Organizational Culture and its Impact on Behavior and Performance
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This article discusses the definition and importance of organizational culture, its impact on behavior and performance, benefits of a strong corporate culture, ways to improve organizational culture, and stages of socialization. It also provides subject-specific study material, solved assignments, essays, and dissertations on organizational culture at Desklib.
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Running head: ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE
Name of the Student
Name of the University
Author Note
ORGANIZATIONAL CULTURE
Name of the Student
Name of the University
Author Note
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1ORGANIZATIONAL CULTURE
Table of Contents
Answer to Question 1......................................................................................................................2
Answer to Question 2......................................................................................................................4
Answer to Question 3......................................................................................................................6
Answer to Question 4......................................................................................................................9
References......................................................................................................................................12
Table of Contents
Answer to Question 1......................................................................................................................2
Answer to Question 2......................................................................................................................4
Answer to Question 3......................................................................................................................6
Answer to Question 4......................................................................................................................9
References......................................................................................................................................12
2ORGANIZATIONAL CULTURE
Answer to Question 1
Organizational culture can be described as the beliefs, assumptions and values that exist
in an organization which contributes to the psychological environment of an organization. It
includes the experiences, philosophy and expectations of the top management that is passed
down to the junior management. These passed down components tends to guide the behavior of
the different members who are present in the given organization1. The given behaviour is often
reflected by the image of the self, inner workings, interactions with the outside world and the
future expectations of the firm. These rules have developed over time and are considered valid
among the different team members.
The norms of the organization which comprises of its vision, mission and objectives are
also considered to be a part of the organizational culture. It represents the assumptions and habits
of the key founders.
The given definitions state down the different definitions of organizational culture and
basically stresses upon the way things are carried out in the workplace, other definitions may
also constitute of the employee behavioral components and the influence of culture.
1 Amazonaws.com(2018) S3.amazonaws.com
https://s3.amazonaws.com/academia.edu.documents/39961909/Organizational_Culture_and_Innovation_
-_Meta_Analysis.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1524758743&Signature=IlXeBp
%2F1RiXKlUcM25k6Xx5IQFQ%3D&response-content-disposition=inline%3B%20filename
%3DOrganizational_Culture_and_Innovation_A.pdf
Answer to Question 1
Organizational culture can be described as the beliefs, assumptions and values that exist
in an organization which contributes to the psychological environment of an organization. It
includes the experiences, philosophy and expectations of the top management that is passed
down to the junior management. These passed down components tends to guide the behavior of
the different members who are present in the given organization1. The given behaviour is often
reflected by the image of the self, inner workings, interactions with the outside world and the
future expectations of the firm. These rules have developed over time and are considered valid
among the different team members.
The norms of the organization which comprises of its vision, mission and objectives are
also considered to be a part of the organizational culture. It represents the assumptions and habits
of the key founders.
The given definitions state down the different definitions of organizational culture and
basically stresses upon the way things are carried out in the workplace, other definitions may
also constitute of the employee behavioral components and the influence of culture.
1 Amazonaws.com(2018) S3.amazonaws.com
https://s3.amazonaws.com/academia.edu.documents/39961909/Organizational_Culture_and_Innovation_
-_Meta_Analysis.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1524758743&Signature=IlXeBp
%2F1RiXKlUcM25k6Xx5IQFQ%3D&response-content-disposition=inline%3B%20filename
%3DOrganizational_Culture_and_Innovation_A.pdf
3ORGANIZATIONAL CULTURE
The organizational culture is communicated to the different employees by the leaders of
the organization. Leadership guidance is necessary to inculcate culture in an organization. Very
often culture and organizational behavior were considered to be essential components of one
another, which stressed upon the fact that organizational culture is an essential factor for the
success of an organization2.
