Measuring and Interpreting Organizational Culture

Glaser, Susan R.; Zamanou, Sonia; Hacker, Kenneth L.

doi:10.1177/0893318987001002003

Cited by 183 publications

(164 citation statements)

References 18 publications

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“…The quality of co-worker relationships reflects levels of work behaviors such as helping, communication, and coordination among employees engaged in inter-dependent tasks [31]. This notion of co-worker relationship quality was identified with "teamwork/conflict" in a study by Glaser et al [32] (p. 194). According to this study, teamwork can be defined as "reported coordination of effort, interpersonal cooperation, rapport, or antagonism, resentment, jealousy, mistrust, power struggle between sections or divisions; (and the extent to which) people talk directly and candidly about problems they have with each other".…”

Section: Hypothesesmentioning

confidence: 99%

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Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Yang

2016

Sustainability

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Abstract:The present study examines the association between team incivility climate and team members' perceived support for innovation. To extend findings on the negative effects of incivility (which are low intensity deviant behaviors, such as rudeness) in studies focusing on the individual level, the effects of organizational incivility are examined at the work team level. Drawing on the spiral model of incivility and the literature on teams, this study suggests that team incivility climate has a negative impact on perceived support for innovation through team members' teamwork behaviors. Using data collected from 411 subordinates on 62 work teams, the hypothesized mediation model is tested. The results show a negative effect of team incivility climate on teamwork and a positive effect of teamwork on perceived support for innovation, supporting the hypothesized negative indirect effect. Research and practical implications for organizational sustainability are discussed.

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Section: Hypothesesmentioning

confidence: 99%

“…This variable was measured using a six-item scale developed by Glaser et al [32]. This measure captures group-level coworker communication, cooperation, and helping behavior.…”

Section: Methodsmentioning

confidence: 99%

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Yang

2016

Sustainability

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“…The survey developed based on previous studies (Bass & Avolio, 2004;Glaser, Zamanou, & Hacker, 1987;Herscovitch & Meyer, 2002;Schrodt, 2002). This survey was divided into three sections, the first section was the demographic factors, the second section was on the change profile and the final section was on the key factors, which were: a) employee commitment to change; b) transformational and transactional leadership; c) organisational culture.…”

Section: Research Design and Methodologymentioning

confidence: 99%

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Ahmad

Gelaidan²

2011

JOMS

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The purpose of this study is to examine the effect of leadership style on the affective commitment to change, moderated by the organisational culture. The research adopts both qualitative and quantitative approaches through a survey with 371 employees of public organisations in Yemen, as well as interviews with the managers. The findings showed that the transformational leadership was positively related to the employee's affective commitment to change; similar to the transactional leadership that was positively related to the affective commitment to change. The results showed that organisational culture had positively moderated the relationship between the leadership styles and employee affective commitment to change. Finally, the findings revealed that the transactional leadership was a strong predictor to affective commitment to change compared with the transformational leadership.

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“…Organizational culture has frequently been described by organizational researchers as involving shared meaning, normative patterns, or expectations that evolve over time within organizations (Glaser, Zamanou, & Hacker, 1987;Schein, 2010;Schneider, Ehrhart, & Macey, 2013). Although the foci of these definitions vary, most agree that it is not an easily identifiable or neatly integrated concept; rather, it is an aggregation of complex subordinate concepts (Glaser et al, 1987).…”

Section: Work Environmentmentioning

confidence: 99%

Organizational Creativity in Japanese National Research Institutions

Kato-Nitta

Maeda

2016

Sage Open

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The effects of environmental or individual internal factors on organizational creativity are well documented, but the mediating mechanisms of intrinsic motivation that explain the linkages between such effects remain unclear. Questionnaires completed by scientists at Japanese national research institutions were statistically analyzed by using structural equation modeling for teams (n = 65) and individuals (n = 420), and the results showed that the two variables associated with intrinsic motivation mediated the work environment and creative performance at both the individual and team levels. In revealing the similarities and differences between the team and individual measurements, the results showed that the psychological aspects of intrinsic motivation (job satisfaction), supervision, and communication are relatively significant for teams and that the behavioral aspects of intrinsic motivation (research activity), communication, and involvement are key for individuals. Furthermore, both levels of analysis showed that "Western-style" meetings are detractors for intrinsic motivation. The implications for organizational creativity theory and research management are ultimately discussed.

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Measuring and Interpreting Organizational Culture

Cited by 183 publications

References 18 publications

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Organizational Creativity in Japanese National Research Institutions

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