The Cultural Analysis of Soft Systems Methodology and the Configuration Model of Organizational Culture

Abstract

Organizations that find themselves within a problematic situation connected with cultural issues such as politics and power require adaptable research and corresponding modeling approaches so as to grasp the arrangements of that situation and their impact on the organizational development. This article originates from an insider-ethnographic intervention into the problematic situation of the leading public housing provider in Luxembourg. Its aim is to describe how the more action-oriented cultural analysis of soft systems methodology and the theory-driven configuration model of organizational culture are mutually beneficial rather than contradictory. The data collected between 2007 and 2013 were analyzed manually as well as by means of ATLAS.ti. Results demonstrate that the cultural analysis enables an in-depth understanding of the power-laden environment within the organization bringing about the so-called “socio-political system” and that the configuration model makes it possible to depict the influence of that system on the whole organization. The overall research approach thus contributes toward a better understanding of the influence and the impact of oppressive social environments and evolving power relations on the development of an organization.

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

“…It represents a level of concordance in the basic assumptions that are believed to be non-confrontable and non-debatable. Staadt (2015) found that organizational culture is the most prominent enabler in enhancing knowledge sharing in transnational projects. Atkins and Turner (2006) advocated that management of uncertainty is a necessary condition for e ective project management.…”

Impact of hedonic motivation and corporate culture on the adoption of an information system

“…The construct "SU" represents interpersonal social interactions relying on effective communication through the exchange of symbols, the desire to build affective-based closeness, and the willingness to share and give feedback on both workrelated and out-of-work matters (Nguyen and Aoyama, 2014). Staadt (2015) found that CC is the most prominent enabler in enhancing SU. It means that SU can intervene to form CC but that intervention will be indirect through social influence.…”

Energy planning in sub‐Saharan African telecom networks: Decision support using a soft systems methodology

“…Three roles are examined here: the clientthat is, one that caused the study, the would-be problem solver and the owner of the problem. 49,52 In this study, the participant also tries to discover who all the "stakeholders" are, that is, groups who are interested in, and are possibly impacted by the situation. This data serves as the initial step for information sources with respect to the situation.…”

“…Analysis Two is associated with the constantly varying interaction between values, behavioral norms and social roles. 49,52 Analysis Three concerns itself with issues like politics and power and how its expressed, distributed, demonstrated, spread, used or allocated. 49,52 This encompasses an inquiry into the formal power structures including the informal leadership which is given and accepted.…”

“…Analysis One examines the intervention into the problem situation itself as being problematic. Three roles are examined here: the client—that is, one that caused the study, the would‐be problem solver and the owner of the problem 49,52 . In this study, the participant also tries to discover who all the “stakeholders” are, that is, groups who are interested in, and are possibly impacted by the situation.…”