Top PDF Organizational culture and identity at Bang & Olufsen

Organizational culture and identity at Bang & Olufsen

Organizational culture and identity at Bang & Olufsen

Identity beliefs, however, do not merely affect the collection of information, they also influence how members’ process information. They provide a cognitive framework for members’ interpretations of events and their subsequent action (Gioia and Thomas, 1996). More generally, organizational identity helps members of an organization relate to the broader organizational context within which they act, and to make sense of events in relation to their understanding of what defines the organization (Fiol, 1991). Jane Dutton and Janet Dukerich’s (1991) study of the New York Port Authority shows how identity beliefs tend to constrain the meanings that members give to an issue, they help distinguish aspects of the issue that pose a threat to the organization from those that do not, and they eventually guide the search for solutions that can resolve the issue. At the Swedish bank, Handelsbanken, for instance, the diffusion of internet technology and “e-banking” was initially viewed as a threat to the independence of local branches and to the preservation of close direct relationships with customers – two features that were collectively perceived as central and enduring to the organization. Members’ determination to preserve these features eventually led to the development of innovative solutions that reconciled established identity beliefs with adaptation to a changing competitive environment. The case is described in more detail in Chapter 6.
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Influence Of Perceived Employer Branding On Perceived Organizational Culture, Employee Identity And Employee Commitment

Influence Of Perceived Employer Branding On Perceived Organizational Culture, Employee Identity And Employee Commitment

Abstract: All organizations strive for sustainable competitive advantage in order to attain profit and survive in the increasingly competitive marketplace. In such situation human resources have become crucial to achieve competitive advantage, especially in the service oriented industries. In order to achieve competitive advantage, it is necessary to retain talented employees within the organization. To attract and retain talented employees within organizations, employers are using employer branding to separate their organization from its competitors and build an image as a good place to work. Thus, the key intention of the study was to explore, “influence of perceived employer branding on perceived organizational culture and employee identity, and how in turn affect to increase employee commitment”. In the present study, employer branding model was based on culture, identity and commitment in licensed financial companies. Research population consisted executive level employees of top ten licensed financial companies. Sampling method was convenience sampling and data collection instrument was questionnaire. Correlation and regression analysis was used to analyze the data. Results from the analysis showed that perceived employer branding had significant influence on perceived organizational culture and employee identity and in turn they had a significant effect on employee commitment.
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Organizational Culture and Identity: A Case Study from the Australian Football League

Organizational Culture and Identity: A Case Study from the Australian Football League

Similar to the Kangaroos, other clubs have established appropriate regimes within which their performance has been maintained at a high level, over prolonged periods. After making its debut in 1987, the West Coast Eagles played in the finals in 1989, its second year and after making the finals again in 1990, played in every finals series for ten years. In eighteen seasons it has missed the final only four times. Similarly since the first season of the VFL/AFL national league in 1987, Essendon has only missed playing in the finals for four years out of eighteen, playing in the last seven from 1998 to 2004, consecutively. At the same time both of these clubs’ off-field performances have excelled with both of them being among the most successful clubs in the league in terms of financial performance, membership and attendances. Both clubs appear to have enjoyed their success as a consequence of effectively managing the regulated environment in which they exist. They both have a reputation for constructive and aggressive lateral thinking, within and beyond football, in a search for the smallest sporting or organizational advantages to give them an edge in the regulated environment. Kevin Sheedy for example, the coach of Essendon has explored the recruitment of players from North America as well as the expansion of the game there whilst the West Coast Eagles has established a research and development committee to generate new research projects, mainly in sports science, in a search for a competitive edge.
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Strategies of alignment: Organizational identity management and strategic change at Bang & Olufsen

Strategies of alignment: Organizational identity management and strategic change at Bang & Olufsen

This decision was embedded in a broader strategic agenda centred on the reaffirmation of the attributes and capabilities that, according to the managers, distinguished the company and its products from its larger competitors. Since its founding, B&O had adopted a strategy of differentiation. Initially, the strategy was based on superior quality and innovation. During the sixties, pushed by the work of chief product developer Jens Bang and designer Jacob Jensen, this strategy had incorporated an additional element: distinctive product design. Over the years, official claims such as advertising taglines (“B&O: for those who discuss design and quality before price” from 1966-1971) and corporate mottos (“We think different!” from 1974) had been used to summarize this differentiation. In the 1970s, pressed by large competitors who benefited from economies of scale in production and research, managers had engaged in explicit reflections on unique drivers of differentiation, culminating in the first articulation of their understandings about the identity of the organization: the Seven Corporate Identity Components.
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Organizational Identity, Culture, and Image