Organizational culture was taken to be an essential component of the success of an
organization and a deep relationship was found to exist between the culture of an organization
and the behaviour of the firm. It is belied that the kind of culture that exists in an organization
tends to have a huge impact on the behavior of the different members. This is because it is stated
that the behavior of the members of an organization is greatly influenced by the behaviour of the
senior management and the concepts that they pass down. The higher authorities are bestowed
with the responsibility of encouraging the behavior of the employees. Given are certain ways in
which organizational culture and organizational behavior tend to have an effect on one another.
The social focus or the task focus conflict often exists whereby a company has to decide
whether they are required to improve relationships or finished the tasks assigned. Another
conflicts exists whereby the organization follows the task view of the team view. The third
conflict relates to whether the company needs to cost control or to satisfy the customers. It is also
a determinant of the power distance relationship between the organization. It is reflected by how
a CEO carries himself out or not.
2 semanticscholar.org(2018) semanticscholar.org
https://pdfs.semanticscholar.org/cd93/a5d7794ba9a73d78430e986db1271c814c07.pdf
The organizational culture is communicated to the different employees by the leaders of
the organization. Leadership guidance is necessary to inculcate culture in an organization. Very
often culture and organizational behavior were considered to be essential components of one
another, which stressed upon the fact that organizational culture is an essential factor for the
success of an organization2.
Organizational culture was taken to be an essential component of the success of an
organization and a deep relationship was found to exist between the culture of an organization
and the behaviour of the firm. It is belied that the kind of culture that exists in an organization
tends to have a huge impact on the behavior of the different members. This is because it is stated
that the behavior of the members of an organization is greatly influenced by the behaviour of the
senior management and the concepts that they pass down. The higher authorities are bestowed
with the responsibility of encouraging the behavior of the employees. Given are certain ways in
which organizational culture and organizational behavior tend to have an effect on one another.
The social focus or the task focus conflict often exists whereby a company has to decide
whether they are required to improve relationships or finished the tasks assigned. Another
conflicts exists whereby the organization follows the task view of the team view. The third
conflict relates to whether the company needs to cost control or to satisfy the customers. It is also
a determinant of the power distance relationship between the organization. It is reflected by how
a CEO carries himself out or not.
2 semanticscholar.org(2018) semanticscholar.org
https://pdfs.semanticscholar.org/cd93/a5d7794ba9a73d78430e986db1271c814c07.pdf
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4ORGANIZATIONAL CULTURE
Given above are some of the ways in which organizational culture and organizational
behavior tend to have an impact on one another. The two tend to have a huge impact on one
another and form a cycle in between.
Answer to Question 2
There are various benefits of a strong corporate culture which range from logical impacts
to social science impacts. The organizational culture is considered to be a relevant aspect of an
organization as it accounts for performance among the various departments. In order to
understand culture in a better manner, it is suggested that the organization recognizes the six
important artifacts of an organizational culture in order to realize how to manifest a culture
which supports the goals and objectives of the given organization.
The six major artifacts or components of an organization culture have been stated as
follows:
1. The vision
The vision is often known as the base of an organizational culture and it is often believed
that a good culture in an organization often begins from the vision or mission statement of the
firm. This is because the vision provides the organization with its purpose and defines the future
path. This purpose and goal forms the binding base for the firm which becomes an essential
determinant of every decision that an organization makes or takes. When the vision of the
organization is an honest one then, the employees take their work seriously and work
accordingly. It defines their relationship with various parties like suppliers and other
stakeholders as well.
Given above are some of the ways in which organizational culture and organizational
behavior tend to have an impact on one another. The two tend to have a huge impact on one
another and form a cycle in between.
Answer to Question 2
There are various benefits of a strong corporate culture which range from logical impacts
to social science impacts. The organizational culture is considered to be a relevant aspect of an
organization as it accounts for performance among the various departments. In order to
understand culture in a better manner, it is suggested that the organization recognizes the six
important artifacts of an organizational culture in order to realize how to manifest a culture
which supports the goals and objectives of the given organization.
