Bringing corporate culture to the bottom line

Up to now managers could find little evidence to support the idea that the organization's culture has an impact on its bottom-line performance. To remedy this, Denison draws on survey and performance data from 34 large corporations to show that those that have participative cultures experience better performance than those that do not. This difference in performance appears to have widened over the five years that these firms were studied. The results also hold up when the performance measures for each firm (return on investment and return on sales) are compared with those of their competitors. Denison suggests that this comparative approach to the study of organizational culture provides a way to capture the impact that culture has on organizational performance. This strategy, he argues, also provides a way of diagnosing organizations and measuring the ways in which human resources management, organizational culture, and management practices do, in fact, contribute to the success of business organizations.     

High level of education builds up strong relationship between organizational culture and organization performance in Pakistan

Organizational culture is an important aspect to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to elaborate the dimensions of cultural construct in organizations of diversified sectors and their implications in Pakistan. Ten organizations were selected for the study. Four hundred and seventy eight questionnaires were received from these organizations. The questionnaires consisted of three parts, of these, the first part had nine elements that were related to organization and personal profile of the respondents, whereas the second part consisted of 60 elements of cultural construct, namely mission, adaptability, consistency, and involvement. In the third part, dependent variable appears as organization performance and was evaluated by asking eight questions. Results are revealed in two models: according to the first model, organization performance increases from negative 56% to positive 92% due to organizational culture with respect to education. And the second model is also significant at the 95% of confidence level (p < 0.05), and there is a positive relationship between independent and dependent variables. Organizational culture is an essential part of organizational success. Core organizational values typically emphasize special themes such as performance excellence, innovation, social responsibility, worker involvement, and quality of work life. Literacy rate in Pakistan is far below the literacy rate in developed countries. Educated employees play an important role in enhancing organizational performance, particularly in corporate setup. To measure affects of education on organizational performance through its construct involvement, consistency, adaptability, and mission have been endeavored in this study.     

Human resource flexibility,organizational culture and firm performance: an investigation of multinational firms in Hong Kong

This article explores the relationships between human resource (HR) flexibility, organizational culture, and organizational performance. Drawing on previous works, we develop a conceptual model that links the constructs together. It is hypothesized that the three sub-dimensions of HR flexibility (i.e. employee skill flexibility, employee behaviour flexibility, and HR practice flexibility) affect adaptability culture, which in turn impacts HR-related and market-related outcomes. The data were collected via a questionnaire survey of HR directors/managers in multinational corporations (MNCs) in Hong Kong. The results of structural equation modelling (SEM) reveal the positive effects of employee behaviour flexibility and HR practice flexibility on adaptability culture. Employee skill flexibility, however, exerts no such effect. Further, adaptability culture is found to affect both HR-related and market-related performance in a positive manner.     

The “frequency divide”: implications for internet-based surveys

Those who use the internet more frequently are more likely to notice a request to participate in a survey than less frequent users. The frequency of internet use is thus likely to affect the likelihood of participation in internet-based surveys. If frequent and infrequent users are different in relevant features, this could influence survey estimates. This study aims to identify which demographic characteristics most differentiate frequent and infrequent users of the internet and whether those distinctions have an influence on substantive responses. The effect of internet usage frequency when conducting internet-based surveys on specific subgroups of the population is also examined. Results suggest that frequent and infrequent users are different both in demographic characteristics and substantive estimates. Differences in substantive estimates are also found when comparing frequent and infrequent users in the 15–24 years subgroup. Weighting can reduce the discrepancies found for most of the substantive estimates, but the differences between frequent and infrequent users remain statistically significant for some specific items.     

