subject:( en ORGANIZATIONAL CULTURE)

Pontifical Catholic University of Rio de Janeiro

1. LEONARDO GOMES LOZA PABON. [en] CULTURE AND PERFORMANCE IN ORGANIZATIONS: A COMPARATIVE CASE STUDY.

Degree: 2011, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=17129

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[pt] Este trabalho partiu da premissa de que uma das principais razões para o fracasso organizacional é o foco excessivo em questões tangíveis como criar… (more)

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[pt] Este trabalho partiu da premissa de que uma das principais razões para o fracasso organizacional é o foco excessivo em questões tangíveis como criar novos produtos, ter eficiência operacional. A cultura organizacional é tida como importante, porém intangível e com uma relação demasiado indireta e imprevisível com o desempenho. Para contribuir em preencher essa lacuna, esse trabalho usou uma lente cultural para fazer uma análise comparativa de três estudos de caso de organizações de pequeno porte do setor de redes e segurança. Foi utilizado o modelo de cultura e efetividade de Denison para estudar o alinhamento estratégico cultural de cada organização. Foram realizadas 4 entrevistas em profundidade com os fundadores e gestores executivos, 21 entrevistas semi-estruturadas com os principais líderes e foi aplicado o questionário do autor. A análise dos resultados demonstrou uma dependência das organizações no seu fundador para sua adaptação ao ambiente. A missão foi clara apenas para lidar com a integração interna. Elas se demonstraram relativamente consistentes, com um envolvimento relacionado à tarefa e com uma baixa conexão com a dimensão estratégica.

[en] The starting point of this essay is the premise that one of the main reasons for organizational failure is the excessive focus on tangible questions, such as the development of new products and improvement of operational efficiency. Organizational culture is held as important, but intangible, and its relationship with performance is perceived as too indirect and unpredictable. To help to make more tangible this relation, it was used a cultural lens to make a comparative analysis of three case studies of small size organizations in the network and security sector. The Denison’s culture and effectiveness model was used to study the cultural alignment of each organization. Four in depth interviews were made with founders and executive managers, and twenty one semi-structured interviews with the main leaders. The author s survey was also applied to founders and executive managers. The analysis of the results demonstrated that the organizations have a great dependency on their founders to adapt to the environment. The mission statements were useful only to help deal with internal integration. The organizations were consistent, and with an involvement related mostly to organizational tasks and not so much with strategic dimension.

Advisors/Committee Members: PATRICIA AMELIA TOMEI.

Subjects/Keywords: [pt] CULTURA; [en] CULTURE; [pt] CULTURA ORGANIZACIONAL; [en] ORGANIZATIONAL CULTURE; [pt] DESEMPENHO; [en] ACHIEVEMENT

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

PABON, L. G. L. (2011). [en] CULTURE AND PERFORMANCE IN ORGANIZATIONS: A COMPARATIVE CASE STUDY. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=17129

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

PABON, LEONARDO GOMES LOZA. “[en] CULTURE AND PERFORMANCE IN ORGANIZATIONS: A COMPARATIVE CASE STUDY.” 2011. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=17129.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

PABON, LEONARDO GOMES LOZA. “[en] CULTURE AND PERFORMANCE IN ORGANIZATIONS: A COMPARATIVE CASE STUDY.” 2011. Web. 04 Mar 2021.

Vancouver:

PABON LGL. [en] CULTURE AND PERFORMANCE IN ORGANIZATIONS: A COMPARATIVE CASE STUDY. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2011. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=17129.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

PABON LGL. [en] CULTURE AND PERFORMANCE IN ORGANIZATIONS: A COMPARATIVE CASE STUDY. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2011. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=17129

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Pontifical Catholic University of Rio de Janeiro

2. LUIS GERALDO SEGADAS DE ARAUJO. [en] ORGANIZATIONAL CULTURE AND REMUNERATION STRATEGY: A CASE STUDY.

Degree: 2013, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21000

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[pt] Partindo da premissa que as estratégias de remuneração são um dos importantes instrumentos que influenciam a cultura de uma organização, além de serem determinantes… (more)

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[pt] Partindo da premissa que as estratégias de remuneração são um dos importantes instrumentos que influenciam a cultura de uma organização, além de serem determinantes na atração e retenção de pessoas com qualificação adequada ao trabalho; esta pesquisa teve como objetivo analisar o alinhamento entre estratégias de remuneração e cultura organizacional para que a empresa atue com eficácia em um ambiente dinâmico e competitivo. Para tal, com base no referencial teórico sobre cultura organizacional e na tipologia cultural de Charles Handy, foram feitas entrevistas com o corpo diretivo e aplicados questionários aos gestores da Fundação Petros de Seguridade Social, fundo de previdência complementar fechado, criado inicialmente para garantir a aposentadoria complementar dos funcionários da Petrobras, que atua no mercado multipatrocinado e que desta forma, concorre com outras empresas do segmento na captação de novos participantes. Concluímos que é possível determinar estratégias de remuneração que se alinhem a cultura e auxilie a organização no alcance dos objetivos definidos. Também identificamos que a organização analisada necessita aumentar o componente variável de remuneração final, tornando-a fruto do atingimento de metas coletivas e individuais caso queira responder com competitividade às pressões do ambiente.

[en] Assuming that compensation strategies are one of the important instruments that influence the culture of an organization, and are crucial in attracting and retaining suitably qualified people to work, this study aimed to analyze the alignment between compensation strategies and organizational culture for the company to act effectively in a dynamic and competitive environment. To this end, based on the theoretical framework of organizational culture and the cultural typology of Charles Handy, interviews were conducted with the board of directors and questionnaires were administered to the managers of the Fundação Petros de Seguridade Social, a pension fund, initially created to ensure retirement supplement of Petrobras employees and currently operates in the multiemployer market, and thus competes with other companies in the sector by attracting new participants. We conclude that it is possible to determine compensation strategies that align the culture and help the organization in achieving defined organizational objectives. We also found that the analyzed organization needs to increase the variable component of final compensation, making it the fruit of the achievement of individual and collective goals in order to respond to competitive pressures from the environment.

Advisors/Committee Members: PATRICIA AMELIA TOMEI.

Subjects/Keywords: [pt] ESTRATEGIA; [en] STRATEGY; [pt] REMUNERACAO; [en] REMUNERATION; [pt] CULTURA ORGANIZACIONAL; [en] ORGANIZATIONAL CULTURE

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

ARAUJO, L. G. S. D. (2013). [en] ORGANIZATIONAL CULTURE AND REMUNERATION STRATEGY: A CASE STUDY. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21000

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

ARAUJO, LUIS GERALDO SEGADAS DE. “[en] ORGANIZATIONAL CULTURE AND REMUNERATION STRATEGY: A CASE STUDY.” 2013. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21000.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

ARAUJO, LUIS GERALDO SEGADAS DE. “[en] ORGANIZATIONAL CULTURE AND REMUNERATION STRATEGY: A CASE STUDY.” 2013. Web. 04 Mar 2021.

Vancouver:

ARAUJO LGSD. [en] ORGANIZATIONAL CULTURE AND REMUNERATION STRATEGY: A CASE STUDY. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2013. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21000.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

ARAUJO LGSD. [en] ORGANIZATIONAL CULTURE AND REMUNERATION STRATEGY: A CASE STUDY. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2013. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21000

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Pontifical Catholic University of Rio de Janeiro

3. TATIANA DE JESUS SOUSA. [en] MANAGERIAL OVERVIEW OF THE PROCESS TO INSTITUTE A CHANGE MANAGEMENT DEPARTMENT IN A MINING COMPANY.

Degree: 2012, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=20729

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[pt] Este estudo tem como objetivo identificar, descrever e compreender o processo estratégico de constituição de uma área de gestão de mudanças em um projeto… (more)

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[pt] Este estudo tem como objetivo identificar, descrever e compreender o processo estratégico de constituição de uma área de gestão de mudanças em um projeto para a implementação do SAP, tipo de ERP (sistema de planejamento de recursos empresariais), em uma grande empresa do setor de mineração. Para isso, foram realizadas entrevistas com onze gestores integrantes do projeto. Além disso, analisaram-se os documentos dos projetos anteriores de implementação do SAP na empresa e os documentos referentes ao projeto atual. Utilizou-se a metodologia de análise de discurso, que permitiu a criação de seis categorias de análise, quais sejam: (1) Importância do projeto; (2) Fatores de sucesso; (3) Importância da área de gestão de mudança; (4) Ondas de implementações; (5) Criação da área de gestão de mudança e (6) Lidando com a mudança. Os resultados alcançados a partir da análise dos discursos nos permitem identificar que a falta de envolvimento da liderança nos projetos anteriores (ou um envolvimento apenas superficial), a terceirização parcial ou total de algumas atividades para a empresa implementadora (caso da gestão da mudança), o não envolvimento e o não entendimento da importância do projeto pelas áreas de negócio da empresa foram fatores-chave para a decisão de constituição de uma área específica de gestão de mudanças, formada por empregados da empresa, além de outras modificações estratégicas realizadas no projeto atual.