The six major artifacts or components of an organization culture have been stated as
follows:
1. The vision
The vision is often known as the base of an organizational culture and it is often believed
that a good culture in an organization often begins from the vision or mission statement of the
firm. This is because the vision provides the organization with its purpose and defines the future
path. This purpose and goal forms the binding base for the firm which becomes an essential
determinant of every decision that an organization makes or takes. When the vision of the
organization is an honest one then, the employees take their work seriously and work
accordingly. It defines their relationship with various parties like suppliers and other
stakeholders as well.
5ORGANIZATIONAL CULTURE
2. The values
The value of a firm is a major determinant of the organizational culture and tends to form
the core of it.
Values tend to serve as a guideline which goes a long way in helping the organization to
achieve the vision which has been stated earlier. For example, the McKinsey Company has
formed a predefined set of values which is communicated regularly to all the employees. It tends
to set a guideline for the ways a client will be served and how the colleagues will be treated.
3. Practices
Values take little importance if they are not involved in the actual practices of the
company. The company should not just speak good things about the organization but also put
this vision to real actions. If the organization speaks of giving power of the employees then it
needs to have a flat organizational structure than a flexible one where the employees have the
power to make decisions by themselves.
4. People
If the people of the organization do not have a proper culture infested then all the talks
regarding the culture of the organization will go for a waste. Proper employees need to be
recruited who will utilize their talent for the well being of the firm3. The culture of the
organization and the people who work for the firm often go hand in hand with one another.
5. Narrative
3 Sagepub.com (2018) sagepub.com http://journals.sagepub.com/doi/abs/10.1177/1059601114550713
2. The values
The value of a firm is a major determinant of the organizational culture and tends to form
the core of it.
Values tend to serve as a guideline which goes a long way in helping the organization to
achieve the vision which has been stated earlier. For example, the McKinsey Company has
formed a predefined set of values which is communicated regularly to all the employees. It tends
to set a guideline for the ways a client will be served and how the colleagues will be treated.
3. Practices
Values take little importance if they are not involved in the actual practices of the
company. The company should not just speak good things about the organization but also put
this vision to real actions. If the organization speaks of giving power of the employees then it
needs to have a flat organizational structure than a flexible one where the employees have the
power to make decisions by themselves.
4. People
If the people of the organization do not have a proper culture infested then all the talks
regarding the culture of the organization will go for a waste. Proper employees need to be
recruited who will utilize their talent for the well being of the firm3. The culture of the
organization and the people who work for the firm often go hand in hand with one another.
5. Narrative
3 Sagepub.com (2018) sagepub.com http://journals.sagepub.com/doi/abs/10.1177/1059601114550713
6ORGANIZATIONAL CULTURE
The history of the given organization also goes a long way in deciding upon the values
and cultures of the organization. The organization should have the capability to convert this
history into narrative and celebrate the success of the organization. When the organization is
throwing light on the past and learns for it then it can create a better future for itself.
6. Place
The place of the activities tends to place the culture in a huge way. An open architecture
like that of office behaviors and collaboration is more open to ideas. The local atmosphere f the
particular place affects the organization as well.
Answer to Question 3
Although it is stated that Organizational culture is often embedded in an organization, it
cannot be denied that organizational culture can be manifested as well and improved within the
realm of the organization. Given below are certain ways in which organizational cultures can be
improved in the given organization
1. Embrace transparency
Transparency is considered to be the key to success. The impact of an organizational
culture which is transparent tends to have an impact on the whole organization4. Transparency
can be referred to as ensuring that the goals and objectives along with the internal functioning of
the company is clearly reported to and discussed with the various stakeholders of the
4 Journal Of Psychological Issues In Organizational Culture - Wiley Online Library(2018) Onlinelibrary.wiley.com
https://onlinelibrary.wiley.com/journal/20418426
The history of the given organization also goes a long way in deciding upon the values
and cultures of the organization. The organization should have the capability to convert this
history into narrative and celebrate the success of the organization. When the organization is
throwing light on the past and learns for it then it can create a better future for itself.