基于业务相关性的母子公司文化控制与子公司绩效研究

组织文化的研究大多以单体企业为对象,本文将企业文化的研究提升到了母子公司文化控制的高度,在理论与实践结合的基础上构建了文化控制量表,并探讨了文化控制强度与子公司绩效的关系。结果表明,母子公司文化控制强度对子公司绩效有显著的正向影响,并且母子公司的业务相关程度越高,这种影响越显著。本文同时认为母子公司文化控制应注重母子公司间的文化培训沟通、行为模式、组织凝聚力和制度一致性四个方面。     

Shared values make a difference: An empirical test of corporate culture

Is the recent popular management literature on corporate culture and cultural values just a passing fad or is it highlighting some fundamental organizational realities? The results from a recent nationwide survey of American managers shows, we are convinced, that clearly articulated organizational values do make a significant difference in the lives of employees, as well as in their organization's performance. This article is an effort to integrate this broad-based data on individual managers' values with the reported experience of successful organizations that pay careful attention to their culture. It also offers ideas on how human resource managers can facilitate the alignment of personal and organizational values.     

Multi-factor of cultural values: a confirmatory factor analytic approach

All organisations is unique and thus practise different cultural values in the context of an organisation. Determination of values that constitute to the organisation is of challenging task. Therefore, this paper expounds the value-based culture that is related to the performance of the organisation based on the literature review and expert’s view. This study aimed at testing the psychometric properties of the questionnaire of value-based culture items of performance measurement based on the value-based total performance excellence model. 400 questionnaires were distributed to the selected Institution of Higher Learning (IHL) i.e, the public university of Malaysia. The data collected was analysed using predictive analytics software and analysis of moment structures software, both version 18. Structural Equation Modeling (SEM) technique i.e., the confirmatory factor analysis (CFA) approach was employed to test the 6-factor hypothesized model of the value-based cultures which consisted values of citizenship, consultation, caring, trust, respect and quality. The result suggested that 2 core values i.e., consultation and trust that dominantly explained the university’s culture in the selected university from the proposed of 6 core values in the hypothesized model. The findings also paved the way forward for empowering value-based cultures especially at the IHL. However, future research should be conducted to reaffirm this model to represent the values embraced by the universities in Malaysia.     

Determining the influence of national culture: insights into entrepreneurs’ collective identity and effectuation

While prior research demonstrates that an entrepreneur’s behavior and perceptions are essentially shaped by national culture, little is known about how cultural values impact effectual behavior among entrepreneurs. We outline a conceptual model of how entrepreneurs’ effectual behavior is shaped by collective identity under different levels of cultural conditioning (i.e., national cultural values). Based on a survey of 235 Thai and German entrepreneurs we analyze the impact of Hofstede’s cultural dimensions of power distance, individualism, masculinity, and long-term orientation on the relationship between collective identity and effectuation. Results show that national culture is dispositive for the causal effects of collective identity on effectual behavior. Our findings demonstrate that the entrepreneur’s effectual behavior differs due to their national cultural conditioning.

     

企业间知识转移的影响因素和作用结果

采用元分析技术,对中国企业间知识转移的影响因素和作用结果的研究进展进行了系统、定量的阶段性总结,并与西方背景下的研究结论进行跨文化比较。研究发现,企业规模、知识吸收能力、网络密度、网络中心性、信任水平、关系强度共享愿景和价值观与企业间知识转移之间显著正相关,知识模糊性和文化距离与企业间知识转移之间存在显著负相关,企业间知识转移与企业创新能力和绩效水平之间显著正相关。在中西方背景下,知识模糊性、企业规模、信任水平、关系强度、文化距离、创新能力和绩效水平与企业间知识转移之间的关系强度存在较大差异,而吸收能力、网络密度、网络中心性、共享愿景和价值观与企业间知识转移之间的关系强度差异不大。     

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

The importance of enhancing employee organizational commitment (EOC) is highlighted by the extensive literature revealing its positive impact on employees' job performance, reducing absenteeism and turnover rates, and improving employees' adaptability to organizational change. This study provides an insight into how EOC levels can be enhanced by examining the contextual factors that can influence EOC. Specifically, the study examines the association between cultural, organizational, and demographic factors with the level of EOC in the Australian manufacturing industry. Data were collected by a survey questionnaire from a random sample of 500 managers with the results revealing that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis provides a preliminary insight into how to enhance the EOC of specific managers with different cultural and organizational factors found to be associated with the EOC of managers at different levels in the organizational hierarchy. The findings have important implications for practitioners attempting to improve the level of EOC of their employees with the subsequent enhancements in the level of EOC likely to contribute to improvements in productivity and growth in the Australian manufacturing industry.     

