Defining and Assessing Organizational Culture

Bellot, Jennifer

doi:10.1111/j.1744-6198.2010.00207.x

Cited by 86 publications

(64 citation statements)

References 27 publications

(35 reference statements)

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“…The rationale for using semistructured interviews as a data collection method is fourfold: (1) semistructured interviews provide a halfway-house between inflexible structured interviews and more subjective unstructured interviews (Saunders et al 2012); (2) semistructured interviews help to provide a detailed understanding regarding the issues being studied (Saunders et al 2012); (3) qualitative research designs are usually used in studies related to organizational culture since many aspects of culture cannot be quantified easily or measured using common quantitative techniques, such as the Likert scale (Pauchant and Mitroff 1988;Schraeder et al 2005;Bellot 2011); and (4) previous studies on BCM used semistructured interviews as the data collection method, such as those of Elliott et al (1999), Swartz et al (2003), and Herbane et al (2004). Using semistructured interviews is appropriate for collecting rich contextual information and for exploratory studies.…”

Section: Methodsmentioning

confidence: 99%

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Sawalha

Anchor

Meaton

2015

Int J Disaster Risk Sci

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This article investigates the extent to which Jordanian service organizations seek to establish continuity culture through testing, training, and updating of their business continuity plans. A survey strategy was adopted in this research. Primary and secondary data were used. Semistructured interviews were conducted with five senior managers from five large Jordanian service organizations registered with the Amman Stock Exchange. The selection of organizations was made on the basis of simple random sampling. Interviews targeted the headquarters only in order to obtain a homogenous sample. Three out of five organizations could be regarded as crisis prepared and have better chances for recovery. The other two organizations exhibited characteristics of standard practice that only emphasizes the recovery aspect of business continuity management (BCM), while paying less attention to establishing resilient cultures and embedding BCM. The findings reveal that the ability to recover following major incidents can be improved by embedding BCM in the culture of the organization and by making BCM an enterprise-wide process. This is one of few meticulous studies that have been undertaken in the Middle East and the first in Jordan to investigate the extent to which service organizations focus on embedding BCM in the organizational culture.

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Section: Methodsmentioning

confidence: 99%

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Sawalha

Anchor

Meaton

2015

Int J Disaster Risk Sci

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“…Caring culture and organizational culture are occasionally used as synonyms; however, no consensus has yet emerged. [18][19][20][21] It is however known that nurses in a high-tech environment such as the PICU, intensive care nurses experience difficulties in creating a calm environment in which to provide good care, as the need for medical care often collides with this caring intervention. [22] This collision can be viewed as uncovering a conflict of what is accepted as most important to attend to in the caring culture surrounding the children.…”

Section: The Importance Of Sleepmentioning

confidence: 99%

“…[1] 2.3 Caring culture The caring culture encompasses the whole patient and all her needs; medical and nursing care, information, comfort, and the immediate environment around the patient. [17] Bellot [18] uses almost the same words as he writes about organizational culture as something an organization owns, thus it is changeable, controllable and influenced by individuals included in the organization. Caring culture and organizational culture are occasionally used as synonyms; however, no consensus has yet emerged.…”

Section: The Importance Of Sleepmentioning

confidence: 99%

The sound of potency: An observation study of nurses’ approach to sound in a pediatric intensive care unit

Mellgren

Mattsson

2017

CNS

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Objective: The objective of this study was to investigate the nurses' approach to three sources of sound that contribute to high noise levels; alarms, doors that open and conversation. Methods: Methods used derived from a theoretical perspective based on interpretive phenomenology and caring culture. In the pediatric intensive care, the caregivers of the children work in a high-tech environment as they are surrounded by sound from several sources. How caregivers understand and acknowledge how these sounds negatively affect a child's well-being depends on their individual knowledge and awareness of how children are affected by sound. In most cases, coming into an intensive care unit is a new experience for a child. This causes greater stress, both from the environment itself as well as from sound levels. The method was built on a phenomenological perspective and an interpretive non-participation, semi-structured observations were conducted in a pediatric intensive care unit (PICU) of one of Sweden's metropolitan regions in the winter of 2014-2015. Results: The results show that noise is an overlooked phenomenon in the pediatric intensive care environment as it has given way to other priorities in the nurse's work. It is also apparent that this depends on the department's caring culture as it prioritizes other things, resulting in normalizing high levels of noise as a part of the pediatric intensive care environment. Conclusions: Noise levels are not a priority in the department's caring culture. High noise levels are permitted unreflectedly and appears to be a token of potency and an accepted part of the health care environment.

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“…Organisational culture is a multi-disciplinary phenomenon that is blurry, difficult to define, subject to semantic problems and frequently criticised for its abstract value and validity if studied in academic settings [14,15]. Yet, it is something that exists ontologically because it affects most of the workforce in local authorities on a daily basis and has wide-reaching implications for individuals, organisations and society [16].…”

Section: Organisational Culturementioning

confidence: 99%

?Feet of Clay?: Organisational Culture and Localism

Ludwig¹,

Ludwig²

2014

Bus Econ J

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The purpose of this paper is to explore the nature and influence of organisational culture and respective values and norms on implementation of the Localism Act by English local authorities. Specific implications for dealing with strategic change are identified, explained and critically evaluated.Data were collected using exploratory in-depth interviews with officers in English local authorities. The focus was on operational complexity, identification of organisational culture and its impact on implementation of strategic change. Professionals indicated that local authorities are currently hit by cost-cutting measures, but real strategic change is inhibited by both powerful organisational culture and lack of government-supplied resources. Findings also showed that local authorities face a variety of contemporary challenges in dealing with change due to contextual idiosyncrasies. The paper builds on and extends existing literature that has applied organisational theories to the public sector. The paper highlights substantive barriers to change in English local authorities that have potential negative implications for community empowerment and service provision, and effectively hinder strategy implementation. The empirical paper is novel in reviewing, developing and applying models of organisational culture and strategic change to local government by looking specifically at the challenges of strategy implementation at operational levels using the example of localism. Its specific theoretical contribution is data generation that shows a tangible impact of organisational culture on policy implementation in local authorities.

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Defining and Assessing Organizational Culture

Cited by 86 publications

References 27 publications

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

The sound of potency: An observation study of nurses’ approach to sound in a pediatric intensive care unit

?Feet of Clay?: Organisational Culture and Localism

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