This paper examines the effects of organizational culture and national cultural distance between the headquarters and the subsidiary on the adaptation of management innovations in multinational ...enterprises (MNEs). Data on Total Quality Management (TQM) implementations were collected from a sample of 126 MNEs operating in Saudi Arabia and analyzed using fuzzy-set qualitative comparative analysis (fs-QCA). The findings highlight the critical roles that national and organizational cultures jointly play in the adaptation of a management innovation. The results suggest that different configurations of organizational culture and national cultural distance result in different levels of fidelity and extensiveness of the implementation when management innovations are transferred from MNE headquarters to subsidiaries. More specifically, our findings show that a greater level of national cultural distance is not necessarily a barrier to the transfer of a management innovation within an MNE and that the organizational culture can offset the effect of national cultural distance.
Over the last decade, there has been significant investment made by the UK higher education policy and funding community in embedding public engagement within British universities. While some public ...engagement is undertaken by university staff - often on a voluntary and unpaid basis - much is carried out by public engagement professionals (PEPs), typically from within professional services divisions. The following account, based upon a multi-site case study of institutional leadership for public engagement, adopts a Bourdieusian lens to consider the challenges faced by PEPs as 'non-academics' working within the UK's university sector as a prestige economy. It reveals their struggle to gain a professional parity of esteem with academics, and how the discrediting of their expertise by the latter forms a challenge to their leadership and thus their displacement within universities as highly stratified organisations. Ergo, we find the evanescing of public engagement as a formal institutional commitment.
2018
2011
)t.
Celotno besedilo
Dostopno za:
BFBNIB, DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
Drawing on cue consensus theory and status characteristics theory, we argue that the consensus between newcomer voice (challenging vs. supportive) and organizational culture (individualistic vs. ...collectivistic) leads to observers' social cognition of warmth or competence. Based on two survey studies and two experiment studies, we found that individualistic organizational culture strengthens the positive relationship between challenging voice and perceived competence and that voice constructiveness mediates this moderating effect. We also found that collectivistic organizational culture strengthens the positive relationship between supportive voice and perceived warmth, and prosocial motivation mediates this moderating effect. Focusing on consistent cues between voice and organizational culture, our research contributes to the voice literature, answering when and how both newcomer challenging voice and supportive voice can lead to perceived warmth and competence. Our results offer both theoretical implications and practical insights for employees and organizations.
Purpose: The current analysis aimed to review the state-of-the-art about innovation and organizational culture in enterprises placed or working in South America.
Theoretical Framework: Innovation ...and organizational culture are critical concepts in management studies nowadays. In South America, in recent years, companies have had the trend to disrupt static and hierarchized organizations by allowing employees to participate actively in the organization's objectives. Moreover, flexible companies do not mean that hierarchies do not exist. Instead, it means that companies are eager to listen and accept the different points of view of the employees. Moreover, innovative companies seem to adapt rapidly to both beneficial and adverse environments. However, some firms resist changes and get revenues, but the evidence suggests that they put their sustainability in the long term.
Design/Methodology/Approach: In consequence, the methodological approach was the employment of the PRISM method to depurate the initial bibliographic resources from EBSCO and RENATI. EBSCO was used to analyze papers, and RENATI to review theses. Initially, there were 78 articles and 271 theses to be examined. After the PRISM depuration, it was analyzed 35 papers and theses from the period lasting from 2012 to 2021.
Findings: The results showed that flexible companies were more adaptative than rigid ones. Moreover, the literature suggested that flexible companies have more chances to be sustainable in the long term than other firms. Therefore, it is possible to state that innovation policies had a higher impact in flexible organizations than in rigid ones.
Originality/Value: The value of the study relies on the systematic review of the current literature of innovation and organizational culture in South America which is the nearest international environment for Peruvian companies.
Organisational culture (OC) has increasingly become a crucial factor in defining healthcare practice and management. However, there has been little research validating and adapting OCAI ...(organisational culture assessment instrument) to assess OC in healthcare settings in developing countries, including Vietnam. The purpose of this study is to validate the OCAI in a hospital setting using key psychometric tests and confirmatory factor analysis (CFA).
