Cultural Typologies and Organizational Environment: A Conceptual Analysis

Abstract

In the past two decades, culture has been the object of study for purposes of understanding organizational environment. Several contexts are examined in order to understand this variable which, coming from anthropology by way of the observation of social groups in different geographic regions, will be observed in this study as il variable belonging to a specific social group: The Organization. This study carries out a comparative analysis of five typologies of organizational culture, examining their similarities and diiïerenees. The typologies compared are those of Schneider (1996), Handy (1978, Quinn and McGrath (1985), Trompenaars (1994). and Hofstede (1991). The method of researeh is exploratory. Toward the end of the article, a model is proposed that incorporates the typologies referred to in the existing bibliography. What is proposed in this model is intended to assist in the determination of paradigmatic worldviews for the analysis of organizational culture by virtue of broad similarities across existing cultural variables and dimensions. RESUMEN.A lo largo de las últimas dos décadas, la cultura ha sido objeto de estudio con el propósito de comprender mejor el entorno organizacional.

Patient and public involvement cultures and the perceived impact in the vulnerable context of palliative care: A qualitative study

“…In the analysis, we applied the model of organizational culture 7 . Machado described a model with two axes: one axis ranging from shared to concentrated power and the second axis ranging from personal to functional relationships within the organization.…”

“…Machado described a model with two axes: one axis ranging from shared to concentrated power and the second axis ranging from personal to functional relationships within the organization. Machado 7 distinguished four organizational cultures: (a) the family business (personal relationships and concentrated power), (b) bureaucratic cultures (functional relationships and concentrated power), (c) result‐driven cultures (functional relationships and shared power), and (d) personal satisfaction cultures (personal relationships and shared power). First, we analysed the data for each project team to determine how power was exercised.…”

“…Several reviews, such as Shippee, 3 Manafo, 4 and Chambers, 5 have mentioned relationships, a culture of involvement, and values as being components of PPI culture; however, these reviews have not provided an in‐depth investigation into the impacts of PPI culture 5,6 . Based on current literature regarding organizational culture, PPI culture can be defined as how power is organized, ranging from concentrated to shared power, and the types of social relationships that are formed between patients and researchers 7 …”

DOES NATIONAL CULTURE SIGNIFICANTLY IMPACT ORGANIZATIONAL CULTURE AT SMEs

“…In countries where power distance is low, inequilities between people are more likely to be minimised and leading to consultative management style as power distance between the hierarchy levels is small and encourages more communication between the boss and his or her subordinates. However, in the countries where power distance is high, there is more dependence between the boss and subordinates, where subordinates prefer dependence and more authoritarian boss (Hofstede 2001;Machado, Carvalho 2008).…”

“…According to Hofstede (1991), masculine societies have established clear roles of males, meaning that males have to be confident and oriented towards the material success. In such societies where gender roles overlap are supposed to be feminine (Hofstede 1991(Hofstede , 2001Machado, Carvalho 2008).…”