[en] The objective of the present study is to identify, describe and understand the strategic process of constitution of a Change Management department for the SAP, type of ERP (Enterprise Resource Planning System), implementation project of a major company of the mining sector. Thereunto, eleven managers of the project were interviewed. Also, documents from other SAP implementation projects held by this same company and documents from the current project were analyzed. The Speech Analysis methodology was adopted, which allowed the creation of six analysis categories: (1) Importance of the project; (2) Success factors; (3) Importance of the change management department; (4) Implementation phases; (5) Change management department creation process and (6) Dealing with the change. The results achieved by the interviews analysis suggest that the lack of involvement of the leadership on the previous projects; the complete or partial outsourcing of some activities (i.e. Change management) for a third party service provider and the misunderstanding of the importance of the project by some company’s business units were key factors for the decision of constituting a specific Change management department made of the own company’s employees, besides other strategic changes done on the current project.

Advisors/Committee Members: ALESSANDRA DE SA MELLO DA COSTA.

Subjects/Keywords: [pt] CULTURA ORGANIZACIONAL; [en] ORGANIZATIONAL CULTURE; [pt] DESEMPENHO ORGANIZACIONAL; [en] ORGANIZATIONAL PERFORMANCE; [pt] GESTAO DE MUDANCA; [en] MANAGEMENT OF CHANGE

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

SOUSA, T. D. J. (2012). [en] MANAGERIAL OVERVIEW OF THE PROCESS TO INSTITUTE A CHANGE MANAGEMENT DEPARTMENT IN A MINING COMPANY. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=20729

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

SOUSA, TATIANA DE JESUS. “[en] MANAGERIAL OVERVIEW OF THE PROCESS TO INSTITUTE A CHANGE MANAGEMENT DEPARTMENT IN A MINING COMPANY.” 2012. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=20729.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

SOUSA, TATIANA DE JESUS. “[en] MANAGERIAL OVERVIEW OF THE PROCESS TO INSTITUTE A CHANGE MANAGEMENT DEPARTMENT IN A MINING COMPANY.” 2012. Web. 04 Mar 2021.

Vancouver:

SOUSA TDJ. [en] MANAGERIAL OVERVIEW OF THE PROCESS TO INSTITUTE A CHANGE MANAGEMENT DEPARTMENT IN A MINING COMPANY. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2012. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=20729.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

SOUSA TDJ. [en] MANAGERIAL OVERVIEW OF THE PROCESS TO INSTITUTE A CHANGE MANAGEMENT DEPARTMENT IN A MINING COMPANY. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2012. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=20729

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Pontifical Catholic University of Rio de Janeiro

4. ANTONIO JOSE BRAGA LINHARES. [en] THE DEFINITION OF A REMUNERATION STRATEGY ALIGNED WITH AN ORGANIZATION CULTURE: A CASE STUDY.

Degree: 2009, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=14165

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[pt] O objetivo central do trabalho é definir estratégias de remuneração alinhadas com a cultura organizacional. Para tal, realizou-se uma revisão de literatura sobre cultura… (more)

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[pt] O objetivo central do trabalho é definir estratégias de remuneração alinhadas com a cultura organizacional. Para tal, realizou-se uma revisão de literatura sobre cultura organizacional, cultura nacional, ciclo de vida organizacional, tipologias culturais e remuneração. Essa reflexão faz-se importante, pois a estratégia de remuneração fortalece os comportamentos e atitudes percebidas como relevantes para o êxito organizacional e também é influenciada pelos valores culturais existentes. Escolheu-se para o estudo de caso um Grupo empresarial, que no trabalho terá como nome XYZ para preservar sua identidade. Ele é formado originalmente por capital inglês aplicado no Brasil e sua história se confunde com a história nacional. O Grupo é formado por vários negócios com características particulares e, no ano de 2007, abriu seu capital na Bolsa de Valores de São Paulo. Embora um estudo de caso não permita generalizações, a dissertação conclui pela existência de estratégias de remuneração que apresentam melhor alinhamento com determinadas culturas organizacionais, encontrando, no estudo de caso realizado, a aderência da cultura do Grupo estudado com a estratégia de remuneração proposta. Analisa-se também que transformações na cultura de uma organização levam à necessidade do ajuste de suas estratégias remuneração, bem como, faz-se importante estudar o ciclo de vida e cultura organizacional dos diferentes negócios/departamentos existentes, para a proposição de estratégias de remuneração customizadas às necessidades específicas dos mesmos.

[en] This study aims at defining remuneration strategies aligned with the organizational culture. In order to achieve such an objective a review of the literature concerning organizational culture, cultural typologies and remuneration was made. The relevance of such reflection lies on the fact that the remuneration strategy strengthens the behavior and attitude considered a key to the organizational success as well as it is influenced by the existing cultural values. The case study focuses on an enterprise group, named as XYZ in order to preserve its identity. The Group is originally formed by British capital invested in Brazil and its own history lies within the lines of the national history. The Group is formed by several businesses in different areas and in 2007 had its capital open in the Bolsa de Valores de São Paulo (Exchange). Although a case study does not allow generalizations, this dissertation concludes to the existence of strategies of remuneration that present a better alignment to certain organizational cultures, thus, such as in this case study, attaching the culture of the subject Group to the proposed strategy of remuneration. This study also analyses the fact that the changes of an organizational culture result in the need for adjustments in its strategies of remuneration, as well as studying the circle of life and organizational culture of the different existing departments / businesses is important to propose remuneration strategies customized to the specific…

Advisors/Committee Members: PATRICIA AMELIA TOMEI.

Subjects/Keywords: [pt] REMUNERACAO; [en] REMUNERATION; [pt] CULTURA ORGANIZACIONAL; [en] ORGANIZATIONAL CULTURE; [pt] CICLO DE VIDA; [en] ORGANIZATIONAL LIFE CYCLE; [pt] CULTURA NACIONAL; [en] NATIONAL CULTURE

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

LINHARES, A. J. B. (2009). [en] THE DEFINITION OF A REMUNERATION STRATEGY ALIGNED WITH AN ORGANIZATION CULTURE: A CASE STUDY. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=14165

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

LINHARES, ANTONIO JOSE BRAGA. “[en] THE DEFINITION OF A REMUNERATION STRATEGY ALIGNED WITH AN ORGANIZATION CULTURE: A CASE STUDY.” 2009. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=14165.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

LINHARES, ANTONIO JOSE BRAGA. “[en] THE DEFINITION OF A REMUNERATION STRATEGY ALIGNED WITH AN ORGANIZATION CULTURE: A CASE STUDY.” 2009. Web. 04 Mar 2021.

Vancouver:

LINHARES AJB. [en] THE DEFINITION OF A REMUNERATION STRATEGY ALIGNED WITH AN ORGANIZATION CULTURE: A CASE STUDY. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2009. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=14165.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

LINHARES AJB. [en] THE DEFINITION OF A REMUNERATION STRATEGY ALIGNED WITH AN ORGANIZATION CULTURE: A CASE STUDY. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2009. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=14165

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

5. Vasanthi Kumari K. Organizational culture and commitment: a comparative analysis of it professionals in indian and foreign managed firms in Chennai.

Degree: Management, 2010, SRM University

URL: http://shodhganga.inflibnet.ac.in/handle/10603/17843

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Interpreting and understanding organizational culture is an important activity for managers, researchers and consultants because it affects strategic development, productivity and learning at all levels.… (more)

Subjects/Keywords: Organizational Culture

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

K, V. K. (2010). Organizational culture and commitment: a comparative analysis of it professionals in indian and foreign managed firms in Chennai. (Thesis). SRM University. Retrieved from http://shodhganga.inflibnet.ac.in/handle/10603/17843

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

K, Vasanthi Kumari. “Organizational culture and commitment: a comparative analysis of it professionals in indian and foreign managed firms in Chennai.” 2010. Thesis, SRM University. Accessed March 04, 2021. http://shodhganga.inflibnet.ac.in/handle/10603/17843.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

K, Vasanthi Kumari. “Organizational culture and commitment: a comparative analysis of it professionals in indian and foreign managed firms in Chennai.” 2010. Web. 04 Mar 2021.