6. Place
The place of the activities tends to place the culture in a huge way. An open architecture
like that of office behaviors and collaboration is more open to ideas. The local atmosphere f the
particular place affects the organization as well.
Answer to Question 3
Although it is stated that Organizational culture is often embedded in an organization, it
cannot be denied that organizational culture can be manifested as well and improved within the
realm of the organization. Given below are certain ways in which organizational cultures can be
improved in the given organization
1. Embrace transparency
Transparency is considered to be the key to success. The impact of an organizational
culture which is transparent tends to have an impact on the whole organization4. Transparency
can be referred to as ensuring that the goals and objectives along with the internal functioning of
the company is clearly reported to and discussed with the various stakeholders of the
4 Journal Of Psychological Issues In Organizational Culture - Wiley Online Library(2018) Onlinelibrary.wiley.com
https://onlinelibrary.wiley.com/journal/20418426
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7ORGANIZATIONAL CULTURE
organization. This shall ensure that the employees are able to build trust within the working of
the system. When the trust factor is strong in an organization, the members contribute highly to
the culture of the organization.
2. Communication and collaboration tools
When the communication tools of an organization are outdated then it tends to form a
barrier in front of the spread of organizational culture in an organization. It also tends to act as a
barrier in front of the transparency factor5. If the given teams are well connected with one
another, it ensures that the organization stays connect and can easily share the culture and similar
aspects with one another. Various options like Skype, Hangouts, mails and chats are certain
components which help the organization to maintain communication in an effective manner.
3. Recognize and reward valuable contributions
If the employees ten to perform well in an organization then it become easy for the
organization to ensure that it is being able to perform successfully6. In this manner, the various
members of an organization feel motivated and they tend to believe that they are one with the
given organization. The rich culture aspects which is developed because of this also goes a long
way in reducing the turnover rates which in fact is good for the overall performance of the
5 Tandfonline.com (2018) tandfonline.com/ https://www.tandfonline.com/doi/abs/10.1080/16111699.2006.9636141
6 Organizational culture, innovation, and performance (2018) Organizational culture, innovation, and
performance: A test of Schein's model Suellen J. Hogan , Leonard V. Coote The University of Queensland,⁎
Brisbane, Queensland 4072, Australia
organization. This shall ensure that the employees are able to build trust within the working of
the system. When the trust factor is strong in an organization, the members contribute highly to
the culture of the organization.
2. Communication and collaboration tools
When the communication tools of an organization are outdated then it tends to form a
barrier in front of the spread of organizational culture in an organization. It also tends to act as a
barrier in front of the transparency factor5. If the given teams are well connected with one
another, it ensures that the organization stays connect and can easily share the culture and similar
aspects with one another. Various options like Skype, Hangouts, mails and chats are certain
components which help the organization to maintain communication in an effective manner.
3. Recognize and reward valuable contributions
If the employees ten to perform well in an organization then it become easy for the
organization to ensure that it is being able to perform successfully6. In this manner, the various
members of an organization feel motivated and they tend to believe that they are one with the
given organization. The rich culture aspects which is developed because of this also goes a long
way in reducing the turnover rates which in fact is good for the overall performance of the
5 Tandfonline.com (2018) tandfonline.com/ https://www.tandfonline.com/doi/abs/10.1080/16111699.2006.9636141
6 Organizational culture, innovation, and performance (2018) Organizational culture, innovation, and
performance: A test of Schein's model Suellen J. Hogan , Leonard V. Coote The University of Queensland,⁎
Brisbane, Queensland 4072, Australia
8ORGANIZATIONAL CULTURE
organization as well7. The first step in the given view relates to the activity of observing the
behavior of the different members in an organization and rewarding those behaviors which
promote the culture of the firm.
