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Search Results: 1 - 10 of 12812 matches for " Organizational Culture "
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Evolution of Leadership and Organizational Culture Research on Innovation Field: 12 Years of Analysis  [PDF]
Mohamed Zennouche, Jian Zhang
Open Journal of Social Sciences (JSS) , 2014, DOI: 10.4236/jss.2014.24044
Abstract: Many scholars assume that both leadership and organization culture play important roles in fostering innovation. The paper analyzes 12 years of leadership and organizational culture on innovation field research in the top eight management journals. The purpose of this paper is to summarize the relation studies between the two factors to investigate connections between organizational culture and leadership. Through a content analysis, it studies the relationship between leadership and organizational culture and its related studies to innovation on each journal. Moreover, the finding showed evolution of research on the 12 years of analysis. At the end, the paper is concluded by discussing several issues in leadership and organizational culture that need further investigation.
The Organizational Culture Audit: Countering Cultural Ambiguity in the Service Context  [PDF]
Mark R. Testa, Lori J. Sipe
Open Journal of Leadership (OJL) , 2013, DOI: 10.4236/ojl.2013.22005
Abstract: Development of a compelling organizational culture continues to be an imperative for organizations seeking a competitive advantage. Identifying culture deficiencies or gaps is an important step in creating such a culture. For culture development efforts to be successful, leaders must first know the reality of the current organizational culture, however assessing the organizations’ true culture may be more complicated than it appears. Several theoretical frameworks illustrate how highly committed mangers may have difficulty in this regard. The following study links theory with application providing an action research based model of culture assessment. First, the rationale and conceptual model of cultural analysis is provided based on past research. Next, a five-step model analyzing ten cultural areas is proposed, and recommendations are provided for implementation.
A Model of Knowledge Management Culture Change  [PDF]
Mohammad Essawi, Oleg Tilchin
American Journal of Industrial and Business Management (AJIBM) , 2013, DOI: 10.4236/ajibm.2013.35053

A dynamic model shaping a process of knowledge management (KM) culture change is suggested. It is aimed at providing effective KM of employees for obtaining desired results in an organization. The essential requirements for obtaining KM culture change are determined. The proposed model realizes these requirements. Dynamics of the model are expressed by a change of its parameters. It is adjusted to the dynamic process of KM culture change. Building the model includes elaboration and integration of interconnected components. The “Result” is a central component of the model. This component determines a desired organizational goal and possible directions of its attainment. The “Confront” component engenders constructive confrontation in an organization. For this reason, the employees are prompted toward KM culture change with the purpose of attaining the desired result. The “Assess” component realizes complex assessments of employee proposals by management and peers. The proposals are directed towards attaining the desired result in an organization. The “Reward” component sets the order of assigning rewards to employees based on the assessments of their proposals.

Organization Appetite for Research: An Integrative Research Definition and Audit Framework to Evaluate Corporate Practice towards Research  [PDF]
Eman Reda Sabri
Social Networking (SN) , 2019, DOI: 10.4236/sn.2019.82006
Abstract: Organizational culture can be defined as the intermixture between values, visions, language, behaviors and beliefs that shape an entity’s unique operating environment. Although the personality of a business may be difficult to articulate, it can have a huge impact on how members of an organization deal with each other, customers and other stakeholders. A good organizational structure facilitates attainment of objectives through proper coordination of all activities. Recently, practitioners and academics aim to identify type of culture before starting a project. Accepting and conducting research is a project by itself, in which, many organizations have a flexible appetite to conduct research to help their objectives. This paper demonstrates the identification of appropriate frameworks to prepare an audit of the organizational culture towards research informed decision-making and management, which means that the paper will analyze definitions of what research means before conducting the organizational research-culture audit to understand the research appetite of the organization.
A Perfectly Evil Organization: Using Organizational Design to Create a Culture of Fear
Stacey Campbell
Strategic Leadership Review , 2011,
Abstract: In the tradition of C.S. Lewis’s The Screwtape Letters, this article is written with a reverse perspective to heighten faulty organizational designs that can have a negative impact on employees. Even though most organizations do not set out to create a culture of fear, their organizational design still reinforce this climate. This debilitating behavior is caused by communicating selectively, reorganizing unnecessarily, designing for control, and blindsiding people. These elements contribute to an organization’s culture of fear and solidifies the employees low status as worker bees within a hive.
