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Psychological type and corporate culture: Relationship and dynamics

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  • Berthon, PR

Abstract

The interaction of a manager's psychological type and the corporate culture in which he or she works is explored, finding that certain psychological types predominate in certain cultures. The relationship is most pronounced amongst senior managers and can lead to 'type homogeneity' in top management teams. This tendency of managers of a similar psychological type to congregate and form homogeneous enclaves has a number of implications for organizational effectiveness. Type homogeneity may have positive consequences such as team harmony and cohesion, as well as negative consequences like strategic myopia, unfairness in promotion and difficulty of culture change. These issues are discussed and explored to provide a deeper understanding of how type and culture interact and the resulting consequences for organizational effectiveness.

Suggested Citation

  • Berthon, PR, 1993. "Psychological type and corporate culture: Relationship and dynamics," Omega, Elsevier, vol. 21(3), pages 329-344, May.
    • Handle: RePEc:eee:jomega:v:21:y:1993:i:3:p:329-344
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    Cited by:

    1. S. X. Zeng & X. M. Xie & C. M. Tam & P. M. Sun, 2008. "Identifying cultural difference in R&D project for performance improvement: A field study," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 10(1), pages 61-70, November.

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