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Human Resource Management - Corporate Culture 

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Organizational Culture and Leadership
by Edgar H. Schein

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11 July 2008

A Process for Changing Organizational Culture With very few exceptions, virtually every leading firm has developed a distinctive culture that is clearly identifiable by its key stakeholders. Not all organizations automatically possess a strong and highly effective culture, of course, so this article discusses a methodology for how to lead a culture change effort in an organization.   
Behind Closed Doors: A Secretive Culture - Who's to Blame? How about if we told people what we know or at least what we think we know? Scary thought isn't it? What about the alternative? You see, communication will occur. The only question is, do you want to participate in the communication or leave it to the rumor mill, looking sneaky or worse in the process?  
Can Multinational Groups be Effective? The Influence of Leadership and Corporate Culture. In this paper a model focussing on how to build an effective multinational group (MNGs) is presented.   
Competition, Cooperation, and Corporate Culture Teamwork and cooperation between workers can be of substantial value to a firm, yet firms often difer in their level of worker cooperation.   
Cooperation, Corporate Culture and Incentive Intensity We develop a theory of the firm in which the willingness of workers to cooperate with each other plays a central role. Pdf-file 1999  
Corporate Culture and Human Factor Problems Imagine what would happen if the top management in a company overnight became ill and couldn’t work for, say, three months? Would such a company be paralyzed? Would it cease operating? Probably not, provided the company is basically healthy.   
Corporate Culture and Managerial Delegation: A Comparative Study of Japanese and American Multinational Enterprises. Pdf-file  
Corporate Culture Assessment This paper which uses an university as an example includes an explanation of the model used, key findings and a data report. The Corporate Culture Assessment instrument is a simple but effective means of measuring and mapping corporate cultures. The model of the Seven Levels of Personal and Organizational Consciousness was created by Richard Barrett and is described in his book “Liberating the Corporate Soul: Building a Visionary Organization.” pdf  
Corporate Culture in Global Interaction Global Business Culture – an International Workshop. A compilation of articles from this workshop.  
Corporate Culture: Asset or Liability? One culture can evolve, two, however, will not. Merging two cultures well is supreme challenge that needs to be actively shaped and carefully managed.  2,194 KB  
Creating a High-involvement Culture Through a Value-driven Change Process Organizations do not achieve a cultural change by accident. They achieve it with a defined strategy for high involvement and a measurable action plan. Many link their strategy for high involvement to initiatives that already are taking place in the organization such as Total Quality Management or Total Service Quality.  
Creating strong guardrails for governance and ERM Often, corporate culture is difficult to describe. What impact does corporate culture have on organizational behavior and employee activities? A direct link exists between a company’s culture and employee behavior.     
Cultural Differences   TOP
Cultural Values - Do You Walk the Talk? Leading companies are learning how to measure their intangible assets — employees that truly "live" the company's cultural values. Living these values benefits everyone, including suppliers and customers. 2003  
Culture in Change: A Case Study of a Merger Using Cognitive Mapping This study reports research exploring the culture of the company formed by the merger of two small training providers. 2005  
Culture, Culture, Everywhere  The only way to change corporate culture is to alter the way we treat employees, not to hire a culture consultant, says Herbert W. Lovelace   
Demystifying Corporate Culture While many try to create a high-performing culture, few succeed. Why? Is it that difficult? Not really. The key to culture is understanding that the perceptions of the workforce are as significant in shaping behaviors as the formal mechanisms.   
Developing characteristics of an intrapreneurship supportive culture This paper aims at developing characteristics of an intrapreneurship-supportive culture in order to facilitate intrapreneurship over time – that is, to make it happen again and again. 2006  
Does Corporate Culture Matter for Firm Policies? Economic theories suggest that a firm’s corporate culture matters for its policy choices. Consistent with that, we find that the culture effects are long-term and stronger for internally grown business units and older firms.   
Does Corporate Culture Matter? An Empirical Study on Japanese Firms Using Japanese firms’ data from 1987-2000, the authors have shown that the strength of corporate culture significantly affects corporate policies such as employment policy, management structure, and financial structure.   
Downsizing And Organizational Culture  In this article Hickok argues that, ultimately, the most prominent effects of downsizing will be in relation to culture change, not in relation to saved costs or short-term productivity gains. In particular, the author notes three observations in relation to the impact of downsizing on organizational culture.   
Executives Beware - Your Culture May Be Deadly In this paper, we will examine seven cases from a variety of companies and industries that highlight the critical role that culture plays in the success of contemporary organizations.   
Growth at Work: The Benefits of Building Entrepreneurial Environments The benefits of having an entrepreneurial culture are clear. Even large companies in existing business sectors can create an entrepreneurial environment by employing five key enablers.  
Handbooks that support culture If your employee handbook doesn't fit the bill, you're missing a great opportunity!   
Hearts & Minds For leadership guru John Kotter, changing cultures is rarely about rational choice. Instead, it takes emotion and heart, and leadership at every level of the company. 2004  
Impact of organizational culture on performance Developing surveys to measure the impact of corporate culture.   
