• .

The Rise and Decline of the Democratic Organizational Culture in the South
African Labor Movement, 1973 to 2000. By: Buhlungu, Sakhela. Labor Studies
Journal, Mar2009, Vol. 34 Issue 1, p91-111, 21p; Abstract: From 1973 to 2000, the
emerging black union movement in South Africa made efforts to construct a collectivist
and democratic organizational culture. The development and decline of this culture
correspond with three phases in the history of the black trade union movement. Political
and economic changes in the past fifteen years have affected this culture, specifically
the unions' political engagement and new pressures arising out of globalization. However,
although it is true that union democracy in the South African labor movement is under
stress, it is premature to conclude that this labor movement has become oligarchic.
[ABSTRACT FROM AUTHOR]; (AN 36430445)

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• 2.

The impact of organizational culture on project management in matrix

organizations. By: Morrison, J. M.; Brown, C. J.; Smit, E. v. d. M.. South African Journal of
Business Management, Dec2008, Vol. 39 Issue 4, p27-36, 10p, 5 charts, 2 graphs;
Abstract: This research empirically examined the relationship between organizational
culture and the effectiveness of project management. The study made use of two
conceptually developed constructs. The one, a framework of organizational culture,
consists of twelve dimensions that emerged from a study of the project management
literature as important organizational conditions for effective project management. The
second construct, project management effectiveness, comprises eleven dimensions
constituting the persistent leading and outcome indicators of project management
success, similarly based on literature. The research found a statistically significant
relationship between the two constructs in a sample of matrix organizations. Each of the
twelve dimensions of organizational culture also correlated significantly with project
management effectiveness. A total of 29 organizations, operating within the boundaries
of South Africa, took part. Although generalizability is not possible, given the sample size,
the study nevertheless takes a substantial step forward in this important context of
project management. Pointers are offered for future research, and for organizations that
find that project management fails to perform in accordance with their expectations.
[ABSTRACT FROM AUTHOR]; (AN 42637803)

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• 3.

Organizational Culture: Think Of It As Triangle. By: Goldman, Neil. Credit Union

Journal, 7/7/2008, Vol. 12 Issue 27, p8-8, 1/4p; Abstract: The article focuses on the
organizational culture. The culture of an organization has been referred to as the
powerful tool that is responsible to think and act. The culture is compared to a triangle
separated into three layers. The bottom layer or the foundation is the mission, the middle
layer is the values and the uppermost layer is the serves as the reality check. As reported
many organizations put stress on the bottom and the middle layer but not on the
uppermost one.; (AN 33240583)

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• 4.

ORGANIZATIONAL CULTURE AND DEMAND PLANNING--AN ODYSSEY OF A

FORECASTER. (cover story) By: Deveau, Francesca. Journal of Business Forecasting,
Summer2008, Vol. 27 Issue 2, p4-9, 4p; Abstract: A personal narrative is presented which
explores the author's experience in implementing Demand Planning in a small company.;
(AN 34205872)

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• 5.

Evolutionary Psychology, Organizational Culture, and the Family Firm. By:

Nicholson, Nigel. Academy of Management Perspectives, May2008, Vol. 22 Issue 2, p73-
84, 12p; Abstract: The paper aims to show how evolutionary psychology can provide a
fresh, compelling, and overarching explanatory framework for contrasting evidence about
the special capabilities and vulnerabilities of family businesses, compared to nonfamily
firms. It is argued that this encompasses the predominant theoretical frameworks,
including the principal-agent perspective, and goes further to explain how family capital
can create competitive advantage through the cultures family business leaders are able
to build. The key elements are analyzed with case examples. A Darwinian analysis of
kinship explains what is unique about family firms in terms of the identity of the business,
its continuance over generations, and the character of its leadership. Throughout, the
lessons and implications for nonfamily firms are discussed. [ABSTRACT FROM
PUBLISHER]; (AN 32739760)

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• 6.

Organizational Culture, Creative Behavior, and Information and

Communication Technology (ICT) Usage: A Facet Analysis. By: Carmeli,
Abraham; Sternberg, Akiva; Elizur, D.. CyberPsychology & Behavior, Apr2008, Vol. 11
Issue 2, p175-180, 6p, 2 charts, 3 diagrams; Abstract: Despite the prominence of
organizational culture (OC), this concept is controversial and its structure has yet to be
systematically analyzed. This study develops a three-pronged formal definitional
framework on the basis of facet theory (FT) and explores behavior modality, referent, and
object. This facet analysis (FA) of OC accounts successfully for variation in both creative
behavior at work and the usage of information and communication technologies (ICTs). An
analysis of data collected from 230 employees in the financial industry indicates that a
radex structure was obtained for work and ICT. The behavior modality facet ordered the
space from center to periphery, and referents facet relates to the direction angles away
from the origin. [ABSTRACT FROM AUTHOR]; DOI: 10.1089/cpb.2007.0037; (AN 31696350)

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• 7.