This is a cross-sectional study. Self-administered structured questionnaire was completed by 566 health professionals from a Vietnamese national general hospital, the General Hospital of Quang Nam province. The psychometric tests and CFA were utilized to detect internal reliability and construct validity of the instrument.
The Cronbach's alpha coefficients (α-reliability statistic) ranged from 0.6 to 0.8. In current culture, the coefficient was 0.80 for clan and 0.60 for adhocracy, hierarchy and market dimension, while in expected culture, the coefficient for clan, adhocracy, hierarchy, and market dimension was 0.70, 0.70, 0.70 and 0.60, respectively. The CFA indicated that most factor loading coefficients were of moderate values ranging from 0.30 to 0.60 in both current and expected culture model. These models are of marginal good fit.
The study findings suggest that the OCAI be of fairly good reliability and construct validity in measuring four types of organisational culture in healthcare setting in resource-constrained countries such as Vietnam. This result is a first step towards developing a valid Vietnamese version of the OCAI which can also provide a strong case for future research in the field of measuring and managing organisational culture.
Celotno besedilo
Dostopno za:
DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
Informed by social information processing (SIP) theory, in this study, we assessed the associations among family supportive supervisor behaviors (FSSBs) as perceived by subordinates, subordinate work ...engagement, and supervisor-rated work performance. Moreover, we explored the role of family supportive organizational culture as a contextual variable influencing our proposed associations. Our findings using matched supervisor-subordinate data collected from a financial credit company in Mexico (654 subordinates; 134 supervisors) showed that FSSBs influenced work performance through subordinate work engagement. Moreover, the positive association between subordinates' perceptions of FSSBs and work engagement was moderated by family supportive organizational culture. Our results contribute to emerging theories on flexible work arrangements, particularly on family supportive work policies. Moreover, our findings carry practical implications for improving employee work engagement and work performance.
The concept of corporate sustainability has gained importance in recent years in both organizational theory and practice. While there still exists a lack of clarity on what constitutes corporate ...sustainability and how to best achieve it, many scholars suggest that the pathway for the adoption of corporate sustainability principles leads via the adoption of a sustainability-oriented organizational culture. In this paper, we provide a closer examination of this suggested link between the cultural orientation of an organization and the pursuit of corporate sustainability principles. Specifically, we seek to assess (1) what constitutes a sustainability-oriented organizational culture, (2) whether it is possible for organizations to display a unified sustainability-oriented organizational culture, and (3) whether organizations can become more sustainable through culture change. Directions and challenges for practical management and future research are identified and outlined.
China's tourism industry is under transition towards sustainable tourism. This study's primary purpose is to propose a novel framework that green core competence enhances the tourism industry's green ...absorptive capacity and green innovation performance. Additionally, green absorptive capacity mediates the relationship between green core competence and green innovation. And finally, green organizational culture moderates the relationship between green absorptive capacity and green innovation. Data were collected from different hotels and restaurants in the North East of China, practicing environmentally friendly green practices through convenient sampling. The PLS-SEM technique was used to test each hypothesis. The results showed that green core competence positively and significantly affects green innovation performance, and green absorptive capacity mediates the relationship between green core competencies and green innovation performance. Moreover, green organizational culture partially moderates the relationship between green absorptive capacity and green innovation.
A major factor in the success of an organization is its culture. Organizational culture can significantly influence the performance and effectiveness of a company; the morale and productivity of its ...employees; and its ability to attract, motivate, and retain talented people. Unfortunately, many leaders are either unaware of the significant impact culture can have, are aware but overwhelmed by the extensive and sometimes conflicting information available on culture, or are not well informed about how to build and sustain cultures effectively. This article integrates the most consistent findings that leaders need to know about culture and what they can do to build strong, successful cultures that bring out the best in people. Developing organizational culture requires far more than talk about culture and emphasis on its importance. In order to achieve the best results, culture development requires leaders who see it as one of their key tasks and who understand the importance of aligning organization strategies and decision making with cultural ideals.
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