Individual Personality And Organizational Culture  This Article explores the hypothesis that individuals (particularly organizational leaders) attempt to change the culture of their organizations to fit their own personality preferences. Contemporary definitions of culture are presented, and five of the better known mechanisms for categorizing individual personality types are briefly described.   
Information Technology Adoption A Model of the Impact of Corporate Culture on Information Technology Adoption. Pdf-file December 2002  
Language, Culture and Global Business The interpreter as a tool for effective cross-border communication  
License to Innovate or License to Kill? When responsibilities exceed rights, companies go nowhere. When rights exceed responsibilities, companies go bust.  
Making Cultural Change Happen: Putting Management Transformation Theory to Use Operational definitions of management, management transformation, culture, and cultural change are presented and then applied to the development of a “mechanics” of cultural change. Overcoming personal, addictive, habitual attitudes and behaviors is identified as the cornerstone of cultural change. pdf-file  
Managing corporate culture through reward systems While most managers are aware of their companies’ cultures, they are unsure about how it is maintained, transmitted, or influenced. We believe that the reward system represents a particularly powerful means for influencing an organization’s culture.   
Managing in an Era of Multiple Cultures In today's global economy, managers must be able to identify and work with the many types of cultures that exist simultaneously within an organization or a business network.  
Managing the Multiple Identities of the Corporation This article provides a framework intended to assist firms in understanding their corporation’s identities more clearly and managing them more effectively. In the wake of corporate acquisitions, mergers, and spin-offs, considerable senior management attention has been devoted to corporate identity and its communication to key stakeholder groups. pdf-file 168 KB. 2002  
On the Origin and Evolution of Corporate Culture Where does corporate culture come from? In trying to answer that question, this paper also suggests a new perspective on the relationship between corporate culture and performance.   
Organizational Culture and Cost-Containment in Corrections The economic and political realities of the 1990's are forcing public administrators to implement operational changes to cut or contain costs in their organizations. Often the changes necessary to control costs directly confront long standing organizational cultures. This article provides insight to the magnitude of the problem by examining the efforts at one federal penitentiary to control the single issue of overtime costs.   
Organizational Culture and Fraudulent Financial Reporting Recent high-profile fraud cases increase the importance of identifying companies that have the potential for fraud behavior. Certain characteristics of a company's organizational culture can signal the potential for fraud. 2003  
Organizational Culture and Knowledge Management Success: Assessing The Behavior–Performance Continuum Traditionally, culture has been assessed by qualitative methods. However, quantitative approaches such as culture surveys offer important advantages for both cross-sectional organizational research and knowledge-based cultural change initiatives. The Organizational Culture Inventory© (OCI), an instrument designed for such uses, profiles the culture of organizations and their sub-units in terms of behavioral norms and expectations. pdf-file  
Organizational Culture and Nonprofits Shared assumptions about values, meaning, language, symbols, and group norms can create a framework from which the nonprofit can implement its mission and programs  
Organizational Culture Assessments – What Are They and Why Do One? pdf-file  
Organizational Jazz - Understanding Organizational Culture Using the Culture of Music Culture resides in the background under familiar conditions, but its characteristics become more salient when threatened. Organizational culture distinguishes firms from one another and it is a significant determinant of firm innovation and survival.  new
Organizational Life Cycles & Corporate Culture  PowerPoint presentation about the lifecycle concept in corporate culture  
Overview Good introduction into the topic with a definition and some approaches  
Personality Traits and Workplace Culture Online tests measure the fit between person and organization  
Recognizing Organizational Culture in Managing Change Structural changes can serve as the initial intervention for shifting culture.   
Relationship among Org. Culture, Customer Satisfaction & Performance This study explores the moderating role of national culture and industry characteristics on the relationship between organizational cultural values and business outcomes  
Shaping Corporate Culture Leaders need a sophisticated understanding of corporate culture, and powerful tools for rallying executives and middle managers to work effectively with cultural variables. Pdf-file  
Stop Blaming Your Culture Start using it instead — to reinforce and build the new behaviors that will give you the high-performance company you want.  
The Analysis of Organizational Culture and Structure as a Basis for the Implementation of Knowledge Management In the commercial world of today Knowledge Management and Organizational Learning are supposed to be indispensable prerequisites for the competitive ability of companies. Managers, in particular, have the potential to change an organization and therefore they should act in an exemplary way.   
The Cult of Three Cultures The sum of operational, executive, and engineering cultures is greater than the corporate whole. 2001  
The Tyranny of "Community" By imposing togetherness and teamwork across divisional boundaries companies risk losing the people whose tacit knowledge actually drives growth. 2000  
The Value of an Ethical Corporate Culture An independent U.S. research study shows additional evidence that a company’s ability to maintain an ethical corporate culture is key to the attraction, retention, and productivity of employees.   
Toward a Theory of Corporate Culture An evolutionary approach to reciprocity in the employment relationship. Pdf-file  
Web-Walk on Organizational Culture Helps to think about your organizational culture  
What is Organizational Culture Becoming? Seeing Organizational Culture in a Becoming Perspective. Pdf-file 2004  