Employee commitment in MNCs: Impacts of organizational culture, HRM and

top management orientations. By: Taylor, Sully; Levy, Orly; Boyacigiller, Nakiye A.;
Beechler, Schon. International Journal of Human Resource Management, Apr2008, Vol. 19
Issue 4, p501-527, 27p, 5 charts, 2 diagrams; Abstract: This article tests a model of
organizational commitment in multinational corporations (MNCs). According to the
model, organizational culture and human resource management (HRM) affect
employee commitment directly as well as indirectly through top management team
orientations. Szpecifically, we examined the effect of top management team global
orientation and geocentric orientation, which are seen as contributing uniquely to
employee commitment in MNCs. The model was tested on a sample of 1664 core
employees working in 39 affiliates of 10 MNCs. We found strong overall support for the
model. In particular, organizational culture characterized by high adaptability and a
HRM system characterized by high performance work practices were found to have a
significant and direct effect on employee commitment. In addition, we found that the
effect of these traditional elements of the human organization is partially mediated
through top management orientations, specific to international firms. The validity and
generalizability of these results are reinforced by the control of a set of demographic
variables as well as nationality of parent company. [ABSTRACT FROM AUTHOR]; DOI:
10.1080/09585190801953491; (AN 31792020)

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• 8.

Effect of Organizational Culture on Creating Learned Helplessness

Attributions in R&D Professionals: A Canonical Correlation Analysis. By: Saxena,
Sharad; Shah, Hardik. Vikalpa: The Journal for Decision Makers, Apr-Jun2008, Vol. 33 Issue
2, p25-45, 21p, 6 charts, 1 diagram, 2 graphs; Abstract: Due to the negative impact of
learned helplessness attributions on performance in organizations, it is important to
understand how people develop learned helplessness attributions and what role
organizational culture plays towards developing or helping to cope up with such
negative way of thinking which essentially impairs the performance of individuals.
Learned helplessness as a deed per se is highly influenced by the philosophical
foundations, value systems and ethos of the organization and therefore the basic premise
of the study is that the organizational culture is one of the fundamental causes of
creating learned helplessness attributions. In this paper an attempt has been made to
explore the relationship among different dimensions of organizational culture and
learned helplessness attributions for R&D professionals of pharmaceutical industry of
India. Different strategies to manage R&D professionals have been suggested based on
results that organizational culture and learned helplessness dimensions are negatively
correlated. [ABSTRACT FROM AUTHOR]; (AN 33227950)

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• 9.

Organizational culture and TQM implementation in construction firms in

Singapore. By: Koh Tas Yong; Low Sui Pheng. Construction Management & Economics,
Mar2008, Vol. 26 Issue 3, p237-248, 12p, 4 charts, 1 diagram, 1 graph; Abstract: The
adoption and implementation of total quality management (TQM) are related to a
company's culture. The relationship between cultural orientation and the implementation
of TQM practices among certified Singapore contractors is investigated from an
organizational culture perspective. The competing values framework was used to
assess organizational culture and eight TQM elements were identified to gauge the
implementation of TQM practices among contractors. A survey questionnaire was
administered. Four organizational culture types have been identified from the survey
findings. These are strong comprehensive, clan-driven, hierarchy-driven and weak
comprehensive culture. Firms with strong comprehensive culture implement highly the
TQM elements of top management leadership, people, process, customer and supplier
management. Firms with clan-driven culture implement highly the element of process
management while firms with hierarchy-driven and weak comprehensive culture
implement lowly to moderately all elements. A culture-based TQM implementation
strategy is proposed. [ABSTRACT FROM AUTHOR]; DOI: 10.1080/01446190701874397;
(AN 31230221)

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• 10.

