Implications of Organizational Life Cycles for Corporate Culture and Climate

Flamholtz, Eric G.; Randle, Yvonne

doi:10.1093/oxfordhb/9780199860715.013.0013

Cited by 6 publications

(6 citation statements)

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“…A major challenge in promoting green change is the lack of theories and knowledge on how a green climate is established and woven into the fibre of an organization. In general, organizational climate is thought to be driven by management systems (Flamholtz & Randle, 2014). Conversely, we hypothesize that an environmental-specific climate is driven by environmental certifications; as of yet, however, this relationship remains unexamined.…”

Section: Drivers Of Green Climates In Organizationsmentioning

confidence: 83%

The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem

Flagstad¹,

Johnsen²,

Rydstedt³

2021

JVBL

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This study explores the processes of establishing a green organizational climate in small-scale companies. Previous studies have primarily focused on factors associated with pro-environmental behaviour in large organizations. The role of a green organizational climate—specifically, the interactional processes involved in the construction of a green climate—has largely been unexplored. Entrepreneurial small companies constitute an ideal arena in which to study the initial phase of greening processes. The present study examined the process of establishing a green organizational climate in seven small-scale Norwegian companies. This article presents a systems model that was developed to analyse how processes at different levels interact in the shaping of the green climate. The design was a longitudinal mixed-methods approach, consisting of focus-group interviews conducted in the field, a questionnaire and follow-up interviews with the leaders. Findings indicate that the construction of a green climate had a strong practise-based approach. The company founders were driven by environmental values; they sparked the initial green measures, influenced the employees—directly and indirectly—and also invited dialogue around and co-construction of the green climate. Frequent face-to-face interactions within the microsystem of the leaders/employees were decisive to the development of the green climate. The present study contributes to the understanding of the process of greening an organization: specifically, how green practice relates to the construction of a shared green climate. Contrary to previous research and theorizing, this study indicates that it is possible to “go green” without a superordinate green strategy.

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Section: Drivers Of Green Climates In Organizationsmentioning

confidence: 83%

The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem

Flagstad¹,

Johnsen²,

Rydstedt³

2021

JVBL

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“…16 Recognizing erosive behavior also can be made more difficult due to the psychology of organizational culture that refers to the assumptions taught to and brought to bear on those who work within an organization. These cultures shape the values, beliefs, and identities of those who work within them (e.g., Flamholtz & Randle, 2014). Miscenko and Day (2016) explain, 15 Similarly, Brower (2021) shows that the original incarnation of the Violence Against Women Act "reflected the experiences and interests of the most privileged women that these [advocacy] organizations represented.…”

Section: Mobilization By Organizationsmentioning

confidence: 99%

“…Recognizing erosive behavior also can be made more difficult due to the psychology of organizational culture that refers to the assumptions taught to and brought to bear on those who work within an organization. These cultures shape the values, beliefs, and identities of those who work within them (e.g., Flamholtz & Randle, 2014). Miscenko and Day (2016) explain, “Organizations are often crucial in shaping a person's identity … occupational environments can also motivate change in personal traits and identity” (p. 216).…”

Section: Social Mobilizationmentioning

confidence: 99%

How to study democratic backsliding

Druckman

2023

Political Psychology

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The twenty‐first century has been one of democratic backsliding. This has stimulated wide‐ranging scholarship on the causes of democratic erosion. Yet an overarching framework that identifies actors, behaviors, and decision processes has not been developed. I offer such a structure that includes elites (e.g., elected officials, the judiciary), societal actors (e.g., social movements, interest groups, media), and citizens. I discuss erosive threats stemming from each actor and the concomitant role of psychological mechanisms. The framework highlights the challenge of arriving at a holistic explanation of erosion within a given country during a finite period. It also accentuates why scholars should regularly consider the implications of their specific findings for democratic stability. I conclude by discussing various lessons and suggestions for how to study democratic backsliding.

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“…The inconsistent messaging and dissimilar employee contracts created a misalignment among employees. Conflicting messaging can weaken an organisation's culture (Hall & Yip, 2016), as it creates confusion and conflict (Flamholtz & Randle, 2014). The source of the conflicting messaging must be understood, and the reasoning for it determined, in order to address and prevent any further negative effects.…”

Section: Inconsistencymentioning

confidence: 99%

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Pillay,

Dhanpat,

De Braine

2023

SA Journal of Human Resource Management

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Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.

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Implications of Organizational Life Cycles for Corporate Culture and Climate

Cited by 6 publications

References 0 publications

The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem

The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem

How to study democratic backsliding

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

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