas for future research.

Management researchers have largely ignored the importance of decomposing fit into distinctive and normative components. This shortcoming necessitates additional research to ensure a more accurate understanding of fit and its relationship with outcomes.

We provide a clarification and critical examination of a pervasive construct in the field of management by introducing the normative theory of fit, identifying areas where researchers can employ this theoretical lens and suggesting a reevaluation of the importance placed on differentiation that is traditionally employed in practice.

The transmission of tacit knowledge is crucial to organizations to ensure that individual expertise will be passed throughout a team or department, rather than centred in one employee. It is especially important among information technology (IT) professionals because, in addition to technical knowledge, they deal considerably with a combination of cognition and previous experience to solve daily problems, and implement and develop new systems. The purpose of this paper is to examine how organizational, individual, and environmental factors influence tacit knowledge sharing among IT professionals.

In this study, the author examines how organizational, individual, and environmental factors influence tacit knowledge sharing among IT professionals. To test the hypotheses, the survey method was chosen and a standard questionnaire was applied. The author obtained a sample of 143 respondents and employed a partial least squares (PLS) analysis to assess the structural and confirmatory models.

The results indicate that hardworking, responsible, and introverted employees tend to share their tacit knowledge when they feel they are in a supportive and team‐oriented environment, are not overly threatened by competitiveness, and experience good social interactions in the workplace.

The main limitation of this study is its small sample size, which may not capture all relationships. Future research can overcome this limitation and consider the role of organizational commitment and trust as possible mediators.

To practitioners, this study offers information on how organizations can encourage employees to share tacit knowledge. This research provides some support for the assumption that IT professionals should be managed under particular organizational rules by proposing that IT workers have a strategic role regarding the transmission of tacit knowledge.

It is generally recognized that multinational enterprises must take into account country differences in deciding the degree to which it makes sense to localize their human resource management (HRM) strategies and organization cultures to fit with the host country or rather standardize HRM strategies and organization cultures across countries. However, an important vein of academic work assumes that country differences, especially in national culture, are so important that management is “culturally dependent” (Hofstede, 1983) and that “national culture constrains variation in organization cultures” (Johns, 2006). I critically evaluate the logical and empirical evidence (including methodological issues regarding effect size) used to support such constraint arguments and conclude that the evidence is much weaker than widely believed. One implication then is that organizations may be less constrained by national culture differences in managing workforces in different countries than is often claimed. A second implication is that researchers may wish to re-think how they study such issues. I provide suggestions for future research.