Organisational culture: concept, context, and measurement 1
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| Main Authors: | , |
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| Format: | Book |
| Language: | English |
| Published: |
New Jersey [u.a.]
World Scientific
(2014)
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXVII, 407, 19 S. Ill. |
| ISBN: | 9789814449519 |
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Record in the Search Index
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|---|---|
| adam_text | Contents — Volume
I
Contents — Volume
II
xi
Preface
xiii
About the Authors
xxvii
PART ONE: THE CONCEPT
1
Chapter
1
Organisational Culture: Development and Early Application
Э
1.1
A Brief Introduction to Organisational Culture
3
1.2
Organisational Culture Defined
5
1.3
Origins of the Contemporary Study of Organisational Culture
6
1.4
Development of the Organisational Culture Perspective within
Organisation Theory
7
1.4.1
Classical organisation theory
7
1.4.2
The classical philosophers
11
1.4.3
The neoclassical school
12
1.4.4
The human relations school
14
1.4.5
Differences between the human relations and organisational
culture perspectives
16
1.4.6
Contribution of competing perspectives
18
1.4.7
Modern structural theory
19
1.4.8
Systems and contingency theories
21
1.4.9
Power and politics perspective
24
1.4.10
Organisational culture and organisational theories
26
1.5
Popularisation of the Organisational Culture Concept
28
1.5.1
In Search of Excellence
29
1.5.1.1
Commentary on the text
29
1.5.1.2
Reasons for the success of In Search of Excellence
31
1.5.1.3
Critique of In Search of Excellence
32
1.6
Major Claims about Organisational Culture
37
1.7
Conclusions
43
vi
Organisational
Culture:
Concept, Context, and Measurement
Chapter
2
Conceptualising Organisational Culture
45
2.1
What is Organisational Culture?
46
2.2
Do Organisations Have Cultures, or Are They Culture?
48
2.2.1
Culture as a variable
49
2.2.2
Culture as a root metaphor
52
2.2.3
Combining the two perspectives
55
2.3
Schein s Treatment of Organisational Culture
56
2.3.1
Organisational culture as a multi-layered phenomenon
56
2.3.2
Defining the essence of organisational culture
64
2.3.3
Drivers of culture formation
68
2.4
An Alternative Conceptualisation of Organisational Culture
73
2.4.1
Three distinct perspectives on organisational culture
73
2.4.1.1
The integration perspective
74
2.4.1.2
The differentiation perspective
74
2.4.1.3
The fragmentation perspective
75
2.4.2
The three-perspective framework in action
77
2.4.3
Critique of the three-perspective framework
78
2.4.3.1
Comprehensiveness and practical utility
78
2.4.3.2
Prescriptive intent
80
2.4.3.3
What constitutes acceptable evidence for a given
perspective?
81
2 A3
A What constitutes culturally significant ambiguity?
82
2.5
Conclusions
84
Chapter
3
Describing Organisational Culture: Structure, Strength,
and Differentiation
87
3.1
Structural Properties of Organisational Culture
87
3.1.1
Organisational cultures as distinctive or composed
of universal categories
88
3.1.2
Schein s typology of basic beliefs and assumptions
90
3.1.2.1
Origins
91
3.1.2.2
Adapting anthropological categories to an
organisational context
92
3.1.2.3
Evaluation of the revised typology
101
3.1.2.4
A case of interdependent rather than discrete
categories
101
3.1.3
Bate s typology of cultural orientations
103
3.1.4
Harrison s typology of organisation ideologies
107
3.1.4.1
Four distinct and competing types
107
3.1.4.2
Harrison s ideal organisation
110
3.1.4.3
Using Harrison s typology
112
3.1.5
Concluding comments
114
Contents — Volume
I
vii
3
.2
The Strength of Organisational Culture
117
3.2.1
An important but problematic concept
117
3.2.2
Schein s treatment of cultural strength
119
3.2.3
Payne s three-dimensional model
121
3.2.3.1
Description and operationalisation of the model
121
3.2.3.2
Critique of Payne s model
124
3.2.4
Other indicators of cultural strength
129
3.2.5
Towards assessing the strength of organisational culture
131
3.3
Organisational and Occupational Subcultures
134
3.3.1
A single unified culture or numerous subcultures?
