This book is a practical guide to eoereadinge the culture of organizations and to understanding the implications of culture for organizational effectiveness.Beginning with an explanation of the theories of organizational culture, the book provides guidance on collecting information, leading students through qualitative research methods of observation, interviewing, and analyzing written texts. Students come away equipped to apply cultural insights to fostering diversity, supporting organizational change, making leadership more dynamic, understanding the link between ethics and culture, and achieving personal growth.

Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.

Organizational Culture provides a sweeping interdisciplinary overview of the organizational culture literature, showing how and why researchers have disagreed about such fundamental questions as: What is organizational culture? What are the major theoretical perspectives used to understand cultures in organizations? How can a researcher decipher the political interests inherent in research that claims to be political neutral -- merely "descriptive"? Expert author Joanne Martin examines a variety of conflicting ways to study cultures in organizations, including different theoretical orientations, political ideologies (managerial, critical, and apparently neutral); methods (qualitative, quantitative, and hybrid approaches), and styles of writing about culture (ranging from traditional to postmodern and experimental). In addition, she offers a guide for those who might want to study culture themselves, addressing such issues as: What qualitative, quantitative, and hybrid methods can be used to study culture? What standards are used when reviewers evaluate these various types of research? What innovative ways of writing about culture have been introduced? And finally, what are the most important unanswered questions for future organizational culture researchers? Intended for graduate students and established scholars who need to understand, value, and utilize highly divergent approaches to the study of culture. The book will also be useful for researchers who do not study culture, but who are interested in the ways political interests affect scholarly writing, the ways critical and managerial approaches to theory differ, the use and justification of qualitative methods in domains where quantitative methods are the norm.

In order to be developed, inter-organizational relationships, as well as organizational cultures, rely on communication, learning, trust, commitment, and shared meanings and symbols. This book discusses the emergence and development of an inter-organizational culture, in which meanings, beliefs, and values of people from different companies interact. It proposes that inter-organizational culture can be seen as a culture of intersection, because of the association of cultural perspectives between suppliers and intermediaries. The more the parties are motivated to maintain the relationship, the more willing they are to invest in that relationship, which minimizes the risk of dissolution, promotes interaction, and contributes to cultural changes. The authors consider organizational culture through a three-perspective framework involving integration, differentiation, and fragmentation, at the intersection of which inter-organizational culture develops. This book will provide scholars with a better understanding of the connection between relationship marketing and organizational behavior, through the emergence of a specific culture.

Organizational Culture and Identity discusses the literature concerned with culture in organizations and explains why the term has been invoked with such enthusiasm. Martin Parker presents further ways of thinking about organizations and culture which suggest that organizational cultures should be seen as `fragmented unities' in which members identify themselves as collective at some times and divided at others.

The concept of culture is a key issue within management and organization studies. Understanding Organizational Culture provides a useful and comprehensive guide to understanding organizational culture, from a range of angles, contexts and sectors. The book answers questions of definition, explores alternative perspectives, and expands on substantive issues (such as leadership and change), before discussing key issues of research and providing a new framework for this topic. Mats Alvesson synthesizes for students the advances in the field of organizational culture, drawing upon the range of relevant literature within Organization Studies. The author also uses examples to develop and illustrate ideas on how cultural

There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.

Total quality management (TQM), reengineering, the workplace of the twenty-first centuryâ€"the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance. Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome. Enhancing Organizational Performance reviews the most popular current approaches to organizational changeâ€"total quality management, reengineering, and downsizingâ€"in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers. The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined. Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefsâ€"its cultureâ€"on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends. Mergers, networks, alliances, coalitionsâ€"organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes. The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance. With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement. This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.

Offers a study of the interaction between investigation and the subject of inquiry. This title includes a variety of frames as tools that help readers to examine any empirical piece on organizational culture on its own merits - as good research - while at the same time, permit viewing it from other perspectives as well.