Culture and demography in organizations:
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Princeton, NJ [u.a.]
Princeton Univ. Press
2006
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XX, 269 S. graph. Darst. |
| ISBN: | 9780691124810 9780691124827 0691124825 0691124817 |
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MARC
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Record in the Search Index
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|---|---|
| adam_text | Contents
List of Figures xi
List of Tables xiii
Preface xv
Acknowledgments xix
Part I Cultural Analysis 1
Chapter i
Culture in Organizations 3
1.1 Introduction 3
1.2 Culture in Social Science 4
1.3 Culture in Organization Theory 5
1.4 The Content Approach to Culture 7
1.5 The Distributive Approach to Culture 16
1.6 A Limited Synthetic Approach to Organizational
Culture 21
1.7 Reader s Guide 25
Chapter 2.
Modeling Culture with Simulation 27
2.1 Introduction 27
2.2 Forms of Scientific Inquiry 28
2.3 What Is a Computer Simulation? 30
2.4 Why Use Simulation? 35
2.5 Simulation Modeling 38
2.6 Challenges of Simulation 41
Part II Model of Cultural Transmission 47
Chapter 3
Representing Culture 49
3.1 Introduction 49
3.2 Enculturation 50
3.3 Content Dimensions of Culture 56
3.4 Enculturation and Cultural Dimensions 58
3.5 Summary 68
viii • Contents
Chapter 4
Cultural Transmission 69
4.1 Introduction 69
4.2 Modeling Framework 70
4.3 Model Specification 71
4.4 Summary 82
Chapter 5
Organizational Types 84
5.1 Introduction 84
5.2 Stylized Organizational Types 85
5.3 Simulation Methods 90
5.4 Findings by Type 92
5.5 Conclusion 101
Chapter 6
Growth and Decline 102
6.1 Introduction 102
6.2 Cultural Management and Growth 104
6.3 Organizational Decline - 110
6.4 Decomposing Transmission 111
6.5 Managerial Implications 118
6.6 Conclusion 119
Part III Applications and Extensions
of the Model 121
Chapter 7
Heterogeneity in Tenure 123
7.1 Introduction 123
7.2 LOS Distributions in Organizations 124
7.3 The Implicit Link 126
7.4 Modeling Top Management Teams 130
7.5 Design of Experiments 132
7.6 Findings 134
7.7 Decomposing LOS Heterogeneity 137
7.8 Summary 143
Chapter 8
Cultural Influence Networks 147
8.1 Introduction 147
8.2 Networks of Influence 149
8.3 Modeling Framework 149
8.4 Dynamic Influence 151
Contents • ix
8.5 Demography and Network Structure 155
8.6 Design of Experiments 159
8.7 Findings 159
8.8 Discussion 166
Chapter 9
Terrorist Networks 169
9.1 Introduction 169
9.2 Background on Terrorist Organizations 170
9.3 Underground Network-Based Organizations 171
9.4 Adapting the Network Model 175
9.5 Effects of Counterterrorism Strategies 176
9.6 Simulation Design 178
9.7 Findings 179
9.8 Conclusion 182
Chapter 10
Merging Cultures 185
10.1 Introduction 185
10.2 Post-Merger Cultural Integration 187
10.3 Modeling Framework 191
10.4 Experimental Design 192
10.5 System Dynamics 196
10.6 Findings 198
10.7 Discussion 206
Chapter i i
Culture, Aging, and Failure 208
11.1 Introduction 208
11.2 Macro Model Framework 209
11.3 Demography of the System 214
11.4 The Cultural System 215
11.5 Design of Experiments 216
11.6 Findings 218
11.7 Implications 220
Chapter 12
Concluding Remarks 221
12.1 Introduction 221
12.2 Model Overview 221
12.3 Review of Findings 223
12.4 Implications 229
12.5 Extensions of the Model 233
12.6 Conclusion 234
x • Contents
Appendix A Notation 237
Appendix B Simulation Parameter Settings 241
References 251
Index 265
Figures
Figure 3.1. Ratio of cultural distance to standard deviation
of enculturation (djcrc) for uncorrelated dimensions 61
Figure 3.2. Ratio of cultural distance to standard deviation
of enculturation (djac) for dimensions with .4 correlation 63
Figure 3.3. Ratio o^ cultural distance to standard deviation
of enculturation (djac) for dimensions with .8 correlation 64
Figure 3.4. Ratio of cultural distance to standard deviation
of enculturation (djac) for three dimensions with various
