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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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25558

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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6403

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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1404

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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3574

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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2952

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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39823

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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1447

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: 7 December 2021

Chipozya Kosta Tembo, Franco Muleya and Emmanuellie Phiri

This research aimed to investigate the extent to which organisational culture is practised in local and foreign contractors in grade one and two categories and how it…

Abstract

Purpose

This research aimed to investigate the extent to which organisational culture is practised in local and foreign contractors in grade one and two categories and how it affects their performance.

Design/methodology/approach

The approach for this research was positivist in nature adopting a mono-method of data collection through a survey using self-administered questionnaires. A total of 138 questionnaires were distributed among public clients and large-scale contractors registered in the stated grades, and 112 questionnaires were returned for analysis representing an overall response rate of 81% for contractors and clients.

Findings

Findings revealed that in organisational culture, significant differences were found for management style and dominant characteristics of the organisation between local and foreign contractors. Differences were not found for leadership styles, measures of success and organisational glue. Results suggest that for local contractors to perform better, significant changes are needed to their management style and dominant characteristics of their organisations.

Originality/value

Foreign contractors in the Zambian construction industry are reportedly outperforming local contractors making them preferred contractors on larger public projects accounting for 85% of construction projects by value of works. This study presents the differences in organisational culture between foreign and local firms. It further demonstrates that organisational culture plays a key role in determining performance of a contracting firm. The study presents areas that local contractors can improve in organisational culture in order to remain competitive.

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Built Environment Project and Asset Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2044-124X

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Article
Publication date: 3 December 2021

Jinuk Oh and Mijeong Kim

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a…

Abstract

Purpose

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?

Design/methodology/approach

A conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.

Findings

The positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.

Originality/value

This study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

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