Organizational Identity, Culture, and Image

Early conceptualizations of organizational culture described it as a relatively stable set of taken-for-granted elements that shape members’ thoughts and actions in a coherent and predictable way, and provide the structural stability fundamental for the everyday functioning of an organization (Geertz, 1973; Schein, 1985). Later research drew attention to the possible co-existence of multiple sub-cultures associated, for instance, with different professional communities or organizational units (Meyerson & Martin, 1987; Sackmann, 1992), but did not question the fundamental idea of culture as a set of relatively shared beliefs and norms prescribing or proscribing behaviour within a particular group (culture-as-values).
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The Effect of Organizational Culture, Organizational Commitment on the Employee Performance Trough Organizational Citizenship Behavior

The Effect of Organizational Culture, Organizational Commitment on the Employee Performance Trough Organizational Citizenship Behavior

Robbins (1996), states that organizational culture is defined as a system and shared meaning that has been adopted by each individual in an organization that gives a difference between one organization and another. Culture is a social glue that helps unite the organization by providing the right standards "what employees must say and do". Robbins (1996) further states that culture has the role of creating distinctions between one organization and another, culture brings a sense of identity to members of the organization, and culture functions as a mechanism for making meaning and control that guides and shapes attitudes and behaviors in employees. Robbins (1996) suggests seven primary characteristics that are the essence of the culture of an organization are: Innovation and risk taking that show the extent to which employees are encouraged to be innovative and dare to take risks, attention to details that show the extent to which employees show accuracy and attention to details, results oriented that shows the extent to which management focuses on results rather than attention to the techniques and processes used to achieve these results, orientation to individuals that shows the extent to which management decisions take into account the effect of results on each member in the organization, orientation on team that shows the extent to which work activities are organized on the team not on individuals, aggressiveness that shows the extent to which members of the organization have aggressiveness and are always competitive in carrying out the work, and stability that shows how can organizations maintain a good organizational culture.
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ORGANIZATIONAL CULTURE AND CORPORATE ENTREPRENEURSHIP

ORGANIZATIONAL CULTURE AND CORPORATE ENTREPRENEURSHIP

ABSTRACT: Keeping and increasing competitive advantages in a relatively longer period of time has become very difficult and challenging for businesses. In order to survive in a very turbulent business environment, large organizations are under the pressure of constant changes while struggling to overcome what has been done in the near past. The business strategies that are based on passive adaptation to changes increasingly give way to the innovation-based proactive strategies, which means the implementation of different forms of corporate entrepreneurship. Corporate entrepreneurship has become necessary precondition for sustainable business development. One of the key elements of corporate entrepreneurship model relates to the creation of an adequate organizational culture that includes referent values of entrepreneurial culture as well as motivational factors that support effective implementation of these values in the corporate environment and foster entrepreneurship to grow and flourish.
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Impact of Change, Culture and Organizational Politics on Organizational Learning

Impact of Change, Culture and Organizational Politics on Organizational Learning

Demographic section comprised of gender, age, education and occupation of the respondents. Subjective section comprised of organizational change, organizational culture, organizational politics and organizational learning. Sample size for the study was 300 but 129 managers, 54 employees, 76 faculty members and 5 students wereincluded to get responses for analysis. 300 questionnaires were distributed and 264 out of 300 were received completed questionnaires at the response rate of 88%.A survey instrument in the form of close ended questionnaire was developed for the purpose of collection of data. Survey consisted of 40 items to gather responses from managers, employees, faculty members and students while 5 point Likert scale was used to measure these responses. Data was collected from educational, banking and industrial sectors with stratified random sampling technique. The target population of this research was University of the Punjab Gujranwala Campus, Gift University, Bank of Punjab, Habib Bank Limited, United Bank Limited, Bank Alfalah Limited, Coca Cola Company and Strategic Systems International Lahore. The participants were 17% female and 83% male.
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Denison Organizational Culture Survey

Denison Organizational Culture Survey

Organizational culture is often seen as an important but elusive phenomenon. Everyone speaks of the importance of organizational culture, particularly since the landmark publication of Peters' and Waterman's In Search of Excellence in 1982. However, many executives and organizational change specialists are hard pressed to claim that they can diagnose a culture with the precision needed to improve it and strengthen an organization's performance. By and large, academic research on culture has not supported the efforts of practitioners. It is often theoretical or based on qualitative case studies that can not be reliably replicated in the field. There is a body of survey research, which claims to measure culture, but it is usually limited to questions about organizational climate; about how the organization feels to its employees. However, that is an indirect and limited way of getting at the features of culture that are most important according to major theorists and popular business writers. A culture is based on a widely shared underlying set of beliefs and values that actually affect a broad range of behaviors.
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Experiences of military culture and identity

