The Effect of Adaptive Organizational Culture on Long-Term Survival

Costanza, David P.; Blacksmith, Nikki; Coats, Meredith R.; Severt, Jamie B.; DeCostanza, Arwen H.

doi:10.1007/s10869-015-9420-y

Cited by 64 publications

(71 citation statements)

References 65 publications

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“…In addition to senior leadership’s active support of change, organizational and HRM change capabilities are increasingly being recognized as essential to the management and success of ongoing organizational change ( Trahms et al, 2013 ; Costanza et al, 2016 ). Costanza et al (2016) , for example, noted that in order “to respond to environmental threats and opportunities, organizations must develop an infrastructure and capabilities that allow adaptation to such environmental changes and, ultimately, survival” (p. 361). As such, organizations need well-developed and interrelated systems that allow them to function, adapt, and be “macro-organizationally ready” ( Vakola, 2013 ) in the face of ongoing change.…”

Section: Change-related Organizational Resourcesmentioning

confidence: 99%

“… Schneider et al (1996) noted that “what people in an organization experience as the climate and believe is the culture ultimately determines whether sustained change is accomplished” (p. 18). Although culture and climate are often conceptualized as global or “molar” constructs, just as researchers have focused on a culture or climate of fairness ( Colquitt et al, 2002 ), engagement ( Albrecht, 2014 ), and innovation or adaptability (e.g., Costanza et al, 2016 ), it also makes conceptual sense to focus on a “culture or climate for change.” For present purposes, organizational change culture refers to espoused and experienced organizational values ( Schein, 1990 ; Argyris, 1993 ) that are relevant to ongoing change. Such values include innovation, creativity, intrapreneurship, flexibility, responsiveness, nimbleness, and adaptability (e.g., Brown and Leigh, 1996 ; Denison et al, 2014 ; Gawke et al, 2019 ).…”

Section: Change-related Organizational Resourcesmentioning

confidence: 99%

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Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change

Albrecht

Connaughton²,

Foster

et al. 2020

Front. Psychol.

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The purpose of this conceptual article is to introduce the construct of change engagement and a model that also consists of change-related organizational resources, change-related job resources and demands, and change-related personal resources. We propose that change engagement is a construct that is theoretically and practically useful for understanding employee reactions to and adoption of organizational change. Drawing from existing models of employee engagement, we add to the change literature by identifying salient change-related organizational resources, job resources, job demands, and personal resources in a previously validated framework that brings together the literature on both engagement and change. By using the proposed change engagement framework, practitioners and researchers will potentially be able to effectively diagnose, manage, and optimize employee change readiness and enthusiasm for ongoing change. Furthermore, the change engagement model (CEM) provides practitioners and researchers with a comprehensive and practically useful model that will be easy to comprehend and communicate. The model can be applied to the planning, implementation, and evaluation of discrete change initiatives, as well as to ongoing change. The model is therefore well-suited to contemporary organizational contexts where change is widely recognized to be a constant.

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Section: Change-related Organizational Resourcesmentioning

confidence: 99%

Section: Change-related Organizational Resourcesmentioning

confidence: 99%

Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change

Albrecht

Connaughton²,

Foster

et al. 2020

Front. Psychol.

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show abstract

“…'Culture can now be defined as (a) a pattern of basic assumptions, (b) invented, discovered, or developed by a given group, (c) as it learns to cope with its problems of external adaptation and internal integration, (d) that has worked well enough to be considered valid and, therefore (e) is to be taught to new members as the (f) correct way to perceive, think, and feel in relation to those problems'. (Schein 1990, p 113) Viewed in this manner, culture can help and encourage the building of adaptivity and learning into public organisations (Costanza et al 2015). Equally, organisational cultures can help organisations transition away from toxic and intolerant practices (e.g., UK Police foundation 2018) towards cultures that tolerate mistakes as gateways to learning and innovation (Betts and Holden 2004;Maria 2003;Wodcka-Hyjek 2014;Olejarski et al 2019).…”