The peer recognition helps in reducing the managerial overhead which is required in
order to ensure that the people are recognized for the different activities that they tend to
conduct.
4. Cultivate strong coworker relationships
The last step which is suggested states that it becomes important for an organization to
see to it that relationships between different members in an organization are strong enough.
Strong workplace relationships are known to reflect powerful motivational factors which in turn
tend to have a positive impact on improving the productivity in an organization8. There are
various tolls available which can go a long way in helping the firm to develop strong workplace
relationships which in turn helps in boosting the culture of the firm.
7 Healthcareredux.com (2018) Healthcareredux.com
http://healthcareredux.com/wp-content/uploads/2013/07/Culture-Jacobs.pdf
8 Organizational Culture And Management | Journal Of Management In Engineering | Vol 7, No 1 (2018)
Ascelibrary.org <https://ascelibrary.org/doi/abs/10.1061/%28ASCE%299742-597X
%281991%297%3A1%2843%29>
organization as well7. The first step in the given view relates to the activity of observing the
behavior of the different members in an organization and rewarding those behaviors which
promote the culture of the firm.
The peer recognition helps in reducing the managerial overhead which is required in
order to ensure that the people are recognized for the different activities that they tend to
conduct.
4. Cultivate strong coworker relationships
The last step which is suggested states that it becomes important for an organization to
see to it that relationships between different members in an organization are strong enough.
Strong workplace relationships are known to reflect powerful motivational factors which in turn
tend to have a positive impact on improving the productivity in an organization8. There are
various tolls available which can go a long way in helping the firm to develop strong workplace
relationships which in turn helps in boosting the culture of the firm.
7 Healthcareredux.com (2018) Healthcareredux.com
http://healthcareredux.com/wp-content/uploads/2013/07/Culture-Jacobs.pdf
8 Organizational Culture And Management | Journal Of Management In Engineering | Vol 7, No 1 (2018)
Ascelibrary.org <https://ascelibrary.org/doi/abs/10.1061/%28ASCE%299742-597X
%281991%297%3A1%2843%29>
9ORGANIZATIONAL CULTURE
Answer to Question 4
The stages of socialization
The environment in a new organization is very varied and it goes a long way in
determining the manner in which the new employees tend to feel when they first join the
organization. However, it is known by all that interaction, socialization and building long term
relationships plays a key role in an organization as it ensures that the company is easily able to
contribute to the long term welfare of the organization9. Organizational socialization can be
described as a process in which the organization`s new members get converted to a part of the
given organization from there mere position as an outsider to the firm. Given below are four
stages through which every organizational employee goes through in order to socialize.
Stage 1: Pre arrival stage
In the pre-arrival stage, the organizational members tend to do a kind of research on the
organization and find out about the employees who actually work thee in order to figure out the
ways in which the people have in the organization also observe the norms of the firm. I this stage
the employees get a hint of what they will experience in future10.
9 Citeseerx.ist.psu.edu (2018) Citeseerx.ist.psu.edu http://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.547.5312&rep=rep1&type=pdf
(2018) http://journals.sagepub.com/doi/abs/10.1177/1059601114550713
10 Journal Of Psychological Issues In Organizational Culture - Wiley Online Library(2018) Onlinelibrary.wiley.com
https://onlinelibrary.wiley.com/journal/20418426
Answer to Question 4
The stages of socialization
The environment in a new organization is very varied and it goes a long way in
determining the manner in which the new employees tend to feel when they first join the
organization. However, it is known by all that interaction, socialization and building long term
relationships plays a key role in an organization as it ensures that the company is easily able to
contribute to the long term welfare of the organization9. Organizational socialization can be
described as a process in which the organization`s new members get converted to a part of the
given organization from there mere position as an outsider to the firm. Given below are four
stages through which every organizational employee goes through in order to socialize.