Privatiza??o e mudan?as organizacionais: um estudo de caso sobre transforma??o cultural e comportamental
Ferreira, érica Chulvis do Val;Fandi?o, Ant?nio Martinez;Segre, Lídia;Nascimento, Rejane Prevot;
Cadernos EBAPE.BR , 2010, DOI: 10.1590/S1679-39512010000300007
Abstract: this article aims to identify what impacts organizational changes derived from privatization programs cause in the culture of companies and workers' behavior. the research was done in an energy company that was privatized in 1997 and was based on the case study method. the first step in the case study was interviews with managers in order to understand the characteristics and perceptions of the changes that were made following privatization. closed question questionnaires for the operational level were then applied to verify and stratify the results identified in the first analysis. the study pointed out that the greatest impact on employee behavior had to do with strategic-structural changes, as well as those of a cultural nature and the perceptions of intra-organizational relationships the conclusion drawn from this study is that organizational changes gave rise not only to change-resistant behavior but also to positive reactions depending on hierarchy position in the organization due to the influence of factors such as: external environment, organizational culture, organizational multiculturalism, seniority, nationality and access to information. this work helps to enhance comprehension of the impacts of privatization processes on brazilian organizations, providing information for the corporate transition management, whether public or private.
Percep??o de cultura organizacional: uma análise empírica da produ??o científica brasileira
Coelho Junior, Francisco Antonio;Borges-Andrade, Jairo Eduardo;
Psico-USF , 2004, DOI: 10.1590/S1413-82712004000200010
Abstract: the present text aims at surveying and revising the principal recent national empirical studies, between 1996 and 2001, on the perception of organizational culture. the method has included the sistematic analysis of scientific journals from the business administration and psychology areas. the results have indicated that the research on perception of culture uses, in general, qualitative methods, with emphasis on case studies, adopting, including, diffuse concepts of culture organizational. the themes under study are ample and non complementary. it is concluded that the area has significant theoretical and methodological limitations, which leave gaps towards the full development of the field of study.
Uma reflex?o sobre a cultura organizacional à luz da Psicanálise
Cardoso, Maria Lúcia Alves Pereira;
Revista Brasileira de Enfermagem , 2008, DOI: 10.1590/S0034-71672008000100016
Abstract: this article aims at submitting a reflection on the universal presuppositions of human culture proposed by freud, as a prop for analyzing presuppositions of organizational culture according to schein. in an article published in 1984, the latter claims that in order to decipher organizational culture one cannot rely upon the (visible) artifacts or to (perceptible) values, but should take a deeper plunge and identify the basic assumptions underlying organizational culture. such pressupositions spread into the field of sttudy concerning the individual inner self, within the sphere of psychoanalysis. we have therefore examined freud's basic assumptions of human culture in order to ascertain its conformity with the paradigms of organizational culture as proposed by schein.
The Effect of IT Employees Demographic Profile on Sensitivity of Organizational Culture: A Study of Selected IT Companies in State Capital Region  [PDF]
Ramya Patlolla, Mallikarjuna Reddy Doodipala, Jaya Sri Managalagiri
American Journal of Industrial and Business Management (AJIBM) , 2017, DOI: 10.4236/ajibm.2017.710079
Abstract: This paper focuses on demographic outline of IT employees from selected IT companies. The research was conducted in a state capital region of Hyderabad, Telangana, India. In span of this study, a questionnaire was designed and applied to selected IT employees. The data collected through the mailed questionnaire survey were analyzed by using SPSS software tool, and the relationship between factors, which creates the organizational culture and demographic profile of employees such as gender, age, education level, nativity, work experience etc. in the IT sector, was examined. From the hypothesis developed, it was observed that while differences exist between organizational culture perception and gender, age and education level, there are differences between organizational culture perception and duration of experience in selected IT companies in capital region.
Review of Recent Developments in Leadership Theories  [PDF]
Kossivi Bodjrenou, Ming Xu
Open Journal of Social Sciences (JSS) , 2018, DOI: 10.4236/jss.2018.67014
Abstract: Due to its importance to an organization, leadership has been one of the hottest topics in organizational science for decades, resulting in a proliferation of theories. To account for recent development of leadership theories, we conducted a review of the literature on the subject that covers the past 15 years (2002-2017). This paper aims at studying new development in leadership theory such as evolutionary leadership, the relationship between personality traits and leadership styles, and leadership culture, questioning their practicality, and giving directions for future research. Our review was carried out from a relational perspective: Leader-member relationship and individual-organization relationship. Having in view the evolutionary theory, we observed similarities between the five levels of leadership, leadership styles and types of organization culture.
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