Vancouver:

K VK. Organizational culture and commitment: a comparative analysis of it professionals in indian and foreign managed firms in Chennai. [Internet] [Thesis]. SRM University; 2010. [cited 2021 Mar 04]. Available from: http://shodhganga.inflibnet.ac.in/handle/10603/17843.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

K VK. Organizational culture and commitment: a comparative analysis of it professionals in indian and foreign managed firms in Chennai. [Thesis]. SRM University; 2010. Available from: http://shodhganga.inflibnet.ac.in/handle/10603/17843

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Nairobi

6. Kopar, Evelyne A. Influence of organizational culture on strategy implementation at the University of Nairobi .

Degree: 2015, University of Nairobi

URL: http://hdl.handle.net/11295/94776

► Organizations prepare strategies which in most cases are never implemented for various reasons. Translating strategic thought into organization action is the most difficult phase of… (more)

▼ Organizations prepare strategies which in most cases are never implemented for various reasons. Translating strategic thought into organization action is the most difficult phase of strategic management and without successful implementation of strategies the organization will not achieve its objectives. The main purpose of this study was to establish the influence of organizational culture at the University of Nairobi. The study was modelled for a case study design which is a qualitative analysis involving a careful and complete observation of data. The case study allowed an investigation to retain the holistic and meaningful characteristics of real life events. The study used both primary and secondary data where primary data was collected by use of face to face interview between the researcher and the respondents. On the other hand, secondary data was obtained from University of Nairobi documents such as the strategic plan, service charter, performance contracts, ISO certification documents annual reports and annual performance evaluations. The data was qualitatively analysed using content analysis techniques in order to give in-depth findings of the study. The information was evaluated and analysed to determine its usefulness, credibility, consistency and adequacy. In coding qualitative data the researcher read all the responses, identified key information and related it to emerging patterns. The outcome was then compared in order to get more revelation on challenges of strategy implementation at the University of Nairobi. The findings provided an insight on how organizational culture is inculcated by the university and how it affects implementation of strategy. The study found that culture at the university is inculcated from recruitment of staff to deployment; it is also observed in the way tasks are carried out, the systems developed to support tasks. Some of the challenges of implementing culture at the University of Nairobi in its strategy implementation include; resistance to change, existing policies and procedures and the external environment. It was established that the University of Nairobi has a five years strategic plan (2008-2013), which laid down four main goals and sets four objectives to be achieved within the planed period. They include; providing facility for university education, participating in the discovery, transmission and preservation of knowledge, conducting examinations and granting academic awards. It was further established that the University of Nairobi adopts a formal strategic planning process which involves members of the management team with other members of staff being represented by respective trade unions. The study further found out that the formality adopted by the university in its strategic planning resulted into a strategic document (strategic plan), whose time horizon is five years. Various methods were found to be used by the university in inculcating culture. They include, change management, carrying out training for staff, improving…

Subjects/Keywords: Organizational culture

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Kopar, E. A. (2015). Influence of organizational culture on strategy implementation at the University of Nairobi . (Thesis). University of Nairobi. Retrieved from http://hdl.handle.net/11295/94776

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Kopar, Evelyne A. “Influence of organizational culture on strategy implementation at the University of Nairobi .” 2015. Thesis, University of Nairobi. Accessed March 04, 2021. http://hdl.handle.net/11295/94776.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Kopar, Evelyne A. “Influence of organizational culture on strategy implementation at the University of Nairobi .” 2015. Web. 04 Mar 2021.

Vancouver:

Kopar EA. Influence of organizational culture on strategy implementation at the University of Nairobi . [Internet] [Thesis]. University of Nairobi; 2015. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/11295/94776.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Kopar EA. Influence of organizational culture on strategy implementation at the University of Nairobi . [Thesis]. University of Nairobi; 2015. Available from: http://hdl.handle.net/11295/94776

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Texas A&M University

7. Johnston, Danny L. Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and Selected Outcome Measures and Employee Characteristics.

Degree: EdD, Agricultural Education, 2019, Texas A&M University

URL: http://hdl.handle.net/1969.1/188754

► Within every organization at every level, there exists a culture that has developed over time. This culture is the underlying tone for how the organization… (more)

▼ Within every organization at every level, there exists a culture that has developed over time. This culture is the underlying tone for how the organization carries out its day to day practices. With an imminent teacher shortage in Agricultural Education, understanding the organizational culture of Agriculture Educator Preparation Programs (AEPP) may help to identify cultural dynamics that lead to placing more completers as teachers into School-Based Agriculture Education (SBAE) programs. Both descriptive and correlational methods guide the investigator in understanding the phenomenon of organizational culture. This inquiry sought to describe the organizational culture that exists in AEPPs across the United States in terms of type and strength, as well as demographic characteristics in the population of faculty involved in AEPPs (N ~ 360). Survey methodology using the Organizational Culture Analysis Instrument (OCAI) based on Cameron and Quinn’s Competing Values Framework yielded a response rate of 24% (N = 93). Statistics indicated that the dominant perceived culture was the Market type inferring that a commitment to excellence and goal accomplishment were important factors to the population. The preferred culture type, however, was Clan, which is centered around a more caring environment and employee empowerment. The data was further disaggregated by AAAE region (North Central (n = 24), Southern (n = 42), Western (n = 26)) and described how each region was unique in makeup and organizational culture. Multiple linear regression analysis indicated that there was no significant effect between cultural strength and a combination of program completers and completers placed in SBAE programs. The analysis also indicated a non-significant effect of faculty academic rank and longevity. Results from this study present a starting place for investigating and understanding the dynamics of organizational culture in agriculture education and how the profession can use this knowledge to meet the everchanging needs of the profession. Advisors/Committee Members: Murphy, Timothy (advisor), Fraze, Steven (advisor), Baker, Mathew (committee member), Strong, Robert (committee member), Irlbeck, Erica (committee member).

Subjects/Keywords: Organizational Culture

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APA (6^th Edition):

Johnston, D. L. (2019). Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and Selected Outcome Measures and Employee Characteristics. (Doctoral Dissertation). Texas A&M University. Retrieved from http://hdl.handle.net/1969.1/188754

Chicago Manual of Style (16^th Edition):

Johnston, Danny L. “Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and Selected Outcome Measures and Employee Characteristics.” 2019. Doctoral Dissertation, Texas A&M University. Accessed March 04, 2021. http://hdl.handle.net/1969.1/188754.

MLA Handbook (7^th Edition):

Johnston, Danny L. “Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and Selected Outcome Measures and Employee Characteristics.” 2019. Web. 04 Mar 2021.

Vancouver:

Johnston DL. Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and Selected Outcome Measures and Employee Characteristics. [Internet] [Doctoral dissertation]. Texas A&M University; 2019. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/1969.1/188754.

Council of Science Editors:

Johnston DL. Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and Selected Outcome Measures and Employee Characteristics. [Doctoral Dissertation]. Texas A&M University; 2019. Available from: http://hdl.handle.net/1969.1/188754

Pontifical Catholic University of Rio de Janeiro

8. [No author]. [pt] A RELAÇÃO ENTRE A CULTURA E O DESEMPENHO ORGANIZACIONAL NUMA INSTITUIÇÃO DE SEGUROS.

Degree: 2018, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=34236

►

[pt] Entender como características culturais interferem no desempenho de uma empresa, é extremamente relevante em mercados cada vez mais competitivos e dinâmicos. Assim sendo, o… (more)

▼

[pt] Entender como características culturais interferem no desempenho de uma empresa, é extremamente relevante em mercados cada vez mais competitivos e dinâmicos. Assim sendo, o objetivo deste trabalho é analisar a relação da Cultura e o Desempenho Organizacional. A partir da revisão da literatura foi realizado um estudo de caso em uma empresa privada do setor de seguros, que se destaca no mercado em que atua, estando entre as maiores seguradoras independentes do Brasil em Vida, Previdência e Capitalização e ao longo dos anos, recebeu prêmios e participou dos mais importantes rankings financeiros nacionais, reunindo certificações que reforçam a credibilidade, o desempenho e a excelência em sua gestão. A pesquisa coletou dados referentes ao resultado do desempenho organizacional, mais especificamente o resultado dos indicadores financeiros - Return on Sales (ROS), Return on Asset (ROA) e Retorno sobre Patrimônio Líquido (ROE) e, pela aplicação do questionário do modelo de Cultura Organizacional de Denison - DOCS (1990) no seu quadro gerencial, foi possível avaliar as características chaves da cultura organizacional, sob as dimensões de Missão, Consistência, Envolvimento e Adaptabilidade. A análise qualitativa dos dados coletados evidenciou que existe relação entre o resultado das dimensões culturais e os indicadores de rentabilidade, e sugere a importância do aprofundamento desta linha de pesquisa em outras organizações.

[en] Understanding how organizational cultures interfere with a company s performance, and what are the important cultural characteristics to leverage this performance, is extremely relevant in increasingly competitive and dynamic markets. Therefore, the objective of this work is to analyze the relationship between Culture and Organizational Performance. From the literature review, a case study was conducted in a private insurance company, which stands out in the market in which it operates, being among the largest independent insurers in Brazil in Life, Private Pension and Savings Bonds and over the years, received awards and participated in the most important national financial rankings, gathering certifications that reinforce the credibility, the performance and the excellence in its management. The survey collected data on the results of organizational performance, more specifically the result of the financial indicators - Return on Sales (ROS), Return on Asset (ROA) and Return on Equity (ROE) and, by applying the Denison Organizational Culture Model - DOCS questionnaire to managers, it was possible to evaluate the key characteristics of the organizational culture, under the dimensions of Mission, Consistency, Involvement and Adaptability. The qualitative analysis of the data collected showed that there is a relationship between the results of the cultural dimensions and the indicators of profitability and suggests the importance of future research on this subject in other organizations.

Advisors/Committee Members: PATRICIA AMELIA TOMEI.

Subjects/Keywords: [pt] CULTURA ORGANIZACIONAL; [pt] MODELO DE CULTURA ORGANIZACIONAL DE DENISON; [pt] DESEMPENHO; [en] ORGANIZATIONAL CULTURE; [en] DENISON ORGANIZATIONAL CULTURE MODEL; [en] ACHIEVEMENT

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APA (6^th Edition):

author], [. (2018). [pt] A RELAÇÃO ENTRE A CULTURA E O DESEMPENHO ORGANIZACIONAL NUMA INSTITUIÇÃO DE SEGUROS. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=34236

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

author], [No. “[pt] A RELAÇÃO ENTRE A CULTURA E O DESEMPENHO ORGANIZACIONAL NUMA INSTITUIÇÃO DE SEGUROS.” 2018. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=34236.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

author], [No. “[pt] A RELAÇÃO ENTRE A CULTURA E O DESEMPENHO ORGANIZACIONAL NUMA INSTITUIÇÃO DE SEGUROS.” 2018. Web. 04 Mar 2021.