Stage 1: Pre arrival stage
In the pre-arrival stage, the organizational members tend to do a kind of research on the
organization and find out about the employees who actually work thee in order to figure out the
ways in which the people have in the organization also observe the norms of the firm. I this stage
the employees get a hint of what they will experience in future10.
9 Citeseerx.ist.psu.edu (2018) Citeseerx.ist.psu.edu http://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.547.5312&rep=rep1&type=pdf
(2018) http://journals.sagepub.com/doi/abs/10.1177/1059601114550713
10 Journal Of Psychological Issues In Organizational Culture - Wiley Online Library(2018) Onlinelibrary.wiley.com
https://onlinelibrary.wiley.com/journal/20418426
Secure Best Marks with AI Grader
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10ORGANIZATIONAL CULTURE
Sate 2 : Introductory
The stage two is the anticipatory stage whereby the employees start learning about the
organization. This is generally known as an introductory phase and takes place before the
employee joins the organization. Practicality in this stage extends to the degree to which the new
employee holds certain expectations of the role as well as the organization11. There needs to take
place congruence between the new member’s ability and the demands that are placed by the
organization.
Stage 3: Encounter
The third stage determines the encounter stage where the employee starts learning about their job
role and starts to formulate wok place relationships. In the stage the different job role of the
different people are clarified and the organization is able to start interacting clearly with the
employees. Very often it happens that the assumptions formed by the organization tend to get
clashed with the encounter which actually takes place in the given step.
Stage 4: Final
The last stage is the change and acquisition stage where the newcomers start feeling like
home in the given organization and start to meet the demands placed by their job12. The
11 Emeraldinsight.com (2018) emeraldinsight.com
https://www.emeraldinsight.com/doi/abs/10.1108/02683940410537927
12 Organizational Culture, Communications And Conflict (2018) Abacademies.org
https://www.abacademies.org/journals/journal-of-organizational-culture-communications-and-conflict-
home.html
Sate 2 : Introductory
The stage two is the anticipatory stage whereby the employees start learning about the
organization. This is generally known as an introductory phase and takes place before the
employee joins the organization. Practicality in this stage extends to the degree to which the new
employee holds certain expectations of the role as well as the organization11. There needs to take
place congruence between the new member’s ability and the demands that are placed by the
organization.
Stage 3: Encounter
The third stage determines the encounter stage where the employee starts learning about their job
role and starts to formulate wok place relationships. In the stage the different job role of the
different people are clarified and the organization is able to start interacting clearly with the
employees. Very often it happens that the assumptions formed by the organization tend to get
clashed with the encounter which actually takes place in the given step.
Stage 4: Final
The last stage is the change and acquisition stage where the newcomers start feeling like
home in the given organization and start to meet the demands placed by their job12. The
11 Emeraldinsight.com (2018) emeraldinsight.com
https://www.emeraldinsight.com/doi/abs/10.1108/02683940410537927
12 Organizational Culture, Communications And Conflict (2018) Abacademies.org
https://www.abacademies.org/journals/journal-of-organizational-culture-communications-and-conflict-
home.html
11ORGANIZATIONAL CULTURE
timeframe allotted to the given stage varies from different employees and to different workplace
cultures. The stage only gets complete when the organizational newcomer actually gets
converted to an organizational insider. Motivation, reward and recognition and leadership play a
major role in this component.
timeframe allotted to the given stage varies from different employees and to different workplace
cultures. The stage only gets complete when the organizational newcomer actually gets
converted to an organizational insider. Motivation, reward and recognition and leadership play a
major role in this component.