134
3.3.2
Conditions for the development of subcultures
136
3.3.3
Organisation-specific versus occupational subcultures
137
3.3.3.1
Differential influence of occupational and
organisational subcultures
138
3.3.3.2
A competition for control
140
3.3.3.3
A case of competing loyalties
141
3.3.4
Membership of a single subculture or multiple subcultures?
142
3.3.5
The relationship between an organisation s subcultures
and its overall culture
145
3.3.6
Can there be subcultures only?
148
3.3.7
Management awareness of subcultures
150
3.4
Conclusions
155
PART TWO: RELATED CONCEPTS
157
Chapter
4
Organisational Climate and National Culture
159
4.1
Organisational Climate
159
4.1.1
A comparison of the constructs of organisational
climate and organisational culture
161
4.1.1.1
Conceptual similarities
162
4.1.1.2
Conceptual differences
165
4.1.2
Approaches to the measurement of organisational climate
and organisational culture
169
4.1.3
Different research agendas of organisational climate
and organisational culture
171
4.1.4
The different origins of organisational climate and
organisational culture
174
4
Л
.5
Organisational climate and organisational culture:
Synonymous or fundamentally different constructs?
177
4.1.6
Reframing the relationship between organisational climate
and organisational culture
182
4.1.7
Reconceptualising organisational climate
185
viii
Organisational Culture: Concept, Context, and Measurement
4.2
National Culture
193
4.2.1
Hofstede s work on national and organisational culture
193
4.2.2
Trompenaars
and Hampden-Turner s work on national
and organisational culture
199
4.2.3
Schwartz s model of national differences in values
and its implications for work organisations
201
4.2.4
Further studies and issues related to national culture
and organisational culture
202
4.3
Conclusions
206
Chapter
5
Social Representations
209
5.1
Origins and Definition of Social Representations
210
5.2
Conceptual Similarities Between Social Representations
and Organisational Culture
212
5.2.1
The importance of consensus
213
5.2.2
Beliefs and representations as socially created and changed
216
5.2.2.1
Anchoring and sensemaking
217
5.2.2.2
Objectification and sensemaking
222
5.2.3
Anxiety reduction function of beliefs and representations
228
5.2.4
Beliefs and representations as taken-for-granted
and unconsciously held
231
5.2.5
Beliefs and representations as evolving over time
235
5.2.6
The role of socialisation and social communication
in the evolution and transmission of beliefs and
representations
237
5.2.7
Other conceptual similarities between organisational
culture and social representations
239
5.2.8
The related concept of the psychological contract
242
5.3
A Comparison of Research Studies in Organisational Culture
and Social Representations
245
5.3.1
The data for comparison: Sourcing and coding
246
5.3.2
General observations about the data set
246
5.3.3
Analysis and results
248
5.3.3.1
Differences in research domain
249
5.3.3.2
Differences in types of article
251
5.3.3.3
Differences in research method
251
5.3.3.4
Differences in research purpose
253
5.3.4
Can differences in broad research agenda inform
mutual learning?
256
Contents
—
Volume
I
ix
5.4
A
Comparison of the
Research
Methods Used in Organisational
Culture and Social Representations Research
258
5.4.1
Methods used in organisational culture research
260
5.4.1.1
Using qualitative methods to study organisational
culture
260
5.4.1.2
Using quantitative methods to study organisational
culture
266
5.4.1.3
Using mixed methods to study organisational culture
281
5.4.1.4
Which method(s) to use in organisational culture
research?
282
5.4.2
Methods used in social representations research
285
5.4.2.1
Using qualitative methods to study social
representations
286
5.4.2.2
Using quantitative methods to study social
representations
293
5.4.2.3
Methods particular to the study of social
representations
296
5.4.2.4
Methodological challenges in the study
of social representations
302
5.4.2.5
Using mixed methods to study social representations
304
5.4.2.6
Which method(s) to use in social representations
research?
305
5.4.3
Can differences in research method inform mutual learning?