Linking organizational culture and customer satisfaction: Results from two

companies in different industries. By: Gillespie, Michael A.; Denison, Daniel R.;
Haaland, Stephanie; Smerek, Ryan; Neale, William S.. European Journal of Work &
Organizational Psychology, Mar2008, Vol. 17 Issue 1, p112-132, 21p, 8 charts; Abstract:
This article presents a test of the relationship between organizational culture and
customer satisfaction using business-unit data from two different companies. The first
study examines 32 regional markets of a residential home-building company and the
second study examines 148 automobile dealerships. The Denison Organizational
Culture Survey (DOCS) is used to measure organizational culture, while customer
satisfaction data were collected from customers themselves by independent third parties.
With a few exceptions, the culture measures related significantly to customer
satisfaction, explaining 28% of the variance for the home-building markets and 11 - 28%
of the variance for the auto dealerships. [ABSTRACT FROM AUTHOR]; DOI:
10.1080/13594320701560820; (AN 28552535)

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 • 21.

ORGANIZATIONAL CULTURE AND THE ADOPTION OF MANAGEMENT

ACCOUNTING PRACTICES IN THE PUBLIC SECTOR: A SINGAPORE STUDY. By:
Yew Ming Chia; Hian Chye Koh. Financial Accountability & Management, May2007, Vol. 23
Issue 2, p189-213, 25p, 6 charts, 2 graphs; Abstract: The article presents a discussion on
the organizational culture and the adoption of management accounting practices in
the Singapore public sector. Singapore has undergone reforms in public sector
management, which has resulted in a shift from efficiency in performance towards more
accountability and transparency. These reforms enhance the perceptions of civil servants
towards accepting changes, and promote innovative activities that are embraced with
different organizational cultures in the Singapore public sector.; DOI: 10.1111/j.1468-
0408.2007.00425.x; (AN 24892225)

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• 22.

Business Strategy, Organizational Culture, and Performance Outcomes in

China's Technology Industry. By: Chow, Irene Hau-Sin; Shan S. Liu. Human Resource
Planning, 2007, Vol. 30 Issue 2, p47-55, 9p; Abstract: This article examines a study that
was conducted on organizations in China's technology intensive industry located in the
Pearl River Delta region. The study attempted to examine the relationship between
human resources and organizational performance to see if there was a link between
corporate culture and business strategy. The authors provide an examination of China's
institutional environment and discuss their take on human resource management, noting
that this department is often underutilized. They discuss the atmosphere of high
technology firms and the necessity to develop environments that are conducive to
creativity and innovation. The results they found showed that there was a positive
correlation between human resource practices and overall organization performance.;
(AN 25601269)

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• 23.
THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND THE
DEPLOYMENT OF SYSTEMS DEVELOPMENT METHODOLOGIES. By: Iivari, Juhani;
Huisman, Magda. MIS Quarterly, Mar2007, Vol. 31 Issue 1, p35-58, 24p, 13 charts, 2
diagrams; Abstract: This exploratory study analyzes the relationship between
organizational culture and the deployment of systems development methodologies.
Organizational culture is interpreted in terms of the competing values model and
deployment as perceptions of the support, use, and impact of systems development
methodologies. The results show that the deployment of methodologies by IS developers
is primarily associated with a hierarchical culture that is oriented toward security, order,
and routinization. IT managers' critical attitudes of the deployment of methodologies in
organizations with a strong rational culture (focusing on productivity, efficiency, and goal
achievement) is also worth noting. Based on its empirical findings, the paper proposes a
theoretical model to explain the impact of organizational culture on the deployment of
systems development methodologies. [ABSTRACT FROM AUTHOR]; (AN 23963630)

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• 24.

ORGANIZATIONAL CULTURE RESTRAINING IN-HOUSE KNOWLEDGE TRANSFER

BETWEEN PROJECT MANAGERS--A CASE STUDY. By: Eskerod, Pernille; Skriver,
Hans Jørgen. Project Management Journal, Mar2007, Vol. 38 Issue 1, p110-122, 13p, 3
charts; Abstract: Even though the importance of knowledge transfer within project-
oriented organizations is frequently emphasized in the recent project management
literature, in practice, knowledge transfer only takes place to a rather limited extent.
Based on an in-depth case study, findings from a company, in which several initiatives to
promote knowledge transfer between five full-time project managers were taken, are
presented. However, the initiatives did not bring the expected outcome. The
organizational subculture encompassing project managers may explain reluctance in
involvement in knowledge transfer and in sharing of lessons learned. Based on Schein's
notion (1987) six basic underlying assumptions in the organizational culture that limit
knowledge transfer are identified. Further, the authors propose an interaction paradigm
underlying project managers' interactions. [ABSTRACT FROM AUTHOR]; (AN 24844791)

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• 25.