The role of project management maturity and organizational culture in perceived performance

This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey‐based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results‐oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project‐based organizations.     

Cultural values and public policy: The case of international development aid

This paper investigates whether the quantity and character of aggregate expenditures on foreign aid by donor governments are related to the cultural values held by the people of the donor countries. In particular, we study whether any association exists between three measures of donors’ foreign aid expenditures and two dimensions of culture. We find that the shares of national income governments spend on aid, the proportion of total aid provided in the form of grants, and the proportion of aid directed to humanitarian relief are all related in statistically significant and quantitatively important ways to the location of the cultural values of people in the donor countries on two continua, one from “traditional” to “rational” beliefs about social organization and authority, and the other from “survival” to “self-expression” as the focus of individual aspirations. These results contribute to our understanding of the political economy of aid, and to a growing literature on how culture shapes economic policies, institutions, and performance.     

基于Denison模型的中小民企组织文化的现状研究

对于中小民营企业主而言,组织文化是企业稳定发展和成长重要的资源,如何真正有效地引导中小民企将企业主自身的领导风格与组织文化进行有效的连接,并促使深层组织文化的落地,将是一个重要的挑战。本课题在已有研究成果基础上,运用Denison模型,设计了企业文化问卷,对近50家具备一定规模的中小型企业进行相应的调查,分别从参与性层面、适应性层面、使命感层面和一致性层面调查分析中小民营企业的组织文化状态,以便进一步深化中小民营企业深层组织文化研究。     

How does cultural intelligence affect organisational culture: the mediating role of cross-cultural role conflict,ambiguity, and overload

Drawing on the tenets of role stress theory for insight into the cross-cultural and relational effects of role stressors, adaptability and organisation, we explain the mediating effect of these stressors to identify the extent of relationships across a broad scope of cultural settings. The current study examines cross-cultural role conflict, ambiguity and overload – the three role stressors – as mediators of the relationship between cultural intelligence and organisational culture. Survey data were collected from 299 employees across high-risk industries in four countries: Australia, the United Kingdom, United States of America and Singapore. Results demonstrated that cultural intelligence is positively related to organisational culture, while cross-cultural role conflict, ambiguity and overload are negatively associated with organisational culture. Moreover, results from mediation analysis highlighted that cross-cultural role conflict, ambiguity and overload partially mediate the relationship between cultural intelligence and organisational culture, providing a broader understanding of its connective influence both locally and in a cross-border setting. Implications for theory and managerial practice, along with avenues for future research, are discussed.     

Cognitive interviewing and factor-analytic techniques: a mixed method approach to validity of survey items measuring national identity

This paper explores the possibilities of method triangulation between two methodological approaches for assessing the validity performance of survey items: cognitive interviewing and factor analytic techniques. Although their means of approaching validity differ, both methods attempt to prove whether a measure corresponds to a theoretical (latent) concept (e.g. patriotism vs. nationalism), thus both are concerned with the question, whether an indicator measures what it is supposed to measure. Based on two representative samples for Austria [data gathered within the framework of the International Social Survey Program (ISSP) on National Identity in 1995 and 2003] and 18 cognitive interviews conducted between 2003 and 2005, the paper shows the considerable advantages of using a multi-method approach for ensuring the quality of survey items. On the one hand, we apply exploratory and confirmatory factor analysis in order to identify poorly performing indicators with regard to validity and reliability. On the other hand, the analysis of the cognitive interviews reveals the substantial sources of response error. Results show that to a large extent, respondents do not understand the items that have been defined to measure national identification and related concepts in Austria the way intended by the drafting group of this ISSP Module, a fact that has considerable implications on the scales’ predictive power.     

