Declared versus actual organizational culture as indicated by an organization's performance appraisal

This study examines the incompatible aspects of the declared and actual organizational norms as cultural aspects. Data were drawn from a performance evaluation conducted in a large multinational pharmaceutical organization. The selected evaluation dimensions are based on the publicly articulated behavioral norms stated by top level management. The empirical model partially supported the hypothesis. Two predictors, intrinsic normative motivation dimensions and professional behaviors, showed some overlap between the declared and the actual evaluative behavior norms. One implication of this study is that organizations should make a substantial effort to instil their desired vision and norms among their members.     

The influence of cultural context on the relationship between gender diversity and team performance: a meta-analysis

The impact of gender diversity on team performance has become a central topic in the field of human resource management for researchers and practitioners alike. Extant research provides conflicting evidence on the relationship between gender diversity and team performance. To resolve these contradictory findings, we meta-analyze the relationship between gender diversity and two performance outcomes, namely task performance and contextual performance. Grounded in categorization-elaboration model, we simultaneously consider the positive and negative aspects of gender diversity. We further examine the effect of cultural context as a moderator on the relationship between gender diversity and team performance. Based on 71 independent samples from 68 studies published between 1996 and 2013, we find a significant negative relationship ( ? 0.10) between gender diversity and contextual performance. Additionally, we find that the cultural dimensions gender egalitarianism and collectivism have significant moderating influences on the relationship between gender diversity and task performance.     

Development of a project management model for a government research and development organization

This article presents the results of an undergraduate project to develop a project management model for integration into a government research and development (GR&D) organization. The project was divided into three main phases: literature review, creation and execution of an organizational culture survey, and the development of a project management model compatible with GR&D organizations. It was found that, although there are cultural gaps between the GR&D and project management cultures, it is possible to bridge these gaps by a combination of training, organizational structure, and the application of project management techniques blended to match the type of research project and fundamental cultural assumptions.     

技术创新驱动的企业创新绩效:基于有调节的中介效应分析

在技术创新驱动下,以组织韧性为中介变量、组织文化为调节变量对企业创新绩效进行研究。通过引入组织韧性这一中介变量,实现从技术创新到创新绩效的蜕变,有效解决技术创新绩效实现过程中存在的问题。研究表明,技术创新对创新绩效有正向影响,组织韧性在技术创新-创新绩效之间具有显著中介效应,组织文化对技术创新-创新绩效之间的正向关系具有显著的调节效应。可见,组织韧性与组织文化都是企业实现创新绩效的重要资源。因此,企业应重视人力资源开发,为企业提供开放的文化环境;提高组织韧性能力,特别是企业的学习能力和适应能力;通过创造良好的组织文化环境,为实现组织的创新绩效创造条件。     

基于组织文化隐喻视角的网站建设评估框架

网站建设的评估有多种视角,但很少有人从组织管理的角度去研究。本文的目的是以组织文化的隐喻视角,分析评估网站建设。本文通过学习六种组织文化分析理论,将网站系统建设视为一类特殊的组织建设进行评估,并构建了一个以组织成员和网站组织系统的关系为基础的网站建设的评估框架,以期更客观更全面的评估网站建设,为网站系统建设评估提供一个评价参考。     

In search of management development in Europe: from self-fulfilling prophecies to organizational competence

This paper gives an overview and a critical analysis of the concept of High Flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge- and service-based organizations, strengths and weaknesses of traditional management development programmes are discussed. In particular, the so-called ‘fast-track’programmes for high-potential employees are presented. This analysis shows that, although management development is supposed to be a vital contributor to organizational competence, learning, and change, High Flyer Programmes are (still) mainly an instrument for individual and personal career development. An alternative interpretation of management development is presented which emphasizes the match between personal growth and organizational learning and which links career, organization development and competitive advantage of the organization. In conclusion, implications for practice and research are discussed.

Quantitative results from the most recent Cranfield Network on European HRM Survey are presented and analysed.     

Pay Dispersion and Organizational Performance in Korea: Curvilinearity and the Moderating Role of Congruence with Organizational Culture

This study examines the curvilinear relationship between pay dispersion and organizational performance. According to the pay dispersion literature, a large pay gap has benefits and drawbacks for organizational performance because employees can feel motivated or demotivated depending on the degree of pay dispersion. We investigate the possibility of nonlinearity in the context of these countervailing forces, and aim to uncover the condition under which the positive effect of high pay dispersion prevails. Our empirical analysis of data from 436 Korean cross-industry firms shows that pay dispersion and organizational performance have an inverted U-shaped relationship. Moreover, when a pay scheme matches current organizational culture, the positive relationship between pay dispersion and organizational performance is more pronounced. We discuss the implications for future compensation research and practice.     

《“十二五”文化纲要》与大型国企转型期的企业文化建设

日前,《国家"十二五"时期文化改革发展规划纲要(》以下简称《纲要)》出台,而大中型国有集团企业正加紧整合、重组及调整,步入转型发展期。结合《纲要》,多元员工、多元文化冲击下的大型国有传统企业在转型发展期应突出建设具有中国特色的现代企业文化,不断增强企业的凝聚力、向心力,打造具有核心竞争力的现代企业文化。     

Socio-Cultural Values and Organizational Culture

SUMMARY

This exploratory study examines if certain dimensions of the socio-cultural values could explain certain types of organizational culture. The proposition merits investigation because it has important implications for local as well as international and global companies. The study first investigates employees' perceptions of the existing and preferred cultural orientations in four Jordanian organizations, and then it compares the results with other studies conducted in other cultures (American and South African). In Jordan data were collected by means of Harrison and Stokes survey for diagnosing organizational culture, the same instrument used in the USA and in South Africa. The study concludes by suggesting that in certain countries the national culture's effects may appear in a particular dominant organizational culture, that is desired by the management, but not actually preferred by employees. This implies that it is more beneficial for international and transnational corporations to develop “strong” cultures rather than to encourage local units to adapt to their national cultures.     

基于我国组织文化背景的关联绩效提高

组织文化与关联绩效是企业经营管理的两个重要方面,本文以中国的文化为背景,着重从人际和谐与集体主义两方面探讨了组织文化与关联绩效的结合,希望能为以后关联绩效在中国的研究与发展提供一些帮助。