ORG: Other Cultural Dimensions & Organizational Behavior (Topic)最新文献

{"title":"The Professed Culture of the Business Organizations in the Defense Industry in Bulgaria. What Does it Look Like? And do they Need it?","authors":"Kiril Dimitrov","doi":"10.37075/EA.2020.3.06","DOIUrl":"https://doi.org/10.37075/EA.2020.3.06","url":null,"abstract":"Purpose - This article aims to outline and analyze the role, structure and dominating content of professed organizational culture among the companies in the defense industry in Bulgaria as conscious and the official expression of their leadership intentions within the contemporary business environment, uniquely justifying the existence of each entity. Design/methodology/approach - A qualitative study is conducted, based on a literature review of academic publications in the sphere of professed organizational culture. Furthermore, the websites of the target companies were carefully examined in order to outline the practical approach to presenting the unique official culture of defense business organizations. Findings - An elaborate set of cultural attributes to be found on the second level in Edgar Schein's model of organizational culture is identified. Based on literature review, the intersection between official corporate culture expressions and defense sector is outlined. Important nuances in the development of Bulgarian defense, technological and industrial base are described, encompassing the transition period to market economy and democratic political system. A survey of professed culture attributes is conducted among the members of Bulgarian defense, technological and industrial base. It is concluded that these companies prefer disclosing their official cultures in a very succinct way to utilizing the potential power and impact of the most popular firm documents in this field as mission and vision or relying on small number of their simpler building elements. Recommendations to senior managers of the Bulgarian defense companies regarding smart and intensive use of official culture elements are given. Research limitations/implications - The financial data for the surveyed companies is not accessible. Originality/value - A snapshot of preferred professed culture attributes among the members of Bulgarian defense, technological and industrial base is composed, imp (This abstract was borrowed from another version of this item.)","PeriodicalId":122954,"journal":{"name":"ORG: Other Cultural Dimensions & Organizational Behavior (Topic)","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132858134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Digital Strategies and Organizational Performances of SMEs in the Age of Coronavirus: Balancing Digital Transformation with An Effective Business Resilience","authors":"N. Casalino, Ireneusz Żuchowski, Nikos Labrinos, Ángel Luis Munoz Nieto, José Antonio Martín","doi":"10.2139/ssrn.3563426","DOIUrl":"https://doi.org/10.2139/ssrn.3563426","url":null,"abstract":"The process of digital transformation requires a careful management since it involves a set of technological, organisational, cultural and social changes that impact the organization as a whole. For that reason, in order to reach satisfying results, it is not enough to passively adopt digital technologies throughout the organisation. Instead, it is important to be aware of the key organisational implications of embracing such a change in order to be able to manage the whole process in the best possible way. To balance the ongoing digital transformation, it is becoming fundamental to improve also the so-called “digital resilience”, that is becoming a critical factor for the success of any SME (Small and Medium Enterprise), now and in the future. Digital resilience needs to be regarded as an integral part of the strategy and mission of any business and should be centred around all involved staff in SMEs. For that reason, the present manuscript will go through the main assumptions about decision-making, organisational change, change management, risks prevention and knowledge management which shape the basis for an effective and successful process of digital transformation.","PeriodicalId":122954,"journal":{"name":"ORG: Other Cultural Dimensions & Organizational Behavior (Topic)","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133253207","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Relationships between Trust and Collaborative Culture in the Context of Tacit Knowledge Sharing","authors":"W. Kucharska","doi":"10.2139/ssrn.3109309","DOIUrl":"https://doi.org/10.2139/ssrn.3109309","url":null,"abstract":"The literature review presents a lot of theoretcal and empirical evidence that trust afects collaboratve culture. The opposite also proves to be true: collaboratve culture infuences trust. The main hypothesis presented in this paper says that both these factors are strongly correlated and modify each other. This study examines the mutual relatonship of the said variables in the context of tacit knowledge sharing based on research conducted among 514 Polish professionals performing diferent functons, and having various experience in managing projects, in the constructon industry. The results obtained in the course of the study indicate that there is not only a strong correlaton between trust and collaboratve culture but both of them have a strong infuence on tacit knowledge sharing. The main managerial implicaton of the study is the importance of stmulatng the growth of both collaboratve culture and trust. receiving a strong synergy efect will make it possible to leverage tacit knowledge sharing as an agent contributng to a company’s performance.","PeriodicalId":122954,"journal":{"name":"ORG: Other Cultural Dimensions & Organizational Behavior (Topic)","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122927464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Critical Review of Implicit Leadership Theory on the Validity of Organizational Actor-National Culture Fitness","authors":"Alperen Öztürk, M. A. Varoğlu, Demet Varoğlu","doi":"10.33844/IJOL.2017.60357","DOIUrl":"https://doi.org/10.33844/IJOL.2017.60357","url":null,"abstract":"According to implicit leadership literature, actor-national culture fitness is a necessity to be labeled as a leader. However, studies which focus on implicit leadership theory and national culture have some contradictory findings. A systematic review of these studies reveals that participants could score high on opposite implicit leadership values and a sufficient theoretical explanation for these surprising results have not been given so far. This paper argues that showing full harmony with the cultural expectations of followers is not a necessity to be seen as a leader. Actors who can fill the cultural gap with their different cultural values can also be labeled as leaders. This paper contends that organizational actors with cultural values differing from those of the followers with certain cultural orientations are more likely to be labeled as leaders. People from individualistic societies may be more prone to label ‘team oriented leadership’ dimension as their outstanding leadership prototype whereas people from masculine societies may show ‘humane oriented leadership’ as their outstanding leadership prototype.","PeriodicalId":122954,"journal":{"name":"ORG: Other Cultural Dimensions & Organizational Behavior (Topic)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132165240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reinventing Organisational Culture and Identification for Effective Mergers","authors":"Rashmi Uchil, A. Sequeira","doi":"10.2139/ssrn.2188875","DOIUrl":"https://doi.org/10.2139/ssrn.2188875","url":null,"abstract":"Mergers have a unique potential to transform firms and to contribute to corporate renewal. They can help a firm renew its market position at a speed not achievable through internal development. The reasons attributable to the rise in the merger activity are manifold. Mergers justify the economics of the transaction by enhancing the potential synergies achievable by cross-selling. Companies resort to mergers for financial engineering to take advantage of the tax provisions. Mergers are substantiated on the grounds that they provide expanded outlets for one another’s products and also help in diversification of products and markets. In the banking and telecommunications sector, mergers have helped in building scale through consolidation. Yet another rationale of mergers is that they have the potential to make money to the deal makers. The rationale behind mergers sound concrete and the initial euphoria for the deals also make mergers seem very attractive. But most mergers have not created the value that they had envisaged. Also mergers on an average have not provided the desired financial benefits. Another very disturbing fact is that many deals may have had an adverse impact on internally developed innovation. The reason behind such an adverse impact is the short term view associated with the merger deals. The novelty of the deal, the processes, products and markets account for the rising profitability of the merged organization. This paper discusses organizational culture and identification after mergers: a look into the manufacturing and service sectors.","PeriodicalId":122954,"journal":{"name":"ORG: Other Cultural Dimensions & Organizational Behavior (Topic)","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128982833","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}