Organizational culture. By: Roybal, Joe. BEEF, Dec2006, Vol. 43 Issue 4, p4-4, 2/3p;
Abstract: The article reflects on the BEEF magazine-Kansas State University mail survey
related to the implementation of the National Animal Identification System (NAIS) for
livestock in the U.S. The survey found that there is a 50/50 split among different animal
breeders' associations regarding the support for the NAIS. The Ranchers-Cattlemen Action
Legal Fund respondents opined that the NAIS implementation timeline is practical and
necessary.; (AN 23417227)

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• 26.

Reproduction of Organizational Culture -- What Does Organizational Culture

Recreate? By: Konecki, Krzysztof Tomasz. Problems & Perspectives in Management,
2006 Issue 4, p26-41, 16p; Abstract: The paper deals with the concept of reproduction in
organizational culture. The first goal of our paper is the answer to the following
question: how is the organizational culture reproduced? The fundamental question,
which is rarely raised by professionals and scientists with practical experience engaged in
common-sense discourse is: what does the ‘normative’ organizational culture
reproduce? This is the second goal of our analyses of an organizational discourse. The
concept of ‘modern and pro-effective organizational culture’ is used in this paper in the
normative sense, since such culture, modern and effective, is referred to (sometimes
implicitly) in scientific and consulting diagnoses and analyses. It is also a term compiled
of other, conceptual terms such as: practical knowledge, utility, expertise, profitability,
effectiveness, etc. The basic analytical concepts used in this paper are: habitus,
interaction ritual, linguistic capital and the ‘field of discourse’. [ABSTRACT FROM
AUTHOR]; (AN 23526437)

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• 27.

A Double-Edged Sword: Organizational Culture in Multicultural Organizations.

By: Trefry, Mary G.. International Journal of Management, Sep2006 Part 2, Vol. 23 Issue 3,
p563-575, 13p; Abstract: This study analyzes the dimensions of the 'vitality of
development' of banking systems. Fuzzy synthetic decision analysis was used to
construct and evaluate an index of the vitality of training, assigning and development, to
offer banks new perspectives and methods of assessment. In this study, we analyze a
vitality index for human resources development in banks. As regards uncertainty, the
factor weights for the vitality index were determined by using the Fuzzy Delphi Method
(FDM). Through the process of fuzzy synthetic decision (FSD) analysis, the model
calculated the relative importance for each dimension of the mean factor. In this
empirical study of commercial banks, the priority rank for the five dimensions are as
follow: Efficiency, Leadership, Business Culture, Talents and Strategy. [ABSTRACT FROM
AUTHOR]; (AN 33765761)

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• 28.

Effects of Organizational Culture and Learning on Manufacturing Strategy

Selection: An Empirical Study. By: Shih-Chieh Fang; Jue-Fan Wang. International
Journal of Management, Sep2006 Part 1, Vol. 23 Issue 3, p503-514, 12p; Abstract: The
literature has focused on manufacturing strategy issues from diverse perspectives, most
of which are concentrated on hard issues such as marketing and R&D activities. However,
relatively few articles have explored manufacturing strategy with soft issues, particularly
organizational factors. This study attempts to clarify how firms select their
manufacturing strategies based on their organization cultures and organization learning.
Based on the related literature, this study infers hypotheses regarding the relationship
between organizational cultures, organizational learning, and manufacturing
strategies. This study conducts a survey by sampling firms of representative industries to
examine the hypotheses. The empirical evidence from 103 respondents confirms the
impact of organizational culture and learning on manufacturing strategies. This study
provides a new insight on manufacturing strategy issues. [ABSTRACT FROM AUTHOR];
(AN 22433917)

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• 29.

Diagnosing and Changing Organizational Culture: Based on the Competing

Values Framework. By: Garman, Andrew. Personnel Psychology, Autumn2006, Vol. 59
Issue 3, p755-757, 3p; Abstract: The article reviews the book "Diagnosing and Changing
Organizational Culture: Based on the Competing Values Framework," by Kim S.
Cameron and Robert E. Quinn.; DOI: 10.1111/j.1744-6570.2006.00052_5.x; (AN
21944572)

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• 30.
DIAGNOSING AND CHANGING ORGANIZATIONAL CULTURE. By: Thompson,
Melissa F.. Training, Jul2006, Vol. 43 Issue 7, p51-51, 1/2p; Abstract: The article reviews
the book "Diagnosing and Changing Organizational Culture: Based on the Competing
Values Framework," by Kim S. Cameron and Robert E. Quinn.; (AN 21794228)

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