Literature defines the significance of organizational culture to the performance of projects, emphasized in collaborative contracts increasing the importance of relational management issues. We have ...studied the challenges emerging in projects and described preconditions for managing the formation and maintenance of organizational culture to increase the project performance. We applied qualitative research approach focusing on two hospital construction projects utilizing relational contract model.
Shortening timeline, dynamism in emerging and departing project participants and the background organizational cultures of the participants set challenges for the management of the organizational culture. We propose specific managerial actions to separate formation and maintenance phases of the organizational culture in projects. We have specified managerial preconditions for cultural level of underlying assumptions like psychological safety, trust, and collaboration and getting rid of old habits and attitudes, focusing to form mindset of collaboration and best for the project in formation and maintenance phases.
•Relational contracts require novel approach on collaboration in projects.•Organizing project culture should be intentional managerial act to achieve success.•Project culture consists of artifacts, espoused values and underlying assumptions.•Forming and maintaining culture in projects are separate managerial phases.•Study lists preconditions for managing culture for the objectives of the project.
The importance of big data and predictive analytics has been at the forefront of research for operations and manufacturing management. The literature has reported the influence of big data and ...predictive analytics for improved supply chain and operational performance, but there has been a paucity of literature regarding the role of external institutional pressures on the resources of the organization to build big data capability. To address this gap, this paper draws on the resource‐based view of the firm, institutional theory and organizational culture to develop and test a model that describes the importance of resources for building capabilities, skills and big data culture and subsequently improving cost and operational performance. We test our research hypotheses using 195 surveys, gathered using a pre‐tested questionnaire. Our contribution lies in providing insights regarding the role of external pressures on the selection of resources under the moderating effect of big data culture and their utilization for capability building, and how this capability affects cost and operational performance.
In spite of the importance of organizational culture, scholarly advances in our understanding of the construct appear to have stagnated. We review the state of culture research and argue that the ...ongoing academic debates about what culture is and how to study it have resulted in a lack of unity and precision in defining and measuring culture. This ambiguity has constrained progress in both developing a coherent theory of organizational culture and accreting replicable and valid findings. To make progress we argue that future research should focus on conceptualizing and assessing organizational culture as the norms that characterize a group or organization that if widely shared and strongly held, act as a social control system to shape members’ attitudes and behaviors. We further argue that to accomplish this, researchers need to recognize that norms can be parsed into three distinct dimensions: (1) the content or what is deemed important (e.g., teamwork, accountability, innovation), (2) the consensus or how widely shared norms are held across people, and (3) the intensity of feelings about the importance of the norm (e.g., are people willing to sanction others). From this perspective we suggest how future research might be able to clarify some of the current conflicts and confusion that characterize the current state of the field.
Practices of knowledge management are context-specific and they can influence organizational effectiveness. This study examines the possible mediating role of knowledge management in the relationship ...between organizational culture, structure, strategy, and organizational effectiveness. A survey was conducted of 301 organizations. The results suggest that knowledge management fully mediates the impact of organizational culture on organizational effectiveness, and partially mediates the impact of organizational structure and strategy on organizational effectiveness. The findings carry theoretical implications for knowledge management literature as they extend the scope of research on knowledge management from examining a set of independent management practices to examining a system-wide mechanism that connects internal resources and competitive advantage.
Today's organizations are operating in a highly competitive and changing environment that pushes them to continuously adapt their organizational structures to such environment. However, the success ...of change initiatives may face a barrier in the response of employees, especially when they lack readiness to change. While leadership can shape the culture of an organization and a culture of effectiveness can help increase employees' readiness to change, ethical leaders, who serve as a guide and offer support, can also make a difference by reducing uncertainty. Yet existing research on the role of ethical leadership in the enhancement of the employees' readiness to change is practically non-existent. Far less is the research that analyses the mechanisms that ethical leadership can use to foster employees' readiness to change. This study aims to investigate whether the ethical leadership of middle-lower echelons influences on employees' readiness to change positively (H1) and if this relationship is mediated through shaping an organizational culture of effectiveness (H2). Using data from 270 direct reports of middle-lower managers in public foreign trade Egyptian companies, the findings reveal that ethical leadership enhances employees' readiness to change and that this impact is partially mediated by an organizational culture of effectiveness. Thus, with these findings, new light is shed on the positive role of ethical leadership and the mechanisms it uses to enhance employees' readiness to change.
The conflict management skills of cadets in the Education and Training Institute at the Semarang Police Academy (Akpol) are still low or not optimal. This needs special attention from all parties ...involved in the Akpol institution. Because of the various reasons put forward by cadets that they have not optimally practiced conflict management courses and that is only theoretical that cadets get. Therefore, it is necessary to pay attention to improving the ability of educators in teaching each material taught to cadets. This research is a quantitative study with a sample of 28 people. The data collection technique was a closed questionnaire technique while the data analysis technique used SPSS 21 to determine the influence of organizational culture, self-efficacy on the ability of cadets' conflict management at the Police Academy. The results showed that there was an influence of organizational culture by 28.1%, self-efficacy on conflict management by 49.5%. This shows that conflict management abilities can increase if organizational culture and self-efficacy increase effectively.
This study aims to determine the principal’s strategy for building an organizational culture in educational institutions. Because the principal has an important role in building an organizational ...culture to create a safe and pleasant atmosphere in learning, the type of research used is qualitative research. This research was conducted at Bojonegoro Regency. Sources of data taken are principals, teachers, and good students in collecting data using in-depth interviews, observation, and documentation. Furthermore, in analyzing the data using data collection, data condensation, and conclusion. There are several organizational cultures developed by the principal, namely through religious culture, achievement culture, clean environment culture, discipline culture, and reading culture.
Corporate digital responsibility Lobschat, Lara; Mueller, Benjamin; Eggers, Felix ...
Journal of business research,
January 2021, 2021-01-00, 20210101, Volume:
122
Journal Article
Peer reviewed
Open access
We propose that digital technologies and related data become increasingly prevalent and that, consequently, ethical concerns arise. Looking at four principal stakeholders, we propose corporate ...digital responsibility (CDR) as a novel concept. We define CDR as the set of shared values and norms guiding an organization's operations with respect to four main processes related to digital technology and data. These processes are the creation of technology and data capture, operation and decision making, inspection and impact assessment, and refinement of technology and data. We expand our discussion by highlighting how to managerially effectuate CDR compliant behavior based on an organizational culture perspective. Our conceptualization unlocks future research opportunities, especially regarding pertinent antecedents and consequences. Managerially, we shed first light on how an organization's shared values and norms regarding CDR can get translated into actionable guidelines for users. This provides grounds for future discussions related to CDR readiness, implementation, and success.
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