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Organizational Culture As Related To Industry, Position And Performance: A Preliminary Report[1]

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  • Paul D. Reynolds

Abstract

Reliable 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 accurate.

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  • Paul D. Reynolds, 1986. "Organizational Culture As Related To Industry, Position And Performance: A Preliminary Report[1]," Journal of Management Studies, Wiley Blackwell, vol. 23(3), pages 333-345, May.
    • Handle: RePEc:bla:jomstd:v:23:y:1986:i:3:p:333-345
    DOI: 10.1111/j.1467-6486.1986.tb00958.x
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    Cited by:

    1. Rao Indu, 2015. "When Culture Governs Business Practice…. A Look at Indian Diamond Cutting and Polishing Industry," IIMA Working Papers WP2015-09-02, Indian Institute of Management Ahmedabad, Research and Publication Department.
    2. Anil Kumar Singh, 2010. "A Study of HRM Practices and Organizational Culture in Selected Private Sector Organizations in India," Acta Oeconomica Pragensia, Prague University of Economics and Business, vol. 2010(4), pages 64-80.
    3. Maignan, Isabelle & Ferrell, O. C., 2001. "Antecedents and benefits of corporate citizenship: an investigation of French businesses," Journal of Business Research, Elsevier, vol. 51(1), pages 37-51, January.
    4. Anil KUMAR SINGH, 2010. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India," Agricultural Economics, Czech Academy of Agricultural Sciences, vol. 56(8), pages 379-386.
    5. Margaret F. Shipley & Faiza Khoja & J. Brooke Shipley, 2018. "Investigating task and risk orientations in social behavior in networks: a fuzzy set-based model connecting natural and social sciences," Annals of Operations Research, Springer, vol. 268(1), pages 21-40, September.
    6. Christopher Arz, 2017. "Mechanisms of Organizational Culture for Fostering Corporate Entrepreneurship: A Systematic Review and Research Agenda," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 25(04), pages 361-409, December.
    7. Plewa, Carolin, 2009. "Exploring organizational culture difference in relationship dyads," Australasian marketing journal, Elsevier, vol. 17(1), pages 46-57.
    8. Stefan Hofmann & Andreas Wald & Ronald Gleich, 2012. "Determinants and effects of the diagnostic and interactive use of control systems: an empirical analysis on the use of budgets," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 23(3), pages 153-182, December.
    9. Wen-Lung Tsai, 2021. "The Impact of Project Teams on CMMI Implementations: a Case Study from an Organizational Culture Perspective," Systemic Practice and Action Research, Springer, vol. 34(2), pages 169-185, April.
    10. Paul L. Flemming, 2016. "Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance," Business and Management Studies, Redfame publishing, vol. 2(4), pages 1-14, December.

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