Organizational Culture

Ouchi, William G.; Wilkins, Alan L.

doi:10.1146/annurev.so.11.080185.002325

Cited by 325 publications

(121 citation statements)

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“…An important point that we should address is that there is a fine line between team culture and clan culture. Socialization process and internalization of values are considered within a hierarch-based control system (Ouchi & Wilkins, 1985). There is a risk that the members of an organizations where values associated with clan culture dominate could create control systems even more powerful than the control systems introduced by the formal organization.…”

Section: Resultsmentioning

confidence: 99%

“…Although clan culture is also based on socialization and internalization of organizational values and norms, these processes are considered within a hierarchy-based control system (Ouchi & Wilkins, 1985). Kerr and Slocum (1987) note that individuals within the organization are like the members of a fraternity and they share a sense of pride of being a part of this group.…”

Section: Innovativeness and Team Culturementioning

confidence: 99%

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Strategic Representation of an Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness

Demirci¹

2013

JMS

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Innovation is still one of the most debated topics among the academics and business professionals. The question of how organizations innovate captures attention from many disciplines and leads to extensive amount of research. Although there are many variables that affect an organization's innovative performance, organizational culture can be considered as a key issue as it is strongly associated with the values, attitudes, behaviors and organizational practices. As organizations have different cultural profiles and, in many cases, competing cultural values exist within the organization simultaneously, it is difficult to build one-dimensional linkages about the relations between organizational culture and innovativeness.This study aims to analyze the relations between innovativeness and four different organizational cultures including team, entrepreneurial, hierarchical and rational cultures. A sample of 371 surveys was collected from five leading companies operating in the chemicals industry in Eskisehir, Turkey.

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Section: Resultsmentioning

confidence: 99%

Section: Innovativeness and Team Culturementioning

confidence: 99%

Strategic Representation of an Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness

Demirci¹

2013

JMS

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“…The theoretical framework of this research is built on culture, which becomes the major lens through which to understand educational organisations and their dynamics (Ouichi & Wilkins 1985;Smircich 1983). However, more than the identity of a community, culture refers to processors, categories and knowledge through which a community is defined (Donald & Rattansi 1992).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

An ethnographic study on managing diversity in two Protestant theological colleges

Naidoo

2016

HTS Teologiese Studies / Theological Studies

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For many reasons Christian higher education institutions struggle to embrace diversity. Diversity is a relationship of mutuality, where differences are engaged and respected. This study aimed to understand diversity management via the institutional culture to understand how these interactions of dealing with diversity form and prepare future religious leaders. These issues are highlighted through two case studies conducted in the main-line Protestant tradition. Diversity was represented in issues of race, ethnicity, class, gender and sexual orientation, which have an interlocking nature. Findings suggest a colour-blind theology in one institution, perpetuating surface change, and a lack of structure, alignment and capacity in diversity in the other institution. In both institutions diversity was not linked positively to ministerial identity formation to make a significant difference. This study highlights the lack of consciousness of the way in which institutions are organised, which then holds direct consequences for students, identity and transformation.

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“…Emphases have been on knowledge spillovers due to regional clustering (Marshall 1920), on specialized activity clusters (Schumpeter 1942;Porter 1990), and on the interrelations of organizational structures in a paradox of simultaneous competition and cooperation networks across different community organizations and institutions (Ouchi and Wilkins 1985;Smilor and Wakelin 1990). Studies of information dissemination in small, heterogeneous agricultural communities focused on their key opinion leaders and influencers (Rogers 1965;Oreszczyn et al 2010).…”

Section: The Relational Dimension Of Innovation Ecosystemsmentioning

confidence: 99%

Relational capital for shared vision in innovation ecosystems

et al. 2015

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This paper provides an evidence-based approach to understanding the relationship infrastructure of spatially defined innovation ecosystems in three metropolitan areas. With the Triple Helix framework, the ecosystem perspective, and shared vision for transformation initiatives, we explore relationships as structure in the metropolitan areas of Austin, TX; Minneapolis, MN; and Paris, France. Network metrics are interpreted as indicators of relational capital; and network visualizations reveal distinct patterns of relational space that structure business ecosystems at the enterprise, growth, and startup levels in each geographic area. We illustrate that network metrics, relationship indicators, and their visualization can be valuable resources for quantitatively and qualitatively investigating and analyzing the complexities of engagement, agility, vitality, linking, and embeddedness in innovation ecosystems. We suggest that data-driven indicators of relational capital may be used for network orchestration, evidence-based policy, and the development of shared vision in spatially defined business ecosystems.Keywords: Ecosystem; Networks; Innovation; Business; Metropolitan; Relationships; Visualization Spanish: El capital relacional por una visión compartida en los ecosistemas de innovación. Resumen: Este artículo ofrece un enfoque basado en evidencias que permite comprender la infraestructura de relaciones en los ecosistemas de innovación de tres áreas metropolitanas. Empleando el marco de trabajo de Triple Hélice, la perspectiva de ecosistema y una visión compartida por iniciativas de transformación, exploramos las relaciones, entendidas como estructura, en las áreas metropolitanas de Austin (Texas, EE.UU.), Minneapolis (Minnesota, EE.UU.) y París (Francia). Los datos de red son interpretados como indicadores de capital relacional y las visualizaciones de red revelan patrones claros de espacio relacional que estructuran los ecosistemas de empresas, crecimiento y niveles de startup en cada área geográfica. Mostramos que las métricas de red, los indicadores de relación y sus visualizaciones pueden ser valiosos recursos a la hora de investigar y analizar tanto cuantitativa como cualitativamente la diversidad de compromiso, agilidad, vitalidad, conexión e implantación en los ecosistemas de innovación. Sugerimos que los indicadores de datos relacionados con el capital relacional pueden ser empleados para la orquestación de redes, políticas de evidencia y el desarrollo de visiones compartidas en ecosistemas empresariales delimitados espacialmente. Portuguese: Capital Relacional para uma visão partilhada dos ecossistemas de inovação. Resumo: Esse artigo fornece uma abordagem baseada na evidência para compreender o relacionamento entre infraestrutura e espacialidade definidas pelos ecossistemas de inovação em três áreas metropolitanas. Com a estrutura teórica da Hélice Tríplice, a perspectiva de ecossistema e uma visão compartilhada para a transformação de iniciativas nós exploramos os relacionamentos como uma estru...

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Organizational Culture

Cited by 325 publications

References 0 publications

Strategic Representation of an Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness

Strategic Representation of an Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness

An ethnographic study on managing diversity in two Protestant theological colleges

Relational capital for shared vision in innovation ecosystems

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