Vancouver:

author] [. [pt] A RELAÇÃO ENTRE A CULTURA E O DESEMPENHO ORGANIZACIONAL NUMA INSTITUIÇÃO DE SEGUROS. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2018. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=34236.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

author] [. [pt] A RELAÇÃO ENTRE A CULTURA E O DESEMPENHO ORGANIZACIONAL NUMA INSTITUIÇÃO DE SEGUROS. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2018. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=34236

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

9. Calkins, Sarah A. Guiding Leadership in the Development and Management of Organizational Culture A Case Study of an Organizational Culture Change Effort.

Degree: 2013, St. Catherine University

URL: https://sophia.stkate.edu/maol_theses/14

► This study analyzes an organization undergoing a cultural change effort. This study utilizes topical literature to review current theory and definitions of organizational culture, mechanisms… (more)

Subjects/Keywords: organizational culture; corporate culture; changing culture

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Calkins, S. A. (2013). Guiding Leadership in the Development and Management of Organizational Culture A Case Study of an Organizational Culture Change Effort. (Thesis). St. Catherine University. Retrieved from https://sophia.stkate.edu/maol_theses/14

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Calkins, Sarah A. “Guiding Leadership in the Development and Management of Organizational Culture A Case Study of an Organizational Culture Change Effort.” 2013. Thesis, St. Catherine University. Accessed March 04, 2021. https://sophia.stkate.edu/maol_theses/14.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Calkins, Sarah A. “Guiding Leadership in the Development and Management of Organizational Culture A Case Study of an Organizational Culture Change Effort.” 2013. Web. 04 Mar 2021.

Vancouver:

Calkins SA. Guiding Leadership in the Development and Management of Organizational Culture A Case Study of an Organizational Culture Change Effort. [Internet] [Thesis]. St. Catherine University; 2013. [cited 2021 Mar 04]. Available from: https://sophia.stkate.edu/maol_theses/14.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Calkins SA. Guiding Leadership in the Development and Management of Organizational Culture A Case Study of an Organizational Culture Change Effort. [Thesis]. St. Catherine University; 2013. Available from: https://sophia.stkate.edu/maol_theses/14

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Pontifical Catholic University of Rio de Janeiro

10. DANIELLE PINHO VIEIRA DE CASTRO. [en] CULTURAL TYPOLOGIES AND THE ORGANIZATIONAL LIFE CYCLE: A CASE STUDY.

Degree: 2005, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6142

►

[pt] Esta dissertação analisa o gerenciamento cultural ao longo do ciclo de vida de uma organização. Para tanto, foi feito um estudo de caso da… (more)

Subjects/Keywords: [pt] CULTURA ORGANIZACIONAL; [en] ORGANIZATIONAL CULTURE; [pt] DESEMPENHO ORGANIZACIONAL; [en] ORGANIZATIONAL PERFORMANCE; [pt] CICLO DE VIDA; [en] ORGANIZATIONAL LIFE CYCLE

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APA (6^th Edition):

CASTRO, D. P. V. D. (2005). [en] CULTURAL TYPOLOGIES AND THE ORGANIZATIONAL LIFE CYCLE: A CASE STUDY. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6142

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

CASTRO, DANIELLE PINHO VIEIRA DE. “[en] CULTURAL TYPOLOGIES AND THE ORGANIZATIONAL LIFE CYCLE: A CASE STUDY.” 2005. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6142.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

CASTRO, DANIELLE PINHO VIEIRA DE. “[en] CULTURAL TYPOLOGIES AND THE ORGANIZATIONAL LIFE CYCLE: A CASE STUDY.” 2005. Web. 04 Mar 2021.

Vancouver:

CASTRO DPVD. [en] CULTURAL TYPOLOGIES AND THE ORGANIZATIONAL LIFE CYCLE: A CASE STUDY. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2005. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6142.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

CASTRO DPVD. [en] CULTURAL TYPOLOGIES AND THE ORGANIZATIONAL LIFE CYCLE: A CASE STUDY. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2005. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6142

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

11. Cybert, Courtney. Group culture in successful organizations.

Degree: 2019, James Madison University

URL: https://commons.lib.jmu.edu/honors201019/663

► The purpose of this paper is to analyze the Eta Delta chapter of Beta Alpha Psi and determine whether its group culture is enhancing or… (more)

Subjects/Keywords: culture; group culture; organizational culture; Organizational Behavior and Theory

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APA (6^th Edition):

Cybert, C. (2019). Group culture in successful organizations. (Masters Thesis). James Madison University. Retrieved from https://commons.lib.jmu.edu/honors201019/663

Chicago Manual of Style (16^th Edition):

Cybert, Courtney. “Group culture in successful organizations.” 2019. Masters Thesis, James Madison University. Accessed March 04, 2021. https://commons.lib.jmu.edu/honors201019/663.

MLA Handbook (7^th Edition):

Cybert, Courtney. “Group culture in successful organizations.” 2019. Web. 04 Mar 2021.

Vancouver:

Cybert C. Group culture in successful organizations. [Internet] [Masters thesis]. James Madison University; 2019. [cited 2021 Mar 04]. Available from: https://commons.lib.jmu.edu/honors201019/663.

Council of Science Editors:

Cybert C. Group culture in successful organizations. [Masters Thesis]. James Madison University; 2019. Available from: https://commons.lib.jmu.edu/honors201019/663

NSYSU

12. Tsai, Wei-shan. An Inquiry of Organizational Culture: A Case Study of Dolphin Logistics Company Kaohsiung Branch.

Degree: Master, Business Management, 2016, NSYSU

URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0913116-232159

► The purpose of this research is to investigate how an enterprise creates an organizational culture with high flexibility and quality. We use the Kaohsiung Branch… (more)

Subjects/Keywords: Ethnography; Organizational culture; Forwarder; Organizational environment

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APA (6^th Edition):

Tsai, W. (2016). An Inquiry of Organizational Culture: A Case Study of Dolphin Logistics Company Kaohsiung Branch. (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0913116-232159

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Tsai, Wei-shan. “An Inquiry of Organizational Culture: A Case Study of Dolphin Logistics Company Kaohsiung Branch.” 2016. Thesis, NSYSU. Accessed March 04, 2021. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0913116-232159.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Tsai, Wei-shan. “An Inquiry of Organizational Culture: A Case Study of Dolphin Logistics Company Kaohsiung Branch.” 2016. Web. 04 Mar 2021.

Vancouver:

Tsai W. An Inquiry of Organizational Culture: A Case Study of Dolphin Logistics Company Kaohsiung Branch. [Internet] [Thesis]. NSYSU; 2016. [cited 2021 Mar 04]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0913116-232159.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Tsai W. An Inquiry of Organizational Culture: A Case Study of Dolphin Logistics Company Kaohsiung Branch. [Thesis]. NSYSU; 2016. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0913116-232159

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

NSYSU

13. Wu, Hui-Chuan. The key Success Factors of Organizational Change.

Degree: Master, Human Resource Management, 2012, NSYSU

URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053

► With the rapid technological development, the environment faced by the enterprises undergoing rapid change, market-oriented enterprises should seize the opportunity to promote the technological change,… (more)

Subjects/Keywords: organizational change; organizational culture; leadership style; power

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APA (6^th Edition):

Wu, H. (2012). The key Success Factors of Organizational Change. (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Wu, Hui-Chuan. “The key Success Factors of Organizational Change.” 2012. Thesis, NSYSU. Accessed March 04, 2021. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Wu, Hui-Chuan. “The key Success Factors of Organizational Change.” 2012. Web. 04 Mar 2021.

Vancouver:

Wu H. The key Success Factors of Organizational Change. [Internet] [Thesis]. NSYSU; 2012. [cited 2021 Mar 04]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Wu H. The key Success Factors of Organizational Change. [Thesis]. NSYSU; 2012. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Pretoria

14. [No author]. The role of culture in post-merger performance .

Degree: 2013, University of Pretoria

URL: http://upetd.up.ac.za/thesis/available/etd-02162013-110828/

► Mergers and acquisitions remain a popular means of corporate growth but the role played by organizational culture remains poorly understood. Badly executed cultural integration is… (more)

Subjects/Keywords: UCTD; Organizational culture; Change; Organizational learning; Merger

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APA (6^th Edition):

author], [. (2013). The role of culture in post-merger performance . (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-02162013-110828/

Chicago Manual of Style (16^th Edition):

author], [No. “The role of culture in post-merger performance .” 2013. Masters Thesis, University of Pretoria. Accessed March 04, 2021. http://upetd.up.ac.za/thesis/available/etd-02162013-110828/.

MLA Handbook (7^th Edition):

author], [No. “The role of culture in post-merger performance .” 2013. Web. 04 Mar 2021.

Vancouver:

author] [. The role of culture in post-merger performance . [Internet] [Masters thesis]. University of Pretoria; 2013. [cited 2021 Mar 04]. Available from: http://upetd.up.ac.za/thesis/available/etd-02162013-110828/.

