Atualmente, a cultura organizacional tem sido um objeto de estudo que tem ganhado um grande espaço dentre o meio científico e acadêmico. Assim, diante da relevância do tema, objetivou-se neste artigo ...identificar a cultura organizacional predominante na empresa SESI Clínica, localizada na cidade de Mossoró, no estado do Rio Grande do Norte. Quanto aos procedimentos metodológicos, pode-se caracterizar esta pesquisa como um estudo de caso quanto aos procedimentos técnicos e como exploratório-descritivo quanto aos objetivos. Quanto ao processo, pode-se defini-lo como quantitativo. A população da pesquisa foi formada por 25 colaboradores, sendo que 20 foram pesquisados e compuseram a amostra do estudo. Os resultados da pesquisa mostraram que a tipologia cultural predominante na organização é a Cultura Clã, o que aponta para uma tendência de que a organização procura incentivar o trabalho em grupo e a participação efetiva das pessoas no processo de tomada de decisões.
Organizational culture is definitely a transcendental element in terms of the development and smooth running of organizations. However, there are still very few companies that are actively managing ...it. This is largely due to the inherent difficulty in quantifying such an abstract and ethereal subject as culture and values. Our objective is to present the CFAM method (Cultural Fit Assessment Method), a procedure for measuring organizational and individual culture based on values, as well as the degree of fit between them. This method makes it possible to identify dominant cultural traits in organizations and individuals and then to assess by means of a series of KPIs whether the two fit together in an agile, fast and costeffective way.
Os estudos sobre a teoria institucional ganharam espaço no campo dos estudos organizacionais por fornecer maneiras de compreender os padrões implícitos e a diversidade dentro das organizações. Para ...Pereira (2012), a teoria institucional pretende explicar fenômenos organizacionais compreendendo como as estruturas e ações se legitimam, podendo explicar o fenômeno do isomorfismo, que é um mecanismo utilizado pelas organizações. Neste contexto, entender a cultura organizacional é de grande importância. O objetivo deste trabalho é analisar o processo de formação da cultura organizacional de uma nova empresa de distribuição cearense, pertencente a um grupo econômico, conforme o Competing Value Model (CVM) desenvolvido por Cameron e Quinn (2011). A pesquisa utilizou abordagens quantitativa e qualitativa. Os resultados apontam que a nova empresa desenvolveu muitas das práticas do grupo de origem, tomando-o como modelo, administrando as resistências encontradas e aprimorando práticas e ações, sugerindo a ocorrência do isomorfismo institucional mimético, ou seja, a tendência em que as organizações adotem estruturas semelhantes e atuarem de forma também similar. O estudo contribuiu procurando identificar e compreender a influência dos principais aspectos que norteiam o processo de institucionalização e de formação da cultura organizacional, ampliando assim o conhecimento das temáticas no âmbito dos estudos organizacionais.
•Offers a multidimensional eco-innovation (EI) implementation measurement.•Integrates product, process, organizational and marketing EI dimensions.•Tests the link between environmental corporate ...culture and EI in the agri-food sector.•Verifies the positive influence of commercial orientation on EI in the agri-food sector.•Allows debating some private and public policies in order to promote EI.
Eco-innovation (EI) is a complex process that involves product, process, organizational and marketing dimensions, each with its own determinants, characteristics and contributions to environmental business performance. Thus, analyzing EI activity is essential to obtaining a holistic view in order to achieve sustainable development. This study offers a multidimensional EI measurement and, what is more, evaluates its relationship with environmental corporate culture and commercial orientation drivers in a high environmental impact context, i.e., the agri-food sector. The proposed model was tested using the partial least-squares technique, which was applied to data collected from a sample of 93 companies located in southeast Spain. This study confirms the importance of several dimensions, namely marketing, organization and process, to corporate adoption of EI. Additionally, this research also reveals the positive relationship that both drivers, environmental corporate culture and commercial orientation, have with EI. The findings also suggest that theorists and practitioners must contemplate EI from the point of view of its four dimensions in order to achieve an efficient, more realistic analysis. Subsequently, this work carries some theoretical conclusions and implications for research and practice.
In military organizations, service culture shapes organizational strategy. In the US Space Force today, four historical traditions rooted in different beliefs, values, and assumptions exist, namely, ...engineers, operators, integrators, and warfighters. Over four periods in Air Force space operations history, a given tradition dominated, while the others competed for currency. This history has implications for contemporary service culture. Changes in the strategic context can reduce a given tradition's effectiveness, though a waning tradition still influences the organization's behavior through its adherents. Understanding these four traditions will help Space Force leaders as they shape service culture today.
Background:
It may be understood to assume that the performance and effectiveness of an organization solely depend on the setup of organizational culture as it (organizational culture) embodies the ...vision and mission of the organization including the attitudes and behaviors of the employees and the organization’s manner of functioning in the organization. Nonetheless, the association between the organizational culture and its effectiveness in service sector organizations appears to vary from one organization to the other with varying degrees and directions within the state.
Aims and objectives:
To assess the impact of organizational culture on the overall effectiveness and to evaluate the association between each component of organizational culture and its effectiveness of service sector organizations.
Materials and methods:
The present study is based on a primary sample of 140 employees selected from Manipur in Northeast India. The sample size is estimated on the findings of the pilot survey, and stratified random sampling is adopted as the type of sampling. The paired t-test is used as the statistical formula for testing of significance between the mean percentage scores; and Karl Pearson correlation co-efficient r is applied to establish the correlation between overall effectiveness of service sector organization and overall and each facet of organizational culture separately.
Results:
The findings of the study conclude that the better the organizational culture the better the effectiveness of the organization.
The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play ...games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point and the tools for people to create a new world online.
Too often neglected in popular and scholarly accounts of such groundbreaking new environments is the simple truth that, of necessity, such virtual worlds emerge from physical workplaces marked by negotiation, creation, and constant change. Thomas Malaby spent a year at Linden Lab, the real-world home of Second Life, observing those who develop and profit from the sprawling, self-generating system they have created.
Some of the challenges created by Second Life for its developers were of a very traditional nature, such as how to cope with a business that is growing more quickly than existing staff can handle. Others are seemingly new: How, for instance, does one regulate something that is supposed to run on its own? Is it possible simply to create a space for people to use and then not govern its use? Can one apply these same free-range/free-market principles to the office environment in which the game is produced? "Lindens"-as the Linden Lab employees call themselves-found that their efforts to prompt user behavior of one sort or another were fraught with complexities, as a number of ongoing processes collided with their own interventions.
InMaking Virtual Worlds, Malaby thoughtfully describes the world of Linden Lab and the challenges faced while he was conducting his in-depth ethnographic research there. He shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. In exploring the practices the Lindens employed, he questions what was at stake in their virtual world, what a game really is (and how people participate), and the role of the unexpected in a product like Second Life and an organization like Linden Lab.
Jeffrey Greene is a Senior Advisor at Fortuna Advisors, a management consulting firm focused on strategic decision making, resource allocation, and culture transformation. In this article, he ...discusses the importance of culture in driving positive business outcomes.
We examine how corporate culture influences firm behavior. Prior research suggests a link between individual religiosity and risk aversion. We find that this relationship also influences ...organizational behavior. Firms located in counties with higher levels of religiosity display lower degrees of risk exposure, as measured by variances in equity returns or returns on assets. They exhibit a lower investment rate and less growth, but generate a more positive market reaction, when they announce new investments. Finally, chief executive officers are more likely to join a firm with a similar religious environment as in their previous firm when they switch employers.