Theories of Organizational Culture

Allaire, Yvan; Firsirotu, Mihaela E.

doi:10.1177/017084068400500301

Cited by 574 publications

(368 citation statements)

References 34 publications

Supporting

Mentioning

303

Contrasting

Unclassified

Order By: Relevance

“…Meanwhile, during the crisis stage internal crisis communication emphasis on the organizations to engage in improvisation during crisis event (Frandsen & Johansen, 2011 Allaire and Firsirotu, (1984). This evidence highlighted that each organization has its own culture which in essence could have influence on the ways organizations react to internal crisis communication.…”

Section: Internal Crisis Communicationmentioning

confidence: 99%

Antecedents of Internal Crisis Communication: A Conceptual Framework

Adamu¹,

Mohamad²,

Rahman³

2016

European Proceedings of Social &Amp; Behavioural Sciences

View full text Add to dashboard Cite

This article is taking a conceptual approach to establish the relationship between organizational culture, leadership and social media content on internal crisis communication. The concept of internal crisis communication is relatively new, therefore the article will explore the stage of development of the concept and its contrast with other related concepts. Moreover, Complexity Theory will underpin the study to understand the consequences of minor signals that trigger Internal Crisis Communication. The paper finally offered a framework to guide public relations practitioners on the implications of Internal Crisis Communication on employee performance.

show abstract

Section: Internal Crisis Communicationmentioning

confidence: 99%

Antecedents of Internal Crisis Communication: A Conceptual Framework

Adamu¹,

Mohamad²,

Rahman³

2016

European Proceedings of Social &Amp; Behavioural Sciences

View full text Add to dashboard Cite

show abstract

“…This process is influenced by the history of the system, that is, what happened before. Dauber et al (2012) do not explicitly depict the history of an organization in their model, though the model from Allaire and Firsirotu (1984) describes the external environment as being composed of society, history, and contingency. However, this automatically happens once an intervener engages with the different domains and processes.…”

Section: Configuration Model Of Organizational Culturementioning

confidence: 99%

The Cultural Analysis of Soft Systems Methodology and the Configuration Model of Organizational Culture

Staadt

2015

SAGE Open

View full text Add to dashboard Cite

Organizations that find themselves within a problematic situation connected with cultural issues such as politics and power require adaptable research and corresponding modeling approaches so as to grasp the arrangements of that situation and their impact on the organizational development. This article originates from an insider-ethnographic intervention into the problematic situation of the leading public housing provider in Luxembourg. Its aim is to describe how the more action-oriented cultural analysis of soft systems methodology and the theory-driven configuration model of organizational culture are mutually beneficial rather than contradictory. The data collected between 2007 and 2013 were analyzed manually as well as by means of ATLAS.ti. Results demonstrate that the cultural analysis enables an in-depth understanding of the power-laden environment within the organization bringing about the so-called “socio-political system” and that the configuration model makes it possible to depict the influence of that system on the whole organization. The overall research approach thus contributes toward a better understanding of the influence and the impact of oppressive social environments and evolving power relations on the development of an organization.

show abstract

“…Organisational culture is specifically noted as having the potential to shape the way that such reforms are put into action [12]. Whilst there are numerous definitions of organisational culture, all are based on a view of organisations as social systems characterised by social processes, behaviours and structures [17,18] and all understand culture to be shared social constructs such as beliefs, meanings, values, behaviour and norms [15,19,20]. Within a single organisation there may be several cultures linked to particular subgroups or units, and organisational culture is itself influenced by broader societal factors, including history and political culture [21].…”

Section: Introductionmentioning

confidence: 99%

Influence of organisational culture on the implementation of health sector reforms in low- and middle-income countries: a qualitative interpretive review

Mbau

Gilson

2018

Global Health Action

View full text Add to dashboard Cite

Background: Health systems, particularly in low- and middle-income countries, are commonly plagued by poor access, poor performance, inefficient use and inequitable distribution of resources. To improve health system efficiency, equity and effectiveness, the World Development Report of 1993 proposed a first wave of health sector reforms, which has been followed by further waves. Various authors, however, suggest that the early reforms did not lead to the anticipated improvements. They offer, as one plausible explanation for this gap, the limited consideration given to the influence over implementation of the software aspects of the health system, such as organisational culture – which has not previously been fully investigated. Objective: To identify, interpret and synthesise existing literature for evidence on organisational culture and how it influences implementation of health sector reforms in low- and middle-income countries. Methods: We conducted a systematic search of eight databases: PubMed; Africa-Wide Information, Cumulative Index of Nursing and Allied Health Literature (CINAHL), Econlit, PsycINFO, SocINDEX with full text, Emerald and Scopus. Eight papers were identified. We analysed and synthesised these papers using thematic synthesis. Results: This review indicates the potential influence of dimensions of organisational culture such as power distance, uncertainty avoidance, and in-group and institutional collectivism over the implementation of health sector reforms. This influence is mediated through organisational practices such as communication and feedback, management styles, commitment and participation in decision-making. Conclusion: This interpretive review highlights the dearth of empirical literature around organisational culture and therefore its findings can only be tentative. There is a need for health policymakers and health system researchers to conduct further analysis of organisational culture and change within the health system.

show abstract

Theories of Organizational Culture

Cited by 574 publications

References 34 publications

Antecedents of Internal Crisis Communication: A Conceptual Framework

Antecedents of Internal Crisis Communication: A Conceptual Framework

The Cultural Analysis of Soft Systems Methodology and the Configuration Model of Organizational Culture

Influence of organisational culture on the implementation of health sector reforms in low- and middle-income countries: a qualitative interpretive review

Contact Info

Product

Resources

About