Council of Science Editors:

author] [. The role of culture in post-merger performance . [Masters Thesis]. University of Pretoria; 2013. Available from: http://upetd.up.ac.za/thesis/available/etd-02162013-110828/

Nelson Mandela Metropolitan University

15. Paul, Gary William. Strategies to create a post-merged organisational culture conducive to effective performance management.

Degree: PhD, Faculty of Business and Economics Sciences, 2011, Nelson Mandela Metropolitan University

URL: http://hdl.handle.net/10948/d1010857

► Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the… (more)

▼ Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated… Advisors/Committee Members: Berry, D M Prof.

Subjects/Keywords: Corporate culture; Organizational change; Organizational effectiveness

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APA (6^th Edition):

Paul, G. W. (2011). Strategies to create a post-merged organisational culture conducive to effective performance management. (Doctoral Dissertation). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/d1010857

Chicago Manual of Style (16^th Edition):

Paul, Gary William. “Strategies to create a post-merged organisational culture conducive to effective performance management.” 2011. Doctoral Dissertation, Nelson Mandela Metropolitan University. Accessed March 04, 2021. http://hdl.handle.net/10948/d1010857.

MLA Handbook (7^th Edition):

Paul, Gary William. “Strategies to create a post-merged organisational culture conducive to effective performance management.” 2011. Web. 04 Mar 2021.

Vancouver:

Paul GW. Strategies to create a post-merged organisational culture conducive to effective performance management. [Internet] [Doctoral dissertation]. Nelson Mandela Metropolitan University; 2011. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/10948/d1010857.

Council of Science Editors:

Paul GW. Strategies to create a post-merged organisational culture conducive to effective performance management. [Doctoral Dissertation]. Nelson Mandela Metropolitan University; 2011. Available from: http://hdl.handle.net/10948/d1010857

Addis Ababa University

16. Meron, Getachew. The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa .

Degree: 2014, Addis Ababa University

URL: http://etd.aau.edu.et/dspace/handle/123456789/7422

► The purpose of this study was to investigate the relationship between organizational culture, change and job satisfaction at UN-ECA. A correlation survey design was used… (more)

▼ The purpose of this study was to investigate the relationship between organizational culture, change and job satisfaction at UN-ECA. A correlation survey design was used to achieve the purpose of the study. The research sample was composed of 76 professional officers, 11 national officers and 153 general service staff. These samples were drawn from the total population using availability sampling for national officers and simple random sampling techniques for selection of sample professional officers and general service staff from the organization. Moreover, the data gathering tools for this research were three standardized questionnaires, observation and document analysis. Consequently, the Organizational Culture Assessment Instrument (OCAI), Organizational Change Recipients Belief Scale (OCRBS), and the Job Satisfaction Survey (JSS) standardized questionnaire were distributed for the respondents to gather the necessary data. Data were analyzed using descriptive statistics such as percentages, mean average, standard deviation. As well as, t-test, one way ANOVA, correlation and regression analysis. Thematic analysis was used to analyze qualitative data. Finally, the study revealed that there was a statistically significant positive correlation between organizational culture and change. Furthermore, there was a very weak non-significant positive correlation between organizational culture and employee job satisfaction. In addition the findings unveiled a weak positive correlation between organizational change and employee job satisfaction and the correlation was not statistically significant. Based on the results of a Pearson product-moment correlation, the researcher concluded that there was a statistically significant positive correlation between organizational culture and change. There was a very weak positive correlation between organizational culture and employee job satisfaction. There were also a weak positive correlation between organizational change and employee job satisfaction and the correlation was not statistically significant at UN-ECA. So, the leaders of the UNECA should be expected to organize workshops and meetings, where members raise their awareness and acquire the relevant organizational culture to the ongoing change efforts and also expected to encourage and motivate experts extrinsically and intrinsically. Key words: Organizational Culture, Organizational Change and Job Satisfaction Advisors/Committee Members: Dr. Befekadu Zeleke (advisor).

Subjects/Keywords: Organizational Culture; Organizational Change and Job Satisfaction

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APA (6^th Edition):

Meron, G. (2014). The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa . (Thesis). Addis Ababa University. Retrieved from http://etd.aau.edu.et/dspace/handle/123456789/7422

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Meron, Getachew. “The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa .” 2014. Thesis, Addis Ababa University. Accessed March 04, 2021. http://etd.aau.edu.et/dspace/handle/123456789/7422.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Meron, Getachew. “The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa .” 2014. Web. 04 Mar 2021.

Vancouver:

Meron G. The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa . [Internet] [Thesis]. Addis Ababa University; 2014. [cited 2021 Mar 04]. Available from: http://etd.aau.edu.et/dspace/handle/123456789/7422.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Meron G. The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa . [Thesis]. Addis Ababa University; 2014. Available from: http://etd.aau.edu.et/dspace/handle/123456789/7422

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Nelson Mandela Metropolitan University

17. [No author]. The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units.

Degree: Faculty of Business and Economic Sciences, 2015, Nelson Mandela Metropolitan University

URL: http://hdl.handle.net/10948/6401

► In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is… (more)

▼ In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.

Subjects/Keywords: Corporate culture; Organizational change; Leadership; Organizational effectiveness

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APA (6^th Edition):

author], [. (2015). The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/6401

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

author], [No. “The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units.” 2015. Thesis, Nelson Mandela Metropolitan University. Accessed March 04, 2021. http://hdl.handle.net/10948/6401.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

author], [No. “The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units.” 2015. Web. 04 Mar 2021.

Vancouver:

author] [. The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2015. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/10948/6401.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

author] [. The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units. [Thesis]. Nelson Mandela Metropolitan University; 2015. Available from: http://hdl.handle.net/10948/6401

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Tennessee – Knoxville

18. Hamann, Michael. How Team Culture Affects NCAA Swimming and Diving Team Performance.

Degree: MS, Recreation and Sport Management, 2019, University of Tennessee – Knoxville

URL: https://trace.tennessee.edu/utk_gradthes/5541

► This study applied Robert Quinn’s Competing Values Framework, one of the leading cultural assessment tools, to successful NCAA swimming and diving teams to identify cultural… (more)

Subjects/Keywords: Organizational Culture; Organizational Performance; Leadership; Swimming; NCAA

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APA (6^th Edition):

Hamann, M. (2019). How Team Culture Affects NCAA Swimming and Diving Team Performance. (Thesis). University of Tennessee – Knoxville. Retrieved from https://trace.tennessee.edu/utk_gradthes/5541

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Hamann, Michael. “How Team Culture Affects NCAA Swimming and Diving Team Performance.” 2019. Thesis, University of Tennessee – Knoxville. Accessed March 04, 2021. https://trace.tennessee.edu/utk_gradthes/5541.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Hamann, Michael. “How Team Culture Affects NCAA Swimming and Diving Team Performance.” 2019. Web. 04 Mar 2021.

Vancouver:

Hamann M. How Team Culture Affects NCAA Swimming and Diving Team Performance. [Internet] [Thesis]. University of Tennessee – Knoxville; 2019. [cited 2021 Mar 04]. Available from: https://trace.tennessee.edu/utk_gradthes/5541.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Hamann M. How Team Culture Affects NCAA Swimming and Diving Team Performance. [Thesis]. University of Tennessee – Knoxville; 2019. Available from: https://trace.tennessee.edu/utk_gradthes/5541

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Pretoria

19. Barker, Antony Ellis. The role of culture in post-merger performance.

Degree: Gordon Institute of Business Science (GIBS), 2012, University of Pretoria

URL: http://hdl.handle.net/2263/29335

► Mergers and acquisitions remain a popular means of corporate growth but the role played by organizational culture remains poorly understood. Badly executed cultural integration is… (more)

Subjects/Keywords: UCTD; Organizational culture; Change; Organizational learning; Merger

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APA (6^th Edition):

Barker, A. E. (2012). The role of culture in post-merger performance. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/29335

Chicago Manual of Style (16^th Edition):

Barker, Antony Ellis. “The role of culture in post-merger performance.” 2012. Masters Thesis, University of Pretoria. Accessed March 04, 2021. http://hdl.handle.net/2263/29335.

MLA Handbook (7^th Edition):

Barker, Antony Ellis. “The role of culture in post-merger performance.” 2012. Web. 04 Mar 2021.

Vancouver:

Barker AE. The role of culture in post-merger performance. [Internet] [Masters thesis]. University of Pretoria; 2012. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/2263/29335.

Council of Science Editors:

Barker AE. The role of culture in post-merger performance. [Masters Thesis]. University of Pretoria; 2012. Available from: http://hdl.handle.net/2263/29335

Clemson University

20. Aldridge, Samuel Tristam. Exploring Institutional Culture as a Macrosystem Antecedent to University Workplace Bullying: An Organizational Ethnography.

