ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00952.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTThis paper addresses the question of efficacy of Management Control Systems in organizations. It shows that control systems are based on a combination of three underlying approaches — markets, rules and culture — in order to obtain desired behaviours from organizations’ members.These three approaches are then discussed in terms of Hofstede's work‐related values characterization. It is shown that each firm or organization defines its own balance among the three bases of control identified above. This balancing is dynamic and organizations must continuously adapt their Management Control Systems to changes in the overall culture(s), in technology and in the competitive forces.The general evolution of Management Control Systems is seen to be towards a lessening of the importance of rules‐based controls and towards an increased reliance on controls imbedded in the organizational c

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00953.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTOrganizations show an essential cultural pluralism. Taking this into account, we aim at developing a cultural theory of organizations. A central role in this theory is played by information rejection, which can follow any of four different styles: risk absorption, networking, paradigm protection, or expulsion. These can be related to different types of organizational cultures, in particular to markets, hierarchies, and sects. Different kinds of information bias institutionalize different kinds of leadership.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00954.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTThe purpose of this paper is to examine the present U.S. use of the concept of ‘corporate culture’ using the sociology of Emile Durkheim as a conceptual framework. Durkheim was concerned with understanding where potential sources of morality might reside in a rapidly changing, increasingly differentiated society. Proponents of corporate culture do not rely specifically on Durkheim's work but essentially answer his question by suggesting that the corporation is the appropriate site for moral order. In this paper it is argued that the attempted manipulation of a corporation's culture is simply an addition to other forms of control which companies have tried to implement. More than other forms of control, however, corporate culture elicits sentiment and emotion, and contains possibilities to ensnare workers in a hegemonic system. On the other hand, strengthening corporate cultures in the U.S.A may also lead to increased worker homogenization and activ

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00955.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTIn this article a theoretical reconstruction is given of parts of the content ofIn Search of Excellence(Peters and Waterman, 1982). It evolves that the internal dynamics of excellent companies are very similar to those of social movements. Two recent discussion points, with regard to the decline and to the ethical dimension of excellent companies, can be better understood using this analogy. Furthermore, it provides us with avenues for further research.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00956.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTThe concept of ‘organizational culture’ proves to be fruitless when applied to organizations in socialist economies. Instead, this paper focuses on a more general relationship between organizational life and the cultural context of organizing.Three examples illustrate the proposed approach. In the first, the Polish ‘propaganda of success’, used in the years 1970–80 by the rulingélite, is analyzed as a case of the use of ideology to manage the meaning shared by participants in economic life. In the second, the battle between the government and the Solidarity movement is interpreted as a battle over meanings. In both examples, the successful management of meaning demands the fit between ideology and national culture. The third example, contrasting Polish and American myths about the origins of organizational effectiveness, shows how everyday organizational life is embedded in the historical and cultural context of a given country.The paper ends with a proposal to concentrate further research efforts on the complex relationships between organizational control a

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00957.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTReliable procedures for the measurement of organizational culture are necessary if the ideas developed in popular and scholarly literature are to be tested. A review of recent writings was the basis for defining 14 aspects of organizational culture. A questionnaire developed to capture these aspects was completed by those working in a diverse collection of business organizations. Industry and organizational position had a strong association with perceived work context, work values, and work beliefs. One industrial corporation, frequently cited as ‘excellent’, was not distinctive in terms of these measures. The results suggest that unless statements about organizational culture reflect differences related to industries and organizational, technical or task requirements, they are unlikely to be accur

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00958.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

ABSTRACTThis paper reports on a research study about the organizational cultures of a number of textile manufacturing plants from both the public and the private sector in Ahmedabad, India. These plants were shown to vary along one aspect of their work‐group behaviour, namely the rate of ‘loitering’ among loomshed workers. The concept of ‘culture’ is defined in terms of the shared beliefs, values, norms and traditions within the organizations. Methods of observation and informal open‐ended interviews were used to identify elements and/or dimensions of organizational culture, which were subsequently measured through structured interviews with loomshed workers. The study shows a definite relationship between ‘culture’ and ‘loitering’; however, the critical elements of culture influencing loitering behaviour vary from public to private sector plants. The implications of the findings of the study for the plants under reference, for production organizations in general as well as for organization t

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1986.tb00959.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY