Studying Organizational Cultures Through Rites and Ceremonials

Trice, Harrison M.; Beyer, Janice M.

doi:10.5465/amr.1984.4277391

Cited by 520 publications

(199 citation statements)

References 32 publications

Supporting

Mentioning

179

Contrasting

Unclassified

Order By: Relevance

“…Touching on managerial implications of the impact of organizational culture on learning and competence building requires raising the question whether and how far it is possible to manage organizational culture at all and, if so, how far it is useful to manipulate the culture of the organization (Trice/Beyer 1984;Schreyögg 1991). Prior research on this topic suggests that differentiated answers instead of simple 'yes' or 'no' replies convince.…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…Regarding the different propositions we developed above, there are indeed cultural elements that are manageable and seem to allow for manipulating the key causality of this paper. Without intending to recapitulate the debate on the changeability of organizational cultures, we adopt the reflected position of planned cultural change (Trice/Beyer 1984;Schreyögg 1991).…”

Section: Managerial Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Freiling

Fichtner²

2010

German Journal of Human Resource Management: Zeitschrift für Pe

View full text Add to dashboard Cite

ArticleOrganizational culture as the glue between people and organization: A competence-based view on learning and competence building Is organizational culture a catalyst of competence development? This paper argues it is. The reason for this is that organizational culture fosters the process of learning and competence building and works as a glue between people and the organization they belong to. We employ a most recently developed approach belonging to market process theory, the so-called 'competence-based theory of the firm', to explain these causal relationships.

show abstract

Section: Managerial Implicationsmentioning

confidence: 99%

Section: Managerial Implicationsmentioning

confidence: 99%

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Freiling

Fichtner²

2010

German Journal of Human Resource Management: Zeitschrift für Pe

View full text Add to dashboard Cite

show abstract

“…Culture studies focus upon a specific subset of these elements (e.g., unconscious assumptions, Schein, 1985;stories, Martin, Feldman, Hatch, & Sitkin, 1983; rites and ceremonials, Trice & Beyer, 1984; behavioral norms, Kilman & Saxton, 1985;. The present research addresses normative beliefs, elements of culture postulated to be closely related to organizational performance and member attitudes and perceptions.…”

mentioning

confidence: 95%

Normative Beliefs in Fund-Raising Organizations

Rousseau¹

1990

Group & Organization Studies

132

View full text Add to dashboard Cite

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)

show abstract

“…Jones (1996) suggests that norms are conveyed through a panoply of verbal expressions, including jargon, slang, memos, proverbs, traditional sayings, slogans, metaphors, pet phrases, nicknames for people and equipment, legends, cautionary tales, personal experience narratives, jokes, anecdotes, jests, beliefs, superstitions, rumors, rhymes, poetry, songs, ceremonial speech, and oratory. The activities through which norms are conveyed include play, recreation, games, practical jokes, initiation pranks, celebrations, festive events, parties, gestures, food sharing, rituals, rites of passage, staff meetings, retreats, ceremonies, architecture, interior design, quality of equipment, manuals, organizational charts, bulletin boards, posters, photos, memorabilia on display, costumes, company uniforms, standard attire, and decoration of offices or equipment (Trice, 1985;Trice and Beyer, 1984).…”

Section: Languagementioning

confidence: 99%

2005

ASHE Higher Education Report

View full text Add to dashboard Cite

TION, and universities and colleges commonly express the need to strengthen their culture. A strong culture is perceived, correctly so, to engender a needed sense of connectedness between and among the varied constituents associated with a campus. Linking organizational culture and social cohesion is not a novel concept. (We use the terms organizational culture and institutional culture interchangeably throughout our discussion.) Our primary contribution here is to argue that a strong institutional culture has concrete uses in universities and colleges: culture is not simply something that is but is something that can do. In connecting people and institutions, institutional culture can pay real dividends, particularly in external relations and in building the campus community that is so critical in student affairs, but also in managing administrative and academic units. Institutional culture is not just something to have, which is where the discussion of the concept usually focuses, but is something to use.We thus explore the particular set of benefits accrued by institutions that do what is necessary to enjoy a strong set of institutional norms, values, and beliefs, which is how we define culture. We move beyond the common conception of institutional culture's simply binding together those who work and learn at our institutions of higher education, extending the discussion to explore the "so what?" question. We explore how institutional culture enables a university or college community, broadly defined, to identify with the institution. We also examine how it helps clarify the image of that institution in ways that bring what those in marketing would call The Uses of Institutional Culture

show abstract

Studying Organizational Cultures Through Rites and Ceremonials

Cited by 520 publications

References 32 publications

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Normative Beliefs in Fund-Raising Organizations

Table of Contents

Contact Info

Product

Resources

About