The rise of the Organisation for Economic Cooperation and Development (OECD) as a global actor has been attributed to its capacity to create and redefine the boundaries of knowledge through powerful ...discursive concepts, such as the idea of a knowledge economy. The organisation's reviews, forecasts and statistics have been perceived as producing multifarious effects within and beyond its member countries while shaping the perceptions of policy alternatives or lack thereof. The shared views and arrangements of knowledge creation within the organisation, from which the organisation produces its artefacts, have nevertheless received minor attention. This article approaches the OECD and its agenda for higher education from the perspective of organisational cultures and knowledge creation within organisations. The article investigates the changes that have taken place in the OECD and its higher education agenda. Moreover, it examines whether any dominant narratives on higher education emerge from the interview data and the OECD reports, and if so, what their differing or opposing narratives are. Lastly, the article aims to understand the dynamics of the changes by analysing whether an epistemic culture exists within the OECD, and if so, what kind of culture it is.
Scholars have shown that green human resource management (GHRM) practices enhance a firm's environmental performance. However, existing studies fail to explain how GHRM initiatives can enable a green ...organisational culture or how such a culture affects the environmental performance and sustainable development of the firm. This paper examines the relationship between GHRM practices, the enablers of green organisational culture, and a firm's environmental performance. We conduct a large‐scale survey of 204 employees at Chinese manufacturing firms. Our findings suggest that proenvironmental HRM practices including hiring, training, appraisal, and incentivisation support the development of the enablers of green organisational culture. We suggest the key enablers of green organisational culture include leadership emphasis, message credibility, peer involvement, and employee empowerment. Our paper contributes to HRM theory in terms of originality and utility of research by explaining that the enablers of green organisational culture positively mediate the relationship between GHRM practices and environmental performance. Managers are provided with a detailed understanding of the GHRM practices needed to enable an organisational culture of environmentally aware employees. Finally, we address potential implications of this work for teaching green organisational culture to future generations of responsible managers.
Currently, there has been a growing attention paid to employees' activities and behaviour at work as a driving force of environmental problems. As a result, organisations are adopting various ...environmental protection initiatives and developing green strategies. Despite the growth of research in this area, the determinants and consequences of employees' green behaviour are still calling for further investigation. In responding to that, this study contributes to the literature by investigating the determinants and outcomes of green organisational culture and employees' green behaviour. By employing the quantitative research design, the data was collected from 614 employees in the public and private sectors in Qatar and analysed using the Partial Least Squares Structural Equations Modelling technique. The findings confirmed the effect of environmental concern, green human resource management and green leadership behaviour on green organizational culture. Furthermore, green organizational culture was confirmed to have a significant positive relationship with employees' green behaviour and organisational environmental performance. Importantly, green organizational culture also mediates the relationship between environmental concern, green human resource management, green leadership behaviour and employees' green behaviour. The originality of this study contributes to the current literature on green behaviour by examining these relationships and testing the mediation effects. It also offers guidelines for decision makers on how to maximize employees’ green behaviour in their workplace and subsequently create a culture of environmentally friendly organization.
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•Environmental concern, green HRM, green leadership behaviour all have a strong impact on green organisational culture (GOC).•There is a significant link between employees' green behaviour and environmental organisational performance in both sectors.•AMO theory and SIT were useful to explain the employees' green behaviour and environmental organisational performance.•Green organizational culture acts as a mediator between several elements.•PLS-MGA results show the study model can explain employees' green behaviour and environmental organisational performance.
This paper addresses the subjective experiences of PhD holders from Switzerland and the UK who pursue careers beyond academia. Drawing on the concepts of organisational culture and culture shock, we ...examined the challenges that characterise this passage from academia to non-academic workplaces. With an exploratory aim, we analysed 32 semi-structured interviews conducted with PhDs engaged in non-academic careers in private, public, or parapublic sectors for ten years or less. It emerged that, when they entered non-academic workplaces, half of our participants devoted a large portion of their time and energy to understanding a new organisational culture, including their workplaces' daily functioning, the values shared within their organisations, and the statuses to which they were assigned. This puzzling experience, which we define as organisational culture shock, was reported more frequently by those who entered non-academic workplaces directly after the PhD and those with little or no work experiences prior to the PhD. These findings contribute to the ongoing global conversation about how to prepare PhDs for careers beyond academia.
In an increasingly dynamic environment where change seems to be the only constant feature, operational excellence programmes are often used to achieve improved performance results. However, the ...capacity of such approaches to make organisations successful in the long term is yet to be demonstrated. Operational excellence should not be seen as an approach to promote change, but rather to provide tools and framing for people in the organisation to deal with it. Our literature-based theory is that the relationships of operational excellence with both organisational culture and agility have the potential for further integration in the promotion of long-term, sustainable operational excellence initiatives. To do so, such initiatives need to look beyond simple cultural fit and work to promote a more agile behaviour and a cultural capacity to deal with constant change. If these conditions are met, the sustainability of operational excellence should be achieved, with organisations being able to strive in the long term with the promotion of organisational agility capabilities and an adaptable culture. The objective of this paper is to sustain this theory building, proposing the research questions that will help us understand the relationships and integration between the concepts of operational excellence, organisational agility and organisational culture.