correlations and weightings 65
Figure 3.5. Ratio o£cultural distance to standard deviation
of enculturation (djcrc) for three randomly selected
dimensions with randomly selected means and
standard deviations 66
Figure 3.6. Cultural distance by standard deviation
of enculturation for varying numbers of dimensions 67
Figure 4.1. Socialization-change intensity 77
Figure 4.2. Susceptibility to socialization by tenure 78
Figure 4.3. Change in enculturation 79
Figure 4.4. Behavior of the turnover function 81
Figure 4.5. The cultural transmission model 82
Figure 5.1. Flowchart of the simulation 90
Figure 5.2. Equilibrium outcomes by organizational type 93
Figure 5.3. Equilibrium outcomes by base turnover 95
Figure 5.4. Equilibrium outcomes by recruitment selectivity 96
Figure 5.5. Equilibrium outcomes by intensity of
management socialization 98
Figure 5.6. Equilibrium outcomes by strength of alienation 100
Figure 6.1. Equilibrium outcomes by growth rate 104
Figure 6.2. Effects of base turnover on Ce by growth 106
Figure 6.3. Effects of selectivity on Ce by growth 107
Figure 6.4. Effects of management socialization on Ce by
growth 108
Figure 6.5. Effects of alienation on Ce by growth 109
xii • Figures
Figure 6.6. Enculturation in organization in decline 112
Figure 8.1. Influence change as a function of cultural
distance 153
Figure 8.2. Flowchart of the simulation with influence
networks 154
Figure 8.3. Mean enculturation (C) across all simulation
conditions 160
Figure 8.4. Distribution of mean enculturation (C) by size
and turnover 161
Figure 8.5. Distribution of mean enculturation (C) by net
influence range 162
Figure 8.6. Distribution of variance in enculturation (a^()
across simulation runs 164
Figure 9.1. Hierarchical cellular structure 172
Figure 9.2. Communication patterns in underground
organizations 173
Figure 9.3. Cell 2 connections 174
Figure 9.4. Terrorist cell mean enculturation (C() by
intervention strategy 179
Figure 9.5. Terrorist cell cultural heterogeneity (act) by
intervention strategy 180
Figure 9.6. Terrorist cell size by intervention strategy 181
Figure 9.7. Mean breaks in terrorist cell chain of command
by intervention strategy 182
Figure 9.8. Mean cultural influence of terrorist cell leaders
by intervention strategy 183
Figure 10.1. Demographic flows after merger 196
Figure 10.2. Cultural heterogeneity in target after merger 198
Figure 10.3. Post-merger enculturation by alienation
condition 199
Figure 10.4. Post-merger heterogeneity by alienation
condition 200
Figure 11.1. Flowchart of the macro simulation 213
Figure 11.2. Cultural variance (cr*t) over time 217
Figure 11.3. Predicted mortality effects of size and cultural
heterogeneity 219
Tables
Table 1.1. The Grooves at Dreyer s 13
Table 1.2. Core values at Cypress 14
Table 5.1. Stylized organizational types 88
Table 6.1. Organizational culture during simulated decline 111
Table 6.2. Regression models of cultural outcomes 113
Table 6.3. Regression models of cultural mean (Ce) by
growth condition 115
Table 6.4. Regression models of cultural heterogeneity (crce)
by growth condition 116
Table 6.5. Regression models of equilibrium time (f) by
growth condition 117
Table 7.1. Cross-sectional correlations between
heterogeneity in LOS (CV) and turnover in simple
aggregates of individuals with simulated negative tenure-
dependent rates of turnover 127
Table 7.2. Correlations between heterogeneity in LOS (CV)
and heterogeneity in culture (act) for simulated top
management teams 135
Table 7.3. Coefficient of variation in tenure (CV) for a team
over time with demographic events 138
Table 7.4. Illustration of tenure-based measures of
heterogeneity 141
Table 7.5. Correlations of tenure-based measures with
heterogeneity of culture (act) 142
Table 8.1. Regressions of log o-^,, on covariates 165
Table 10.1. Regressions of cultural outcomes in merged
organization 201
Table 10.2. Regressions for merged organization at months
6 and 36 203