Publications Literature
The Trader Joe’s Experience - The impact of corporate culture on business strategy
Mark Mallinger, PhD, and Gerry Rossy, PhD
The success of Trader Joe’s (TJ) markets is the result of a unique business model that has built a national chain of neighborhood grocery stores. The purpose of this article is to explore the relationship between organizational culture and business strategy that has propelled TJ to extraordinary success. The article also offers a model for readers to consider in creating a culture within their own organization that provides a defensible competitive position by incorporating value, rareness, inimitability, and non-substitutability.

Matching People with Organizational Culture (pdf-file)
by Asim Khan
The success of any company depends in part on the match between individuals and the culture of the organization. Organizational culture is the set of operating principles that determine how people behave within the context of the company. Underlying the observable behaviors of people are the beliefs, values, and assumptions that dictate their actions.

Mergers and Corporate Culture
It is widely recognized that cultural differences between the partners of a merger are one of the most common reasons for failure in mergers. This may happen during pre-merger negotiations or during post-merger integration. Despite all Due Diligence, the two partners of a merger fail to form a new successful unit that is able to exploit all synergies. The development of a new, shared culture is a critical factor for merger success. It is possible to manage this process in a structured way.
This article gives a brief introduction into the concept of corporate culture and explains, why it is so important in mergers.




The Corporate Culture Survival Guide
by Edgar H. Schein (Preface), Warren G. Bennis
Edgar Schein reveals that what we commonly call 'corporate culture' is merely the tip of the iceberg, an iceberg that managers ignore at the peril of their company's future. Underneath lies the much-harder-to-grasp "essence" of the company, the "learned, shared, tacit assumptions on which people base their daily behavior." In the second half of the book, Schein illustrates how, using this knowledge, a company's culture can be deliberately created or changed. Supported by numerous case-study examples, his advice is pertinent to startups, mature companies, and blended organizations.

Diagnosing and Changing Organizational Culture
by Kim S. Cameron, Robert E. Quinn
Based on the Competing Values Framework

Corporate Cultures
by Terrence E. Deal, Allan A. Kennedy
In the early 1980s, Terry Deal and Allan Kennedy launched a new field of inquiry and practice with the publication of their landmark book, Corporate Cultures, in which they argued that distinct types of cultures evolve within companies, with a direct and measurable impact on strategy and performance. Despite the dramatic evolution of the business landscape over the last twenty years, the basic principles of the book remain as fresh and relevant as they did when it was first published: that organizations, by their very nature, are social enterprises, with tribal habits, well-defined cultural roles for individuals, and various strategies for determining inclusion, reinforcing identity, and adapting to change. In the new introduction, the authors reflect on the enduring lessons of their investigation into the life of organizations.




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Status: 03. Juli 2015