Degree: PhD, Educational Leadership - Higher Education, 2019, Clemson University

URL: https://tigerprints.clemson.edu/all_dissertations/2421

► Workplace bullying situated specifically in higher education has been an under-researched topic. Researchers have focused investigations in the academy toward the prevalence and nature… (more)

▼ Workplace bullying situated specifically in higher education has been an under-researched topic. Researchers have focused investigations in the academy toward the prevalence and nature of bullying. Consequently, institutional responses have largely centered on policy implementation in an attempt to discourage and eliminate the occurrence of the unwanted behavior. While prior research has identified organizational antecedents associated with workplace bullying, fewer studies have focused upon how certain organizational antecedents, such as organizational culture, facilitate incidents of bullying. The purpose of this study was to explore an institution's organizational culture to determine how culture functioned as a macrosystem antecedent to university workplace bullying. Via a social ecological lens, the researcher examined the university's culture using Schein's (2010) approach to cultural analysis. Observational data and individual interviews with faculty and staff at the research site enabled the identification and investigation of relevant artifacts, which uncovered the values and espoused beliefs attached to them by members of the university. The investigation yielded five basic underlying assumptions embedded in the university's culture. The five assumptions were (a) perception not reality was what mattered, (b) employee value equaled title and position, (c) the organizational structure guided and maintained daily order, (d) rules must be followed, especially the unwritten rules, and (e) unquestionable loyalty expected and required. The researcher connected these data to existing research to illustrate how organizational culture functioned as a macrosystem antecedent to workplace bullying in a higher education setting. Results revealed the university's culture functioned in 10 ways that could facilitate bullying in an institution of higher education. From the results, the researcher provided implications for practice as well as suggestions for future research. Advisors/Committee Members: Pamela A. Havice, Committee Chair, Michelle Boettcher, Tony W. Cawthon, Leah P. Hollis.

Subjects/Keywords: organizational culture; organizational ethnography; Workplace bullying

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Aldridge, S. T. (2019). Exploring Institutional Culture as a Macrosystem Antecedent to University Workplace Bullying: An Organizational Ethnography. (Doctoral Dissertation). Clemson University. Retrieved from https://tigerprints.clemson.edu/all_dissertations/2421

Chicago Manual of Style (16^th Edition):

Aldridge, Samuel Tristam. “Exploring Institutional Culture as a Macrosystem Antecedent to University Workplace Bullying: An Organizational Ethnography.” 2019. Doctoral Dissertation, Clemson University. Accessed March 04, 2021. https://tigerprints.clemson.edu/all_dissertations/2421.

MLA Handbook (7^th Edition):

Aldridge, Samuel Tristam. “Exploring Institutional Culture as a Macrosystem Antecedent to University Workplace Bullying: An Organizational Ethnography.” 2019. Web. 04 Mar 2021.

Vancouver:

Aldridge ST. Exploring Institutional Culture as a Macrosystem Antecedent to University Workplace Bullying: An Organizational Ethnography. [Internet] [Doctoral dissertation]. Clemson University; 2019. [cited 2021 Mar 04]. Available from: https://tigerprints.clemson.edu/all_dissertations/2421.

Council of Science Editors:

Aldridge ST. Exploring Institutional Culture as a Macrosystem Antecedent to University Workplace Bullying: An Organizational Ethnography. [Doctoral Dissertation]. Clemson University; 2019. Available from: https://tigerprints.clemson.edu/all_dissertations/2421

Virginia Tech

21. Lashley, Brandon Christopher. Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities.

Degree: MA, Communication, 2017, Virginia Tech

URL: http://hdl.handle.net/10919/78222

► Knowing how organizations engage employees can help researchers and practitioners better understand how to effectively communicate and engage employees to create an efficient and collaborative… (more)

Subjects/Keywords: imagined community; organizational culture; organizational climate

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APA (6^th Edition):

Lashley, B. C. (2017). Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities. (Masters Thesis). Virginia Tech. Retrieved from http://hdl.handle.net/10919/78222

Chicago Manual of Style (16^th Edition):

Lashley, Brandon Christopher. “Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities.” 2017. Masters Thesis, Virginia Tech. Accessed March 04, 2021. http://hdl.handle.net/10919/78222.

MLA Handbook (7^th Edition):

Lashley, Brandon Christopher. “Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities.” 2017. Web. 04 Mar 2021.

Vancouver:

Lashley BC. Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities. [Internet] [Masters thesis]. Virginia Tech; 2017. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/10919/78222.

Council of Science Editors:

Lashley BC. Communicating Community at Tesla Motors: Maintaining Corporate Values in Blogging Communities. [Masters Thesis]. Virginia Tech; 2017. Available from: http://hdl.handle.net/10919/78222

Universiteit Utrecht

22. Coenen, L.A. Twee en een samen is geen anderhalf: Een kwalitatieve, landelijke inventarisatie samenwerkingsverbanden HAP-SEH.

Degree: 2009, Universiteit Utrecht

URL: http://dspace.library.uu.nl:8080/handle/1874/35612

► Abstract in English Methods: Interviews, survey and observation of managers of both Accident & Emergency Departments and General Practioners Cooperatives. Goal was to gain a… (more)

▼ Abstract in English Methods: Interviews, survey and observation of managers of both Accident & Emergency Departments and General Practioners Cooperatives. Goal was to gain a better understanding of the human aspect of the cooperation of both organizations. Conclusions & Discussion This study shows that it is impossible to fully integrate accident and emergency departments with out-of-hours general practioners cooperatives, because both organization have different functions with coherent organizational cultures. The most profitable way to work together is to specialize on their original functions and optimalize these core competencies and at the same time cooperate on issues where overlap exist. This overlap concerns (among others) self-referrals, but also overhead and the daily functional relationship between the organizations. Management of change is defined as a human activity with all the features of human decision-making, such as uncertainty, contextuality and subjectivity. Managers use three perspectives as starting point for organization. The first is the patient, second the professional repertoire and third the formal regulations as starting point for the design of services. Final outcomes of the process of management are complex, ambiguous theories of action for the performance of the service. Main challenges for managers are improvement of both cost and quality and to limit workload. Limits on organization are imposed by the limited capability of patients to make informed decisions, the restrictions of formal regulations and third due to availability obligations the impossibility to unite demands for the highest quality at less cost. Due to the complexity of the matters a significant learning process is needed to create optimal performance of services for all stakeholders. Implications for further research are the examination of effects of implementation of particular organizational structures, the examination of the consequences of not working together and finally a closer examination of the motives and characteristics of hospitals. Advisors/Committee Members: Gastelaars, M.M..

Subjects/Keywords: Utrechtse School voor Bestuurs- en Organisatiewetenschap; Public Service Management; change; Accident and Emergency Department; General Practioner; Organizational Culture; Public Healthcare Organization, Organizational Mergers

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APA (6^th Edition):

Coenen, L. A. (2009). Twee en een samen is geen anderhalf: Een kwalitatieve, landelijke inventarisatie samenwerkingsverbanden HAP-SEH. (Masters Thesis). Universiteit Utrecht. Retrieved from http://dspace.library.uu.nl:8080/handle/1874/35612

Chicago Manual of Style (16^th Edition):

Coenen, L A. “Twee en een samen is geen anderhalf: Een kwalitatieve, landelijke inventarisatie samenwerkingsverbanden HAP-SEH.” 2009. Masters Thesis, Universiteit Utrecht. Accessed March 04, 2021. http://dspace.library.uu.nl:8080/handle/1874/35612.

MLA Handbook (7^th Edition):

Coenen, L A. “Twee en een samen is geen anderhalf: Een kwalitatieve, landelijke inventarisatie samenwerkingsverbanden HAP-SEH.” 2009. Web. 04 Mar 2021.

Vancouver:

Coenen LA. Twee en een samen is geen anderhalf: Een kwalitatieve, landelijke inventarisatie samenwerkingsverbanden HAP-SEH. [Internet] [Masters thesis]. Universiteit Utrecht; 2009. [cited 2021 Mar 04]. Available from: http://dspace.library.uu.nl:8080/handle/1874/35612.

Council of Science Editors:

Coenen LA. Twee en een samen is geen anderhalf: Een kwalitatieve, landelijke inventarisatie samenwerkingsverbanden HAP-SEH. [Masters Thesis]. Universiteit Utrecht; 2009. Available from: http://dspace.library.uu.nl:8080/handle/1874/35612

Pontifical Catholic University of Rio de Janeiro

23. [No author]. [pt] ALINHAMENTO PESSOA-ORGANIZAÇÃO (PERSON-ORGANIZATION FIT) E ENGAJAMENTO DE COLABORADORES DE UMA EMPRESA EM MUDANÇA: UM ESTUDO DE CASO.

Degree: 2016, Pontifical Catholic University of Rio de Janeiro

URL: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=27287

►

[pt] O objetivo central desta dissertação foi analisar o alinhamento pessoaorganização (Person-Organization fit ou P-O fit) e sua influência no engajamento dos colaboradores de uma… (more)

▼

[pt] O objetivo central desta dissertação foi analisar o alinhamento pessoaorganização (Person-Organization fit ou P-O fit) e sua influência no engajamento dos colaboradores de uma organização, através de um estudo de caso em uma empresa multinacional do segmento industrial – empresa A – que está passando por transformações e crescimento no Brasil. A pesquisa teve como base os conceitos de P-O fit de Chatman (1989), Valores Pessoais de Schwartz (1994) e Organizacionais de Oliveira e Tamayo (2004), assim como Engajamento no Trabaho de Kahn (1990). Como este assunto possui uma grande aproximação com a cultura organizacional, foi abordado o tema por Schein (2009). A metodologia adotada para a pesquisa foi mista, através da combinação de métodos diversos de coleta e análise de dados. Para a análise quantitativa, foi aplicadoum questionário em 132 colaboradores, composto pelo questionário de Almeida e Sobral (2009), versão validada no Brasil do Portrait Values Questionnaire PVQ-21 de Schwartz (2001), pelo Inventário de Perfis de Valores Organizacionais (IPVO), de Oliveira e Tamayo (2009) e também pela Escala de Engajamento de Trabalho (EEGT), de Siqueira (2014). Por fim, para a pesquisa qualitativa foram realizadas a análise de documentos internos, entrevistas semi-estruturadas em 15 colaboradores, assim como a observação participativa em duas turmas de treinamento do programa SOMOS A. Os resultados indicaram que não há a presença do alinhamento pessoa-organização, possível consequência das mudanças culturais vividas na empresa. Os estudos estatísticos demonstraram quais valores podem ter relação significativa e impacto no engajamento dos colaboradores, concluindo-se a relevante contribuição desta pesquisa.