Table 10.3. Comparison of means for various scenarios of
increasing heterogeneity 205
Table 11.1. Organizational size distribution by age 214
Table 11.2. Estimates of mortality hazard functions 218
xiv • Tables
Table B.I. Settings for basic types and figure 5.2 241
Table B.2. Settings for figures 5.3-5.6 242
Table B.3. Settings for figure 6.1 242
Table B.4. Settings for figures 6.2-6.5 242
Table B.5. Settings for table 6.1 243
Table B.6. Settings for table 6.2 data 243
Table B.7. Settings in TMT runs (chap. 7) 244
Table B.8. Variations in network runs (chap. 8) 245
Table B.9. Settings in terrorist runs (chap. 9) 246
Table B.10. Pre-merger settings for target (chap. 10) 247
Table B.I 1. Pre-merger setting for acquirer (chap. 10) 247
Table B.12. Post-merger settings (chap. 10) 248
Table B.13. Common merger settings (chap. 10) 248
Table B.I4. Settings for macro model (chap. 11) 249
|
| any_adam_object | 1 |
| author | Harrison, J. Richard 1947- Carroll, Glenn R. |
| author_GND | (DE-588)133787915 |
| author_facet | Harrison, J. Richard 1947- Carroll, Glenn R. |
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| id | DE-604.BV025399550 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:33:33Z |
| institution | BVB |
| isbn | 9780691124810 9780691124827 0691124825 0691124817 |
| language | English |
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| spelling | Harrison, J. Richard 1947- Verfasser (DE-588)133787915 aut Culture and demography in organizations J. Richard Harrison and Glenn R. Carroll Princeton, NJ [u.a.] Princeton Univ. Press 2006 XX, 269 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Fluktuation Betriebswirtschaftslehre (DE-588)4071286-2 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf Computersimulation (DE-588)4148259-1 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Organisationskultur (DE-588)4115463-0 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 s Unternehmenskultur (DE-588)4131484-0 s Organisationskultur (DE-588)4115463-0 s Organisationswandel (DE-588)4075693-2 s Fluktuation Betriebswirtschaftslehre (DE-588)4071286-2 s Computersimulation (DE-588)4148259-1 s DE-188 Carroll, Glenn R. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020022135&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Harrison, J. Richard 1947- Carroll, Glenn R. Culture and demography in organizations Fluktuation Betriebswirtschaftslehre (DE-588)4071286-2 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Computersimulation (DE-588)4148259-1 gnd Unternehmenskultur (DE-588)4131484-0 gnd Organisationskultur (DE-588)4115463-0 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4071286-2 (DE-588)4125011-4 (DE-588)4148259-1 (DE-588)4131484-0 (DE-588)4115463-0 (DE-588)4075693-2 |
| title | Culture and demography in organizations |
| title_auth | Culture and demography in organizations |
| title_exact_search | Culture and demography in organizations |
| title_full | Culture and demography in organizations J. Richard Harrison and Glenn R. Carroll |
| title_fullStr | Culture and demography in organizations J. Richard Harrison and Glenn R. Carroll |
| title_full_unstemmed | Culture and demography in organizations J. Richard Harrison and Glenn R. Carroll |
| title_short | Culture and demography in organizations |
| title_sort | culture and demography in organizations |
| topic | Fluktuation Betriebswirtschaftslehre (DE-588)4071286-2 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Computersimulation (DE-588)4148259-1 gnd Unternehmenskultur (DE-588)4131484-0 gnd Organisationskultur (DE-588)4115463-0 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Fluktuation Betriebswirtschaftslehre Unternehmensentwicklung Computersimulation Unternehmenskultur Organisationskultur Organisationswandel |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020022135&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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