Business Process Management adoption requires extensive effort, time, resources and discipline. Therefore, several studies have attempted to identify the factors that influence BPM adoption. Most of ...studies identify organizational culture among the key factors, but few attempted to explore its influence on BPM adoption. Thus, this study sets out to explore the role of organizational culture in BPM adoption. This study employed a qualitative approach and held in-depth interviews. Twenty BPM professionals who are working in different Saudi Arabian organizations started adopting BPM have been selected. Commitment, Continuous improvement, Cross-functional teamwork, Customer centricity, Innovation and Process ownership are important organizational culture values influencing BPM adoption positively. This study contributes to theory by proposing a model including six important cultural values in BPM adoption and also increases awareness among practitioners of the importance of organizational culture in BPM adoption.
Abstract
Machinery of Government restructures—transformations that create or abolish departments or move functions between agencies—often result in the misalignment of cultures and subcultures that ...impact business operations and customer service levels. An understanding of how subcultures are impacted during restructures is vital as they can reveal diffused microcultural boundaries that reflect highly problematic cultural tensions. This study provides rare ethnographic insights into how Machinery of Government restructures destabilise the delivery of optimal customer service by disrupting Business as Usual operations. Based on 74 interviews and ethnographic methods, the integrationist ‘DNA’ culture, subcultures, and emerging microcultures within Service NSW, a public sector agency in New South Wales (Australia), were examined during and after its merger with the Department of Customer Service. Microcultures were shown to function in a way that preserved Business as Usual activities and responsibilities to secure task independence, highlighting the importance of developing a conceptual framework for the detection and resolution of cultural resistance. Scholars and practitioners may adopt the framework used in this study to determine how, when, and where cultural resistance is likely to emerge.
Points for practitioners
This study critically analyses the ‘DNA’ culture of a service delivery agency in New South Wales during and after its merger with the Department of Customer Service.
Service NSW's ‘DNA’ integrationist culture, the broader subculture of its ‘Support Office’, and various microcultures were detected.
Microcultures were shown to preserve Business as Usual activities and secure task independence as reflected in backstage sites of enactment. The degree of intra‐ and interpersonal tensions experienced by Service NSW employees was opaque to senior leaders responsible for the restructure.
Leaders and practitioners responsible for mergers should fully understand the changing nature of employee language and behaviour. It is advisable they act on the assumption that employees are experiencing tensions resulting from the organisation's disturbed social reality.
Scholars and practitioners may adopt the conceptual framework and this case study's methodological approach to analyse a public service agency's various cultures, before, during, and after Machinery of Government (MoG) mergers or restructures, to pre‐empt, identify, and reduce cultural tensions, and should consider the feasibility of appointing a Workplace Change Committee.
Workplace Change Committee Members act like first responders across impacted departments and divisions within subcultures. Workplace Change Committee Members manage emerging issues, specifically cultural disparities to ensure both the intra‐ and interpersonal safety of employees impacted by MoG mergers.
•National culture dimensions except PDI shows positive correlation with balanced organisational culture.•Regression path analysis shows relationship UAI, IDV and PDI with balanced organisational ...culture.•But no relationship between MAS and balanced organisational culture.•Balanced organisational culture shows positive relationship with performance.
This study investigates the role of national culture and balanced organisational culture in organisational performance. Hotel management requires flexibility and customer responsiveness to deal with increasingly demanding customers and competitiveness of the market. Studies of the influence of culture on performance in hotel management have not yet revealed the specific impact of national culture and balanced organisational culture on organisational performance. We use the concept of balanced organisational culture which posits that polyrational organisations are more responsive to market changes and more innovative. Data were gathered from 96 hotels in London, UK, and were analysed using structural equation modelling. Our findings show that the national culture of hotel employees influences balanced organisational culture which, in turn, influences performance. This study contributes to existing understanding of factors affecting performance, points towards further research, helps practitioners by demonstrating the importance of taking national culture into account and indicates the importance of achieving balanced organisational culture.
Paul de Faget de Casteljau (19.11.1930 - 24.3.2022) has left us an extensive autobiography, written in 1997. In 19 sections, he takes us through his eventful life which he describes with wit and ...humor. We read about his youth in occupied France and his education at the Ecole Normale Supérieure. He describes in detail various episodes from his time at Citroën, the situation during and after the discovery of his now famous algorithm, the takeover by Peugeot, his ban from working on CAD and his corporate rehabilitation thanks to his advances in polar forms and quaternions. His memoirs end with his departure from Citroën and his first invited talks at academic conferences.
The paper contains the transcribed French original, its English translation and numerous notes and annotations. The handwritten text is available as a digital supplement.
•Education and Mindset of de Casteljau.•History of his initial algorithm.•Episodes about the organisational culture at Citroën from the 1960s to the 1990s.•Background of his further findings in trigonometric smoothing, polar forms, quaternions.
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