Why and when organizational culture fosters affective commitment among knowledge workers: the mediating role of perceived psychological contract fulfilment and moderating role of organizational tenure

Drawing on Denison and Mishra (1995)’s framework of organizational culture, this study examines why and when organizational culture is related to knowledge workers’ affective commitment. Data were collected from 640 employees working in three high-technology companies in China. The findings indicate that the relationship between organizational culture and affective commitment is mediated by perceived psychological contract fulfilment. In addition, organizational tenure moderates the relationship between two external dimensions (i.e. adaptability and mission) of organizational culture and perceived psychological contract fulfilment. This study extends the current theoretical framework of organizational culture by demonstrating the underlying mechanism and the boundary condition of the relationship between organizational culture and affective commitment. The findings also provide practical implications for international managers to design appropriate human resource management policies and practices in China.     

Determining paths of innovation: The role of culture on the adoption on organic farming management

The aim of this paper is to understand whether national culture is linked with operative performance of organic agriculture. The ultimate goal is, indeed, to measure the impact of social change on technical innovation and sustainability issues. We built an econometric model where the impact of some of the six dimensions of national culture by Geert Hofstede is tested on inputs and outputs of organic production, on a country-based scale. We collected data about the evolution of organic agriculture through the last two decades, extracting data about 27 countries of the European Union from 2000 to 2017. We tested the dataset into two passages: we first employed a DEA model to assess efficiency of organic farming, and then we correlated results to Hofstede 6-D model of national culture. We observed the existence of a relationship between culture and innovation, explaining the importance of determined values in people's management within the firm. The operative performance of organic agriculture is linked to determined culturally influenced business values. We used efficiency results as variables for measuring innovation approach based on cultural models. It has been enhanced the relevance to the nexus innovation-culture approaching to one of the most innovation-resistant industrial sectors.     

Culture and Accountants' Perceptions of Environmental Reporting Practice

This paper seeks to investigate and interpret the possible link between culture and the perceptions of accountants on corporate environmental reporting practices (ENRPs) on a two‐country basis, i.e. between Malaysia and Australia. Using Hofstede's (1980) and Gray's (1988) cultural value framework, the paper employs a qualitative approach through interviews conducted with corporate accountants in publicly listed companies in Malaysia and Australia. It is revealed that ENRPs in both countries are influenced by cultural values, in particular collectivism, high uncertainty avoidance, uniformity, conservatism and secrecy. Despite the fact that types of cultural and sub‐cultural dimension pertaining to reporting practice in Malaysia and Australia are similar, mixed findings are found when compared with national cultural values (Hofstede, 1980) and sub‐cultural values (Gray, 1988). The consistencies of cultural dimensions found in ENRP in these two countries and the orientation of the practice across nations indicate a promising move towards standardization and harmonization of successful implementation of environmental accounting and reporting. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment     

An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals

Organizational culture might influence results, especially in public healthcare organizations characterized by strong professional control. This study investigates whether a specific culture type is most effective in fostering performances. We assess organizational culture through Competing Values Framework and use multivariate regression analysis to test the relationship between dominant culture and competitiveness and financial results. Based on 529 responses from senior managers of 59 organizations, we found that dominant rational and hierarchical culture types are associated, respectively, with higher competitiveness and better financial results. Enhancing a specific performance dimension might require cultural changes aimed to align values with targeted results.     

Efficient entrepreneurial culture: a cross-country analysis of developed countries

Entrepreneurship, together with national cultural values, may improve a country’s GDP levels. Under this hypothesis, the aim of this paper is to analyse the relationships between the levels of entrepreneurship, cultural values, and of GDP per capita in a sample of 27 developed countries, by identifying an efficient combination of culture and entrepreneurship variables, under the concept of efficient entrepreneurial culture, that maximises GDP per capita. Through the application of Data Envelopment Analysis (DEA) methodology, nine countries have been identified as having an efficient entrepreneurial culture. The implications derived for policy-makers are substantial, since a better understanding of cultural effects on entrepreneurship can lead to improvements in the design of governmental programmes that foster cultural values related to high-quality entrepreneurship.