12ORGANIZATIONAL CULTURE
References
Amazonaws.com(2018) S3.amazonaws.com
https://s3.amazonaws.com/academia.edu.documents/39961909/Organizational_Culture_and_Innovation_
-_Meta_Analysis.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1524758743&Signature=IlXeBp
%2F1RiXKlUcM25k6Xx5IQFQ%3D&response-content-disposition=inline%3B%20filename
%3DOrganizational_Culture_and_Innovation_A.pdf
Citeseerx.ist.psu.edu (2018) Citeseerx.ist.psu.edu http://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.547.5312&rep=rep1&type=pdf
Emeraldinsight.com (2018) emeraldinsight.com
https://www.emeraldinsight.com/doi/abs/10.1108/02683940410537927
Healthcareredux.com (2018) Healthcareredux.com
http://healthcareredux.com/wp-content/uploads/2013/07/Culture-Jacobs.pdf
Journal Of Psychological Issues In Organizational Culture - Wiley Online Library(2018)
Onlinelibrary.wiley.com https://onlinelibrary.wiley.com/journal/20418426
Organizational Culture And Management | Journal Of Management In Engineering | Vol 7, No
1 (2018) Ascelibrary.org <https://ascelibrary.org/doi/abs/10.1061/%28ASCE%299742-597X
%281991%297%3A1%2843%29>
Organizational Culture, Communications And Conflict (2018) Abacademies.org
https://www.abacademies.org/journals/journal-of-organizational-culture-communications-and-conflict-
home.html
References
Amazonaws.com(2018) S3.amazonaws.com
https://s3.amazonaws.com/academia.edu.documents/39961909/Organizational_Culture_and_Innovation_
-_Meta_Analysis.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1524758743&Signature=IlXeBp
%2F1RiXKlUcM25k6Xx5IQFQ%3D&response-content-disposition=inline%3B%20filename
%3DOrganizational_Culture_and_Innovation_A.pdf
Citeseerx.ist.psu.edu (2018) Citeseerx.ist.psu.edu http://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.547.5312&rep=rep1&type=pdf
Emeraldinsight.com (2018) emeraldinsight.com
https://www.emeraldinsight.com/doi/abs/10.1108/02683940410537927
Healthcareredux.com (2018) Healthcareredux.com
http://healthcareredux.com/wp-content/uploads/2013/07/Culture-Jacobs.pdf
Journal Of Psychological Issues In Organizational Culture - Wiley Online Library(2018)
Onlinelibrary.wiley.com https://onlinelibrary.wiley.com/journal/20418426
Organizational Culture And Management | Journal Of Management In Engineering | Vol 7, No
1 (2018) Ascelibrary.org <https://ascelibrary.org/doi/abs/10.1061/%28ASCE%299742-597X
%281991%297%3A1%2843%29>
Organizational Culture, Communications And Conflict (2018) Abacademies.org
https://www.abacademies.org/journals/journal-of-organizational-culture-communications-and-conflict-
home.html
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13ORGANIZATIONAL CULTURE
Organizational culture, innovation, and performance (2018) Organizational culture, innovation,
and performance: A test of Schein's model Suellen J. Hogan , Leonard V. Coote The University⁎
of Queensland, Brisbane, Queensland 4072, Australia
Sagepub.com (2018) sagepub.com http://journals.sagepub.com/doi/abs/10.1177/1059601114550713
semanticscholar.org(2018) semanticscholar.org
https://pdfs.semanticscholar.org/cd93/a5d7794ba9a73d78430e986db1271c814c07.pdf
Tandfonline.com (2018) tandfonline.com/
https://www.tandfonline.com/doi/abs/10.1080/16111699.2006.9636141
Organizational culture, innovation, and performance (2018) Organizational culture, innovation,
and performance: A test of Schein's model Suellen J. Hogan , Leonard V. Coote The University⁎
of Queensland, Brisbane, Queensland 4072, Australia
Sagepub.com (2018) sagepub.com http://journals.sagepub.com/doi/abs/10.1177/1059601114550713
semanticscholar.org(2018) semanticscholar.org
https://pdfs.semanticscholar.org/cd93/a5d7794ba9a73d78430e986db1271c814c07.pdf
Tandfonline.com (2018) tandfonline.com/
https://www.tandfonline.com/doi/abs/10.1080/16111699.2006.9636141
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