306
5.5
Conclusions
313
PART THREE: MEASUREMENT AND CONTEXT
315
Chapter
6
Deciphering Organisational Culture
317
6.1
Qualitative Methods and Techniques
318
6.1.1
Overview of common qualitative techniques
318
6.1.2
Schein s qualitative approach to deciphering organisational
culture
321
6.1.3
Advantages and disadvantages of the use of qualitative
methods for studying organisational culture
333
6.2
Quantitative Methods and Techniques
336
6.2.1
The Organizational Culture Inventory
337
6.2.2
The Organizational Culture Profile
338
6.2.3
Advantages and disadvantages of the use of quantitative
methods for studying organisational culture
339
χ
Organisational Culture: Concept, Context, and Measurement
6.3
Qualitative and Quantitative Methods Combined
343
6.3.1
Siehl and Martin: A mixed-method approach to the study
of cultural knowledge acquisition by new employees
344
6.3.2
Hofstede,
Neuijen, Ohayv, and Sanders: The use of a
mixed-method approach to explore the possibilities
for the quantitative assessment of organisational culture
347
6.3.3
Rentsch: The use of a mixed-method approach to
investigate the role of social interaction in influencing
shared meanings
351
6.4
Conclusions
353
Chapter
7
Introduction to a Contextual Framework
357
7.1
Organisational Culture: Key Characteristics and Associated
Research Issues
357
7.2
The Role of Context in Conceptualisations of Organisational
Culture: Existing Treatments and a Contemporary Perspective
360
7.2.1
The historical context
361
7.2.2
The future context
365
7.2.3
The other context
366
7.2.4
The ideal context
368
7.3
The Role of Context in the Measurement of Organisational Culture:
Current Status and New Possibilities
370
7.3.1
The role of context in quantitative measures
of organisational culture
371
7.3.2
The role of context in qualitative measures
of organisational culture
374
7.4
A Proposed Contextual Approach
376
7.5
Using Context to Understand Change
380
7.6
Conclusions
383
References
—
Volume I
387
Author Index
—
Volume I
1-1
Subject Index
—
Volume I
1-5
Contents — Volume
II
PART FOUR: EXPLORING METHOD
Chapter
8
An Exploratory Study of Organisational Culture (Study
1)
Chapter
9
Piloting a Prototype Method (Study
2)
PART FIVE: ANALYSING CONTEXT
Chapter
10
Towards a Refinement of the Method (Study
3,
Part
1)
Chapter
11
The Use of Semi-Structured Interviewing (Study
3,
Part
2)
Chapter
12
The Operationalisation of Context (Study
3,
Part
3)
PART SEX: EVALUATION AND FURTHER RESEARCH
Chapter
13
A Contextual Analysis of Organisational Culture: Evaluation
and Recommendations for Future Reserach
Chapter
14
Developing Attributions Analysis for Assessing Organisational
Culture
References
—
Volume ¡I
Author Index
—
Volume II
Subject Index
—
Volume II
Xl
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| spelling | Kummerow, Elizabeth Verfasser (DE-588)1043118802 aut Organisational culture concept, context, and measurement 1 Elizabeth Kummerow ; Neil Kirby New Jersey [u.a.] World Scientific (2014) XXVII, 407, 19 S. Ill. txt rdacontent n rdamedia nc rdacarrier Organisationskultur (DE-588)4115463-0 gnd rswk-swf Organisationskultur (DE-588)4115463-0 s DE-604 Kirby, Neil Verfasser (DE-588)1043124705 aut (DE-604)BV041141991 1 Digitalisierung UB Bayreuth - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026117610&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kummerow, Elizabeth Kirby, Neil Organisational culture concept, context, and measurement Organisationskultur (DE-588)4115463-0 gnd |
| subject_GND | (DE-588)4115463-0 |
| title | Organisational culture concept, context, and measurement |
| title_auth | Organisational culture concept, context, and measurement |
| title_exact_search | Organisational culture concept, context, and measurement |
| title_full | Organisational culture concept, context, and measurement 1 Elizabeth Kummerow ; Neil Kirby |
| title_fullStr | Organisational culture concept, context, and measurement 1 Elizabeth Kummerow ; Neil Kirby |
| title_full_unstemmed | Organisational culture concept, context, and measurement 1 Elizabeth Kummerow ; Neil Kirby |
| title_short | Organisational culture |
| title_sort | organisational culture concept context and measurement |
| title_sub | concept, context, and measurement |
| topic | Organisationskultur (DE-588)4115463-0 gnd |
| topic_facet | Organisationskultur |
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