[en] The main objective of this dissertation was to analyze the personorganization fit (P-O fit) and its influence on employee engagement in an organization, through a case study in a multinational company in the industrial segment – company A - that is under transformation and growth in Brazil. The research was based on the concepts of P-O fit by Chatman (1989), Personal Values by Schwartz (1994), Organizational Values by Oliveira and Tamayo (2004), and also of engagement at work by Kahn (1990). As this issue is closely linked to organizational culture, Schein (2009) was also taken into consideration. The methodology adopted for the research was mixed, combining various methods of data collection and analysis. Quantitative analysiswas made by a questionnaire, applied to 132 employees, comprising the validated questionnaire in Brazil by Almeida and Sobral (2009) of Portrait Values Questionnaire PVQ- 21(SCHWARTZ, 2001), by the Inventory of Organizational Values Profile (IPVO), by Oliveira and Tamayo ( 2009) and also the Working Engagement Scale (EEGT), by Siqueira (2014). Finally, qualitative research was conducted by analysis of internal documents, semi-structured interviews with 15 employees, as well as the participatory observation in two training sessions of the program We are A. The results indicated that there…

Advisors/Committee Members: PATRICIA AMELIA TOMEI.

Subjects/Keywords: [pt] CULTURA ORGANIZACIONAL; [pt] ENGAJAMENTO NO TRABALHO; [pt] VALORES PESSOAIS E ORGANIZACIONAIS; [pt] ALINHAMENTO PESSOA ORGANIZACAO; [en] ORGANIZATIONAL CULTURE; [en] WORK ENGAGEMENT; [en] PERSONAL AND ORGANIZATIONAL VALUES; [en] PERSON ORGANIZATION FIT

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APA (6^th Edition):

author], [. (2016). [pt] ALINHAMENTO PESSOA-ORGANIZAÇÃO (PERSON-ORGANIZATION FIT) E ENGAJAMENTO DE COLABORADORES DE UMA EMPRESA EM MUDANÇA: UM ESTUDO DE CASO. (Thesis). Pontifical Catholic University of Rio de Janeiro. Retrieved from http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=27287

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

author], [No. “[pt] ALINHAMENTO PESSOA-ORGANIZAÇÃO (PERSON-ORGANIZATION FIT) E ENGAJAMENTO DE COLABORADORES DE UMA EMPRESA EM MUDANÇA: UM ESTUDO DE CASO.” 2016. Thesis, Pontifical Catholic University of Rio de Janeiro. Accessed March 04, 2021. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=27287.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

author], [No. “[pt] ALINHAMENTO PESSOA-ORGANIZAÇÃO (PERSON-ORGANIZATION FIT) E ENGAJAMENTO DE COLABORADORES DE UMA EMPRESA EM MUDANÇA: UM ESTUDO DE CASO.” 2016. Web. 04 Mar 2021.

Vancouver:

author] [. [pt] ALINHAMENTO PESSOA-ORGANIZAÇÃO (PERSON-ORGANIZATION FIT) E ENGAJAMENTO DE COLABORADORES DE UMA EMPRESA EM MUDANÇA: UM ESTUDO DE CASO. [Internet] [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2016. [cited 2021 Mar 04]. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=27287.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

author] [. [pt] ALINHAMENTO PESSOA-ORGANIZAÇÃO (PERSON-ORGANIZATION FIT) E ENGAJAMENTO DE COLABORADORES DE UMA EMPRESA EM MUDANÇA: UM ESTUDO DE CASO. [Thesis]. Pontifical Catholic University of Rio de Janeiro; 2016. Available from: http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=27287

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Pretoria

24. [No author]. An exploratory study of how different cultures evaluate transformation at state owned enterprises .

Degree: 2012, University of Pretoria

URL: http://upetd.up.ac.za/thesis/available/etd-07212012-195228/

► The main goal of a change process is to improve the ability of an organization. People are likely to facilitate, implement, and manage change effectively… (more)

Subjects/Keywords: UCTD; Organizational leadership; Transformation; Culture

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APA (6^th Edition):

author], [. (2012). An exploratory study of how different cultures evaluate transformation at state owned enterprises . (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-07212012-195228/

Chicago Manual of Style (16^th Edition):

author], [No. “An exploratory study of how different cultures evaluate transformation at state owned enterprises .” 2012. Masters Thesis, University of Pretoria. Accessed March 04, 2021. http://upetd.up.ac.za/thesis/available/etd-07212012-195228/.

MLA Handbook (7^th Edition):

author], [No. “An exploratory study of how different cultures evaluate transformation at state owned enterprises .” 2012. Web. 04 Mar 2021.

Vancouver:

author] [. An exploratory study of how different cultures evaluate transformation at state owned enterprises . [Internet] [Masters thesis]. University of Pretoria; 2012. [cited 2021 Mar 04]. Available from: http://upetd.up.ac.za/thesis/available/etd-07212012-195228/.

Council of Science Editors:

author] [. An exploratory study of how different cultures evaluate transformation at state owned enterprises . [Masters Thesis]. University of Pretoria; 2012. Available from: http://upetd.up.ac.za/thesis/available/etd-07212012-195228/

University of Pretoria

25. [No author]. The forces of a character: does an entrepreneur's personality affect organizational culture .

Degree: 2011, University of Pretoria

URL: http://upetd.up.ac.za/thesis/available/etd-04302011-222420/

► Theory suggests that the source of an organization’s culture is the founder, yet few empirical studies exist on the relationship between the entrepreneur’s personality and… (more)

Subjects/Keywords: UCTD; Organizational culture; Entrepreneur; Personality

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APA (6^th Edition):

author], [. (2011). The forces of a character: does an entrepreneur's personality affect organizational culture . (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-04302011-222420/

Chicago Manual of Style (16^th Edition):

author], [No. “The forces of a character: does an entrepreneur's personality affect organizational culture .” 2011. Masters Thesis, University of Pretoria. Accessed March 04, 2021. http://upetd.up.ac.za/thesis/available/etd-04302011-222420/.

MLA Handbook (7^th Edition):

author], [No. “The forces of a character: does an entrepreneur's personality affect organizational culture .” 2011. Web. 04 Mar 2021.

Vancouver:

author] [. The forces of a character: does an entrepreneur's personality affect organizational culture . [Internet] [Masters thesis]. University of Pretoria; 2011. [cited 2021 Mar 04]. Available from: http://upetd.up.ac.za/thesis/available/etd-04302011-222420/.

Council of Science Editors:

author] [. The forces of a character: does an entrepreneur's personality affect organizational culture . [Masters Thesis]. University of Pretoria; 2011. Available from: http://upetd.up.ac.za/thesis/available/etd-04302011-222420/

26. Garg, Richa. Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;.

Degree: Psychology, 2007, Aligarh Muslim University

URL: http://shodhganga.inflibnet.ac.in/handle/10603/51844

Abstract available newline newline

Summary p. 190-192, Bibliography p. 193-222, Appendix p. 223-235

Advisors/Committee Members: Alam, Shah.

Subjects/Keywords: Commitment; Organizational; Culture; Occupational; Activities

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Garg, R. (2007). Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;. (Thesis). Aligarh Muslim University. Retrieved from http://shodhganga.inflibnet.ac.in/handle/10603/51844

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Garg, Richa. “Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;.” 2007. Thesis, Aligarh Muslim University. Accessed March 04, 2021. http://shodhganga.inflibnet.ac.in/handle/10603/51844.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Garg, Richa. “Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;.” 2007. Web. 04 Mar 2021.

Vancouver:

Garg R. Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;. [Internet] [Thesis]. Aligarh Muslim University; 2007. [cited 2021 Mar 04]. Available from: http://shodhganga.inflibnet.ac.in/handle/10603/51844.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Garg R. Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;. [Thesis]. Aligarh Muslim University; 2007. Available from: http://shodhganga.inflibnet.ac.in/handle/10603/51844

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

27. Garg, Richa. Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;.

Degree: Psychology, 2007, Aligarh Muslim University

URL: http://shodhganga.inflibnet.ac.in/handle/10603/51845

Abstract available newline newline

Summary p. 190-192, Bibliography p. 193-222, Appendix p. 223-235

Advisors/Committee Members: Alam, Shah.

