Normative Beliefs in Fund-Raising Organizations

Abstract

Normative beliefs are investigated in 32 units of a nationwide voluntary service organization. Staff members (n = 263) completed the Organizational Culture Inventory (Cooke & Lafferty, 1989). Performance data on community fund-raising success were obtained archivally. Securityoriented normative beliefs are negatively related to both fund-raising success and to staff job attitudes. Team-work-oriented norms are positively related to staff attitudes.How are behaviors or beliefs linked to organizational success? Despite the popularity of culture as a means of promoting high performance (Deal & Kennedy, 1982;Peters & Waterman, 1982;Waterman, 1987), little systematic research (e.g., cross-sectional, standardized measurement) exists on the link between culture or related concepts of values and normative beliefs and either organizational performance or individual member responses (see Denison, 1984, for an exception). The present research is a cross-sectional study of local (e.g., metropolitan) units of a nationwide not-for-profit organization, investigating differences in normative beliefs between high and low fund-raising units and relationships between these beliefs and member attitudes and perceptions. ASSESSING CULTURE THROUGH NORMATIVE BELIEFSNormative beliefs specify appropriate and inappropriate behavior in a social setting. According to Sproull (1981), beliefs can be organized into three broad categories: descriptive, normative, and causal. Rousseau (1988)

The Effect of Organisational Culture Perceptions on the Relationship Between Budgetary Participation and Managerial Job-Related Outcomes

“…We argue that this is justified in the current study because the focus is on individuals, whose job-related outcomes are affected by personal perceptions of culture (Rousseau, 1990;O'Connor, 1995). Nevertheless, there clearly is scope for future studies to examine the effect of the interaction between OC and budgetary participation and its effect on organisational-level outcomes (see Rousseau, 1985).…”

Estudio piloto de la validez convergente de la adaptación española del Denison Organizational Culture Survey

“…Las correlaciones negativas que se han obtenido en las dimensiones agresivo y pasivo defensivas indican, a nuestro entender, lo que una Cultura constructiva no debe favorecer. Todo lo cual podría estar indicando que ambas dimensiones, Cultura agresiva-defensiva y Cultura pasiva-defensiva, suponen una cultura organizacional menos eficaz cuanto mayores son sus puntuaciones, dado que estas correlacionan negativamente con la efectividad de la organización (Rousseau, 1990). No hay que olvidar que ambos instrumentos se diseñaron con la finalidad de analizar los elementos culturales que mejoran la efectividad de una organización.…”

“…No son de extrañar los anteriores resultados, porque el modelo teórico de este instrumento fue construido tras una extensa investigación de la influencia de la cultura sobre la efectividad organizacional (Denison, 1990;Rousseau, 1990). Se trata de un modelo teórico de corte conductual que otorga gran importancia a los beneficios obtenidos por la organización, algo compresible considerando que fue diseñado en un marco empresarial.…”

Bi̇lgi̇ Yöneti̇mi̇ Ve Örgütsel Etki̇nli̇k İli̇şki̇si̇: Örgüt Kültürü Ve Örgüt Yapisinin Temel Etki̇leri̇

“…Denison, 1990;Rousseau, 1990;Calori ve Sarnin, 1991;Gordon ve DjTomaso, 1992;Kotter ve Heskett, 1992;Marcoulides ve Heck, 1993;Denison ve Mishra, 1995;Petty ve arkadaşları, 1995;Koene, 1996). Bazı araştırmacılar küçük örgütlerin etkinliğini etkileyen unsurları araştırmışlar (Ör.…”

“…Araştırma sonucunda ortaya çıkarılan bulgular Tablo 9'da özetlenmiştir. Denison (1990), Rousseau (1990), Calori ve Sarnin (1991), Gordon ve DiTomaso (1992), Kotter ve Heskett (1992), Marcoulides ve Heck (1993), Denison ve Mishra (1995), Petty ve arkadaşları (1995), ve Koene (1996) Bilgi yönetimi süreçlerinin örgütsel etkinlik üzerindeki etkisinde ise uygulama aşamasının oldukça etkili olduğu, daha sonra koruma ve toplama süreçlerinin etkili olduğu görülmektedir. Diğer bir ifadeyle toplanan bilgi örgütsel uygulamalarda kullanılmadığı sürece örgütsel etkinliği artırmak mümkün değildir.…”