Section: Organisational Culturementioning

confidence: 99%

Four Cultural Narratives for Managing Social-ecological Complexity in Public Natural Resource Management

Kirsop-Taylor

Hejnowicz

Scott

2020

Environmental Management

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Public Natural Resource Management (NRM) agencies operate in complex social-ecological domains. These complexities proliferate unpredictably therefore investigating and supporting the ability of public agencies to respond effectively is increasingly important. However, understanding how public NRM agencies innovate and restructure to negotiate the range of particular complexities they face is an under researched field. One particular conceptualisation of the social-ecological complexities facing NRM agencies that is of growing influence is the Water-Energy-Food (WEF) nexus. Yet, as a tool to frame and understand those complexities it has limitations. Specifically, it overlooks how NRMs respond institutionally to these social-ecological complexities in the context of economic and organisational challengesthus creating a gap in the literature. Current debates in public administration can be brought to bear here. Using an organisational cultures approach, this paper reports on a case study with a national NRM agency to investigate how they are attempting to transform institutionally to respond to complexity in challenging times. The research involved 12 elite interviews with senior leaders from Natural Resources Wales, (NRW) and investigated how cultural narratives are being explicitly and implicitly constructed and mobilised to this end. The research identified four distinct and sequential cultural narratives: collaboration, communication, trust, and empowerment where each narrative supported the delivery of different dimensions of NRW's social-ecological complexity mandate. Counter to the current managerialist approaches in public administration, these results suggest that the empowerment of expert bureaucrats is important in responding effectively to complexity.

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“…The speed and flexibility of decision-making are low for organizations that are not adaptive. 22 The importance of adaptive culture has been addressed by many in the literature including previous works 9,23,24 among others.…”

Section: Orp Assessment Frameworkmentioning

confidence: 99%

Survey assessment of organizational resiliency potential of a group of Seveso organizations in Turkey

Şengül

Marşan

Gün

2018

Proceedings of the Institution of Mechanical Engineers, Part O:

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Organizational resilience is vital for long-term value creation in organizations, as they continuously face many obstacles due to fast evolving, complex, and uncertain environments. Resilience is also important for managing hazmat and oil spill risks, given the expected increase in frequency and magnitude of natural disasters due to climatic extremes. Organizations with higher resiliency potential are more likely to manage these challenges effectively. Recently developing literature indicates that development of dynamic capabilities, which are different from ordinary capabilities, leads to greater organizational resiliency potential. This study assesses organizational resiliency potential of a group of Seveso organizations in Turkey via a 5-point Likert-type-scale survey designed toward measuring four important dimensions of dynamic capabilities including anticipation capabilities, adaptive culture, networking capabilities, and organizational learning. Cluster analysis of survey results revealed that there are significant differences in organizational resiliency potential among organizations, as evidenced by the distance plot. While participating organizations have scored relatively high resiliency potentials, there are areas that need improvement including increasing anticipation and networking capabilities and strengthening employee engagement to further enhance resilience of organizations. In the second phase of the study, the effect of three factors on organizational resiliency potential that includes socioeconomic level and earthquake risk of the region that the organization is located, and Seveso Directive status of the organization were assessed. While organizational resiliency potential scores among groups of organizations that fall under different categories for these three factors did not show any statistically significant difference, follow-up focused interview revealed that respondents believed there may be differences in resiliency potential. Both survey and follow-up focused interview assessments showed the complexity and multiple aspects involved in developing adequate organizational resiliency potential. Organizational resiliency potential research is still in its infancy and both theoretical and technical sides of the equation requires further development.

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The Effect of Adaptive Organizational Culture on Long-Term Survival

Cited by 64 publications

References 65 publications

Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change

Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change

Four Cultural Narratives for Managing Social-ecological Complexity in Public Natural Resource Management

Survey assessment of organizational resiliency potential of a group of Seveso organizations in Turkey

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