Subjects/Keywords: Commitment; Organizational; Culture; Occupational; Activities

Record Details Similar Records Cite « Share

❌

APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Garg, R. (2007). Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;. (Thesis). Aligarh Muslim University. Retrieved from http://shodhganga.inflibnet.ac.in/handle/10603/51845

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Garg, Richa. “Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;.” 2007. Thesis, Aligarh Muslim University. Accessed March 04, 2021. http://shodhganga.inflibnet.ac.in/handle/10603/51845.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Garg, Richa. “Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;.” 2007. Web. 04 Mar 2021.

Vancouver:

Garg R. Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;. [Internet] [Thesis]. Aligarh Muslim University; 2007. [cited 2021 Mar 04]. Available from: http://shodhganga.inflibnet.ac.in/handle/10603/51845.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Garg R. Work Commitment as a Function of HRD Activities, Organizational Culture, and Occupational Stress;. [Thesis]. Aligarh Muslim University; 2007. Available from: http://shodhganga.inflibnet.ac.in/handle/10603/51845

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Penn State University

28. Kim, Jin Yong. THE RELATIONSHIP AMONG LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND THE LEARNING ORGANIZATION: THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE AT THE MIDDLE MANAGEMENT LEVEL .

Degree: 2011, Penn State University

URL: https://submit-etda.libraries.psu.edu/catalog/12239

► Present day organizations are faced with a turbulent environment. In order to obtain and sustain a competitive advantage in an increasingly complex and unpredictable work… (more)

▼ Present day organizations are faced with a turbulent environment. In order to obtain and sustain a competitive advantage in an increasingly complex and unpredictable work environment, business organizations must enhance their learning capabilities and need to be transformed into learning organizations that can transmit new knowledge and create new products. It is useful to study the aspects of organizational culture that support the learning organization and the leadership style of middle management that shapes the learning organization since middle managers play a key role in making the transition to a learning organization, encouraging employees to embrace continuous learning in business settings. Thus, an awareness of the impact of organizational culture and the leadership style of middle management in the learning organization is a prerequisite for improving organizational performance. The major objective of this research is to explore the relationship among leadership style, organizational culture, and learning organization factors. More specifically, this research examines the moderating effects of organizational culture on the relationships between leadership style of middle management and the learning organization in the Korean business settings. All the constructs are measured by multi-item scales and all the measures are perception-based, self-reporting survey types of instruments. For the purpose of this study, the middle managers and subordinates’ perceptions regarding the seven dimensions of the learning organization in their organization were taken as the dependent variables and the leadership style (transformational and transactional leadership) of the middle managers were taken as independent variables. Four types of organizational culture (clan, adhocracy, hierarchy and market culture) served as moderator variables. This study adopted Multivariate Analysis of Variance (MANOVA), Structural Equation Modeling (SEM), Confirmatory Factor Analysis (CFA), and Multiple Regression Analysis for data analysis using SPSS 18.0 and LISREL 8.8. The results of this study are as follows: (a) transformational leadership and adhocracy culture had positive significant effects on the development of the learning organization; (b) organizational culture (hierarchy culture) had a moderating effect between transformational leadership and the learning organization; (c) the effects of leadership style and organizational culture on the development of the learning organization did not differ between middle managers and subordinates; (d) leadership components (idealized influence attributes, idealized influence behavior and individual consideration) in transformational leadership had significant effects on the learning organization; and (e) leadership style, organizational culture and learning organization were different among the industry types. Further, several issues on leadership competency, organizational culture and learning organization were reported through short-answer responses. A conclusive summary is provided along… Advisors/Committee Members: Judith Ann Kolb, Dissertation Advisor/Co-Advisor, Judith Ann Kolb, Committee Chair/Co-Chair, William J Rothwell, Committee Member, Edgar Paul Yoder, Committee Member, Wei Chen, Committee Member.

Subjects/Keywords: LEADERSHIP; ORGANIZATIONAL CULTURE; LEARNING ORGANIZATION

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Kim, J. Y. (2011). THE RELATIONSHIP AMONG LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND THE LEARNING ORGANIZATION: THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE AT THE MIDDLE MANAGEMENT LEVEL . (Thesis). Penn State University. Retrieved from https://submit-etda.libraries.psu.edu/catalog/12239

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Kim, Jin Yong. “THE RELATIONSHIP AMONG LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND THE LEARNING ORGANIZATION: THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE AT THE MIDDLE MANAGEMENT LEVEL .” 2011. Thesis, Penn State University. Accessed March 04, 2021. https://submit-etda.libraries.psu.edu/catalog/12239.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Kim, Jin Yong. “THE RELATIONSHIP AMONG LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND THE LEARNING ORGANIZATION: THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE AT THE MIDDLE MANAGEMENT LEVEL .” 2011. Web. 04 Mar 2021.

Vancouver:

Kim JY. THE RELATIONSHIP AMONG LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND THE LEARNING ORGANIZATION: THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE AT THE MIDDLE MANAGEMENT LEVEL . [Internet] [Thesis]. Penn State University; 2011. [cited 2021 Mar 04]. Available from: https://submit-etda.libraries.psu.edu/catalog/12239.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Kim JY. THE RELATIONSHIP AMONG LEADERSHIP STYLE, ORGANIZATIONAL CULTURE AND THE LEARNING ORGANIZATION: THE MODERATING EFFECTS OF ORGANIZATIONAL CULTURE AT THE MIDDLE MANAGEMENT LEVEL . [Thesis]. Penn State University; 2011. Available from: https://submit-etda.libraries.psu.edu/catalog/12239

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

29. Van Biljon, Lizette Anne-Marie. Die interaktiewe rol van ondernemingskultuur tydens strategieverandering.

Degree: 2012, University of Johannesburg

URL: http://hdl.handle.net/10210/6743

►

M.Comm.

In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding… (more)

▼

M.Comm.

In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.

Subjects/Keywords: Corporate culture; Organizational change - Management

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Van Biljon, L. A. (2012). Die interaktiewe rol van ondernemingskultuur tydens strategieverandering. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6743

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Van Biljon, Lizette Anne-Marie. “Die interaktiewe rol van ondernemingskultuur tydens strategieverandering.” 2012. Thesis, University of Johannesburg. Accessed March 04, 2021. http://hdl.handle.net/10210/6743.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Van Biljon, Lizette Anne-Marie. “Die interaktiewe rol van ondernemingskultuur tydens strategieverandering.” 2012. Web. 04 Mar 2021.

Vancouver:

Van Biljon LA. Die interaktiewe rol van ondernemingskultuur tydens strategieverandering. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/10210/6743.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Van Biljon LA. Die interaktiewe rol van ondernemingskultuur tydens strategieverandering. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6743

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

30. Pienaar, Gert Jacobus. Organisational culture : a tool for driving strategic change.

Degree: 2011, University of Johannesburg

URL: http://hdl.handle.net/10210/3888

►

M.Comm.

“We don’t receive wisdom; we must discover it for ourselves after a journey that no one can take for us or spare us” –… (more)

▼

M.Comm.

“We don’t receive wisdom; we must discover it for ourselves after a journey that no one can take for us or spare us” – Marcel Proust Organizational change has become a buzzword in the organizational behaviour industry. In theory and on paper, organizational change is an appealing concept with its aim to assist leaders to adapt organisations to situational variables. In reality organizations are filled with aging paradigms, entrenched cultural artifacts, - values and deeply held - assumptions that make them quite inflexible and therefore closed to new and innovative ideas. Organizational leaders are faced with the problem of growing and renewing companies in order to meet the expectations of external and internal company stakeholders. The external stakeholders are continuously demanding higher and higher returns on capital and do not tolerate poor performance. The internal stakeholders of companies have also become more selective when choosing amongst potential to be employers. It is therefore important that organizations have an understanding of the image that they portray to the market and potential employees. Organizational culture is a tool that can assist leaders to define the type of organization they want to be and thus the image they portray to its stakeholders. Organizational culture is defined as a pattern of shared basic assumptions that a group learns as it solves its problems of external adaptation and internal integration. If the assumptions lead to success they are considered to be valid and should be taught to new members as the correct way to perceive and think and feel when confronted with external environment adaptation or internal organisation integration issues A positive organizational culture reinforces the core beliefs and behaviours that a leader desires while weakening the values and actions the leader rejects (Kaufman 2002). A negative culture becomes toxic, poisoning the life of the organization and hindering any potential for creativity, collaboration and prosperity

Subjects/Keywords: Corporate culture; Organizational change

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Pienaar, G. J. (2011). Organisational culture : a tool for driving strategic change. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/3888

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Pienaar, Gert Jacobus. “Organisational culture : a tool for driving strategic change.” 2011. Thesis, University of Johannesburg. Accessed March 04, 2021. http://hdl.handle.net/10210/3888.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Pienaar, Gert Jacobus. “Organisational culture : a tool for driving strategic change.” 2011. Web. 04 Mar 2021.

Vancouver:

Pienaar GJ. Organisational culture : a tool for driving strategic change. [Internet] [Thesis]. University of Johannesburg; 2011. [cited 2021 Mar 04]. Available from: http://hdl.handle.net/10210/3888.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Pienaar GJ. Organisational culture : a tool for driving strategic change. [Thesis]. University of Johannesburg; 2011. Available from: http://hdl.handle.net/10210/3888

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

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Open Access Theses and Dissertations