The questionable practices and policies of many businesses are coming under scrutiny by consumers and the media. As such, it important to research new methods and systems for creating optimal business cultures. Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications is a comprehensive resource on the latest advances and developments for creating a system of shared values and beliefs in business environments. Featuring extensive coverage across a range of relevant perspectives and topics, such as organizational climate, collaboration orientation, and aggressiveness orientation, this book is ideally designed for business owners, managers, entrepreneurs, professionals, researchers, and students actively involved in the modern business realm.

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.

This book introduces a new concept on organizational culture, called ‘Neuro-Organizational Culture’, or ‘Neuroculture’; a concept that is based on the most recent neuroscientific knowledge. The book describes a new approach to understanding human behavior and interaction in the workplace, replacing the old concept of organizational culture by one that takes into account humans’ perceiving, feeling, thinking, and acting. Taking advantage of the substantial progress that has been made in neuroscientific research, the book combines experiences gained from organizational culture in the past 30 years with the latest findings from brain and emotion research, as well as with important insights from sociology and psychology. The book explains the three building blocks of Neuroculture: Reflexivity, Notions, and Emotions. Neuroculture consistently conceptualizes the culture of groups and individuals consistently under one roof, which allows for a better explanation of individual deviations. It provides a structural framework and an inventory along with proven methods and templates to analyze, continuously foster and actively change organizational culture. In addition, it outlines global megatrends in order to define cultural requisites that promote sustainable success of organizations in the 21st century.

"Diane Stegmeier's landmark findings on workplace behavior in the corporate setting will prove vital in determining workplace strategy over the next ten years." —Prentice Knight, CEO of CoreNet Global "The author takes a truly comprehensive approach to understanding the business barriers to the successful implementation of physical space design. The Critical Influence methodology identifies areas of resistance to change and addresses them, enabling the architectural and design firm to do what they do best—create the appropriate workplace solution." —from the Foreword by Greg Bendis "One of the most difficult aspects of facility management is the inability to link environmental improvements with measurable productivity results. Stegmeier’s observations in this area are based on hard facts and real research, not just abstract theories. Her work is an essential tool for any professional looking to justify facility improvements that can actually support and advance the mission of the organization." —Heidi Schwartz, Editor-in-Chief of Today's Facility Manager Magazine This definitive book on innovations in interior office design offers vital lessons on preventing workplace strategy failure for architects, interior designers, facility managers, and business leaders. It fully explains the author's research on the fifteen Critical Influences on behavior in the workplace, and introduces a practical approach to integrate an organization’s cultural, operational, and environmental elements fostering the desired behaviors to support the company’s business goals when designing an office. The book includes case studies of good design in contemporary interior offices illustrating collaborative workplaces that work.

Culture and Organizational Behaviour is a textbook for management studies that highlights the effect of the confluence of Western and Indian cultural influences. It adheres to the syllabi of the organizational behaviour courses followed in most major universities and management institutes. The book presents basic knowledge of organizational behaviour as developed in the West, adds to these the latest global research findings, and situates them in the Indian cultural perspective. It also highlights the issues that emanate from the interface of the Indian culture and organizational behaviour. Key Features: - Contains updated case studies from Indian organizations - Focuses on current and emerging strategies in organizational structures, leadership, power and politics - Covers topics like balancing work and other responsibilities, power and politics, and conflict and negotiation, which, though extremely crucial to organizational behaviour, have perhaps not got due attention in the existing literature - Presents the relatively unexplored effects of Indian culture on organizational behaviour. Provides a platform where both theoretical and practical issues can be addressed by managers, researchers, students and teachers alike.

The complete understanding of organizational culture and personal values is fundamental for running and improving modern organizations. By identifying the underlying building blocks for behavior, strategy, and actions of organizations and their members, companies and researchers may discover innovative techniques to encourage productive and satisfying working environments. Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior is a collection of innovative research on how culture and personal values shape and influence leadership styles, decision-making processes, innovativeness, and other management practices. While highlighting topics including employee motivation, leadership style, and organizational culture, this book is ideally designed for managers, executives, human resources professionals, recruiters, researchers, academics, educators, and students seeking current research on cultural backgrounds and personal values for organizations.

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.

The "new" in new economy means a more stable and longer growth, with more jobs, lower inflation and interest rates, explosion of free markets worldwide, the unparalleled access to knowledge through the Internet and new type of organization which affects organizational change. Organizational change is the adoption of an organizational environment for the sake of survival. Namely, the old principles no longer work in the age of Globalization. Businesses have reached the old model's limits with respect to complexity and speed. At the same time, the challenge which new economy brings to small businesses managers is the use of new business approach and the strong will for organizational changes and adaptation to global market demands. There are several types of organizational changes that can occur- strategic changes, organizational cultural changes; involve organizational structural change, a redesign of work tasks and technological changes. In line with these changes, there is strong expectation of employee to permanent improve their knowledge and become an integral part of successful business formula in order to respond to the challenges brought by the global economy. It means a request for learning organization which is characterized as an organization creating, gaining and transferring the knowledge, and thus constantly modifying the organizational behavior. Reader will refine their theoretical understanding of globalization by studying its concrete manifestations in three domains: organizational culture, behavior, and gender.

The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.

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.