Annotated Bibliography: Organisational Behaviour and Culture

This annotated bibliography examines the complex interplay between organisational culture, leadership styles, and employee performance, drawing on five key research papers. The entries cover diverse aspects, including the impact of organisational culture on employee resistance to change, the correlation between CEO personality traits and organisational culture, the role of internal branding in enhancing customer experience, the influence of culture on employee job performance in software houses, and the effects of transactional and transformational leadership on organisational culture and performance. The studies highlight the importance of fostering a culture that promotes employee participation, innovation, and trust, as well as the benefits of transformational leadership in creating a flexible and competitive environment, ultimately leading to improved organisational outcomes. The bibliography provides valuable insights for understanding how these factors shape organisational behaviour and drive success.

Organisational Behaviour
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Annotated Bibliography Entries
Topes: Organisational Culture
Entry -1
Carlström, E. D., & Ekman, I. (2012). Organisational culture and change: implementing person-
centred care. Journal of health organization and management, 26(2), 175-191.
In this research paper, the author tries to investigate the relationship between organisational
culture and employee resistance to change. The paper takes the case of health organisations for
the purpose of simplicity. In this research primary data has been collected from five hospital
wards in Western Sweden. The employees of these hospitals had undergone severe change due to
implementation of a research project related to person centric care. In terms of methodology,
survey method was used as a research tool. The study found that employees tended to stick to
routines and a daily stable or unchanging environment if there is less focus on social
competencies or skulls. Additionally, if there is a culture of cohesion, trust and flexibility, the
employees will be more accepting of the change and will not seek stable daily routine as a lasting
concept. In other words, a work culture which promotes competencies, trust and flexibility will
generate lesser resistance to change and will reduce routine seeking behaviour.
Entry-2
Giberson, T. R., Resick, C. J., Dickson, M. W., Mitchelson, J. K., Randall, K. R., & Clark, M. A.
(2009). Leadership and organizational culture: Linking CEO characteristics to cultural
values. Journal of Business and Psychology, 24(2), 123-137.
The purpose of this study was to ascertain the relationship between culture of an organisation
and leadership. This study made a specific attempt to understand the correlation between
personality traits of CEO of an organisation and the culture that prevails within that organisation.
The study surveyed 32 CEOs who were assessed on the big five personality measures.
Additionally 467 employees from these 32 organisations were asked to complete a values
measure of organisational culture. The study found a huge positive correlation between the
CEO’s personality traits and the organisational culture. For example, if the CEO showed a trait
of agreeableness, the employees were found to view the organisational culture as having values
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of cohesiveness and moral, additionally, emotional stability of the CEO was found to be
positively correlated with clan culture. Another finding was that CEOs who were not open to
others’ ideas had employees who considered the organisation as having a hierarchical culture.
Therefore, CEOs personal traits were found to have a major implication on the organisational
culture and employee perception of organisational values. Therefore, the study recommends that
the organisations seeking change in organisational culture need to review and change traits,
values and beliefs existing at top level.
Entry: 3
Mosley, R. W. (2007). Customer experience, organisational culture and the employer
brand. Journal of brand management, 15(2), 123-134.
This study emphasises the role of organisational culture and employer branding of service brands
in generating better customer experience. According to this study, brand management is focused
on improving customer experience. However, service brands have more complicated delivery
scenarios because of inseparability from the service providers. Therefore, interaction between
employee and customers is more frequent in service brands as compared to other brands.
Therefore, success of service brands depends on culture within the organisation. If the
organisation has better culture with emphases on team work and customer service, then the
service brand will become more successful. Culture of internal branding can create better
customer experience for service brands. Internal branding involves connecting external brand
and customers with the employees and internal value systems. That is, giving customers an idea
of organisational values like honesty, integrity, respect etc. This study points out that a culture of
better employer and internal branding with employee engagement, better service brand can be
created which can in turn generate better customer experience.
Entry-4
Shahzad, F., Iqbal, Z., & Gulzar, M. (2013). Impact of organizational culture on employees job
performance: An empirical study of software houses in Pakistan. Journal of Business Studies
Quarterly, 5(2), 56.
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This study investigated the impact of organisational culture on job performance of employees.
The study made use of primary and secondary research to arrive at its conclusions. The research
was conducted on software industry in Pakistan with a sample size of 110 employees.
Questionnaire and survey method was used to complete the research. Major variables which
were used to map correlation between organisational culture and performance were employee
participation, reward system, innovation, risk taking and communication. Major finding of this
study was that organisational culture has a major correlation with job performance.
Organisations which encourage employee participation, innovation, learning, creative thinking
and risk taking experienced improved job performance of employees. The research also found
that strong and positive culture in an organisation leads to higher employee commitment level
and loyalty towards the organisation. Therefore, according to this study positive correlation
occurs between job performance and healthy organisational culture.
Entry-5
Tuan, L. T. (2010). Organisational culture, leadership and performance measurement
integratedness. International Journal of Management and Enterprise Development, 9(3), 251-
275.
This study made an attempt to understand the impact of leadership on organisational culture and
in turn its impact on performance management. In particular, the study tried to find a correlation
between transactional and transformational leadership and the type of culture that these two
leadership styles generate. This research specifically investigated the issue of leadership and
organisational culture in plastic industry in Vietnam. This research study revealed that
transactional leadership causes clan culture and hierarchical culture in the organisation. This
implies that the leaders who give emphasis to supervision, compliance to rules, rewards and
punishments for achievements and failure, tend to create a culture of group behaviour, goal
orientation and a clear line of hierarchy. This can lead to dissatisfaction in the employees. On the
other hand, leaders who show transformational leadership style, create adhocracy culture and
market culture. This implies that, the leaders who believe in team work and collective decision
making create a flexible environment with healthy competitiveness where all employees can give
their views. The study also found that transformational leadership is positively correlated with
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performance. The major implication of the findings was that transformational leadership leads to
better culture and better performance in the organisation.
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