Experiences of military culture and identity

Previous research has reported that the embedded military identity can challenge reintegration into civilian life (Buell, 2010), requiring a reorganisation of the self and prevailing narratives (Grimell, 2016). The individualist context of western civilian life is argued to be counter to the collectivist hierarchical military culture (French, 2005; Grimell, 2016), thus reintegration can be experienced as a ‘culture shock’, transitioning from the ‘black and white’ world of deployment to the uncertainty and unpredictability of civilian life. As reported by their regular colleagues, upon return to civilian life, participants described significant feelings of sadness surrounding the loss of military comrades, and their military identity (Brunger, Ogden & Serrato, 2013). Challenges with transition from military to civilian are widely reported in the literature, but this has been focused on the transition of regular personnel at the point of discharge from the military (Gilbey et al., unpublished thesis). The current research highlights that reservists experience similar challenges, but with the additional potential for multiple transitions between military and civilian identities.
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FOOD: IDENTITY OF CULTURE AND RELIGION

FOOD: IDENTITY OF CULTURE AND RELIGION

Food plays an important role in the lives of families in most cultures. However, the degree of importance varies from culture to culture. In many families, activities and ceremonies center on cooking and eating habits. A host family demonstrates its prosperity or societal rank by providing large quantities of food. Among other families in other locations, activities and celebrations include food, but food is not necessarily the center of the event. Food traditions vary widely throughout the world. Even among people who share similar cultural backgrounds and some of the same food habits, eating patterns are not identical. Further, families vary from their own daily routines on holidays, when traveling, or when guests are present. Men eat differently from women. People of different age groups eat differently. However, in most parts of the world, food is associated with hospitality and expression of friendship. Therefore, sensitivity to food rules and customs is important in building and strengthening cross-cultural relationships. As food culture has undergone transformations and developments, so has it also caused changes in some places? Without discarding its own customs and traditions, food culture in many regions could gain a new visual identity, and help us to better understand our own culture and those of others. The multicultural character of contemporary different cuisines is the result of the specific circumstances in which regions identify themselves, and yet its authenticity and cultural preservation is maintained. It does not seem easy to define food as a means of communication, before we try to answer some of the following questions: What is it about food that makes it an especially intriguing and insightful lens of analysis? What questions about food ways still need to be addressed? How has food regimes changed through time? How does the universal need for food bind individuals and groups together? What sort of changes at the personal, community, national or international levels could contribute to a more equitable food system?
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MANAGER'S ASSESSMENT OF ORGANIZATIONAL CULTURE

MANAGER'S ASSESSMENT OF ORGANIZATIONAL CULTURE

The basic elements of culture of managerial activities include a series of questions, starting from personal culture, throughout the cultural organization of the workplace, the culture of written and oral communication, behavior towards co-workers, subordinates, illustrating thereby the importance of this matter that contributes to the process of innovation of industrial business systems. Dimensions of organizational culture will influence the process of innovation significantly only when required measures are taken. These specific measures extend the boundaries of regional innovation system in the industry. This policy is aimed at promoting the region due to its industrial sector [13].
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Stability and Flexibility of the Organizational Culture

Stability and Flexibility of the Organizational Culture

depending on whether they are employed in domestic or foreign company. Factors of organizational culture according to Denison model. 73[r]

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ORGANIZATIONAL CULTURE AND THE RENEWAL OF COMPETENCE

ORGANIZATIONAL CULTURE AND THE RENEWAL OF COMPETENCE

written by Maria Tereza Leme Fleuryin the journal „Brazilian Administration Review‟ in the month of Jan-Mar, 2009, vol. 6, issue no. 1, the author says that, some of the common topics are competence and culture and these are the portion of the academic agenda & are commonly deliberated during the ongoing debates within organizations. He says that, however the interactions between these two concepts and their interdependence are yet to be analyzed. According to him these were the sections of organisational phenomena which may even be contradictory or even complimentary. The objective of the research was to deliberate on the linkage amongst these 2 subjects. Here he tells us, how culture in the organisational does improve or endanger the process of developing latest capabilities. This research suggests a preliminary intrusion in this discussion, reconsidering the thought of culture & cross checking that with idea for competence; two case studies of Brazilian firms are presented in order to illustrate this debate. Those are areas of organizational phenomena that might be complementary or even be contradictory. The author concludes that, the objective of this article was to discuss two concepts: competence & culture, enquiring the linkages amongst these. If culture impacts the organisations method of being and of performing activities, one can determine that, it also impacts decision in regards to purchase or the resource development & their enrolment to create positive outcome. Hence, cultural practices will be able to provide guidance & hold the improvement of particular capabilities to the disadvantage of others, which are relying on their configuration.
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A study of the organizational culture of Panorama

A study of the organizational culture of Panorama

Leaders must understand the current culture and identify where it differs from the desired culture in order to implement a successful culture change program (Bate, 1994;.. Mainelli, 199[r]

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THE INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION

THE INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION

Job satisfaction is also an early sign of organizational commitment (Lund, 2003). Organizational commitment will grow if work expectations are met by the organization. With the fulfillment of such work expectations, it will bring a sense of job satisfaction. It is clear that job satisfaction has a strong relationship with organizational commitment. Job satisfaction has a positive influence on organizational commitment. It means that the greater job satisfaction perceived by employees then the organization's commitment is also higher. In other words, if job satisfaction of the employee increases then organizational commitment of the employee will also increase, (Naves, 2003). There is a reciprocal relationship from the side of job satisfaction with organizational commitment. Based on the description above, conceptual framework model of the study can be described as in Figure 1 below.
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Effect Of Organizational Culture, Rewards, Competence, And Organizational Citizenship Behavior

Effect Of Organizational Culture, Rewards, Competence, And Organizational Citizenship Behavior

Abstract: The purpose of this study is to knowing the Effect of Organizational Culture, Rewards, Competence, and Organizational Citizenship Behavior (OCB) on the Performance of Hotel Employees in Batam City with Organizational Commitment as Intervening Variables. Respondents used in this study were four-star hotel employees in Batam City with a total of 221 respondents. The method of data analysis uses multiple linear data analysis and by using the Amos SEM program. The results of the study concluded that organizational culture has a significant effect on performance. Organizational culture has a significant effect on organizational commitment, the better the organizational culture, the stronger the organizational commitment of employees, the reward system has a significant effect on organizational commitment, the better the reward system the stronger organizational commitment of employees, the better the organizational commitment, the stronger employee organizational commitment, OCB influences towards organizational commitment, the better the OCB behavior of employees, the stronger the organizational commitment of employees, OCB affects employee performance, the better the behavior of OCB employees, the higher the performance and organizational commitment influences employee performance, the better organizational commitment the better performance of hotel employees four stars in Batam City.
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Organizational Culture and Organizational Commitment in Software Product Line Institutionalization: the Perspective of Organizational Change

Organizational Culture and Organizational Commitment in Software Product Line Institutionalization: the Perspective of Organizational Change

Abstract: This study aims to investigate what factors of organizational culture are associated with successful institutionalization of software product line and to explore if organizational commitment has a mediation effect on the relationship between these factors of organizational culture and software product line performance. To do this, this study collected data from 352 employees of a Korean company by survey method. Also, a structural equation modeling has been taken. As a result, as a result of the three organizational cultural types first proposed to take into account the features of the software engineer, result-oriented culture, open system culture, and employee-centered culture increase their commitment to the organization. Second, software engineers' emotional commitment to organizations improves SPL performance. Finally, software engineers' emotional, organizational commitments mediate the relationship between employee-centric culture and SPL performance. This study is the first one to show the organizational culture types associated with psychological contracts and to understand how these organizational cultural types affect software product line performance through organizational commitment. The results of this study provide conceptual insight to administrators who want to find organizational culture types without sacrificing software product line performance.
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Knowledge Sharing, Organizational Culture, Intellectual Capital, and Organizational Performance

Knowledge Sharing, Organizational Culture, Intellectual Capital, and Organizational Performance

An organizational culture which was coupled with a good intellectual capital failed to make the company ’ s performance better. This was possibly due to the fact that the organizational culture in those companies ran better than the management of intellectual capital done by the company. Additionally, according to resources based theory, organizational culture and intellectual capital were the unique, hard-to-imitate resources, both of which created competitive advantage and values for companies. The research result also showed that the top management played a more dominant role in managing their organizational culture than in managing their intellectual capital. For that reason, the influence of organizational culture on organizational performance could not be mediated yet by intellectual capital, since IC was still not utilized optimally by the management as compared to the organizational culture.
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Culture and Identity: Linking Iranian Identity Components and Cultural Dimensions

Culture and Identity: Linking Iranian Identity Components and Cultural Dimensions

Iranian identity cannot be conceived of as a uniform monolithic concept. But, thanks to certain upheavals in the history of the country, it has turned into the triple concept of national/Islamic/modern. Hofstede’s (2001) cultural framework represents a well-validated operationalization of culture based on six cultural dimensions (power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, short-term/long-term orientation, and indulgence/restraint) and this study explores the association between these dimensions and the three components of Iranian identity. To this end, the Cultural Dimensions Scale (CDS) along with the Cultural Attachment Scale (CAS) were administered to a sample of Iranian university students. Multiple Correspondence Analysis and Multiple Regression Analysis were employed for data analysis. The results revealed a significant relationship between cultural dimensions and the identity components. It was also found that indulgence is the sole predictor of National Identity, whereas Religious Identity has four predictors, namely, power distance, collectivism, uncertainty avoidance, and short-term orientation. And, Western Identity is predicted by power distance and individualism. Finally, the results were discussed and implications for soothing Iranian identity crisis through cultural interventions were provided.
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