Benjamin Schneider, Mark G. Ehrhart, William H. Macey
This article first reviews the history of the research on organizational climate and then organizational culture with definitions of each. The research approaches to both constructs are explicated in some detail, with climate being characterized by survey/quantitative approaches and culture by qualitative methods. Early climate struggles with levels and validity issues are followed by summaries of research since the 1980s on specific outcomes such as service and safety. Culture research has pursued the deeper meanings employees attach to organizational norms and values without attention to specific outcomes. As these different approaches to understanding organizations yield different learnings, we propose integrating research on the two constructs as a useful basis for understanding how people in organizations interpret decisions, actions, and what is important for organization effectiveness. We conclude by exploring the potential benefits of such an integrative approach for understanding and facilitating organizational change and effectiveness.
AbstractTeam formation brings together organizational members with complementary capabilities to address projects. This study examines how project-based organizations form teams in response to an ongoing stream of different projects. We consider team formation a phenomenon shaped by organization structure, project attributes, and learning from project experience. We address the effects of two alternative organization structures (functional and team-based) and four project attributes (project size, heterogeneity, decomposability, and ambiguity) on the efficiency of project team staffing. We build these features into two agent-based models grounded on nine case studies of project-based organizations. These models highlight how organizations achieve efficiency in team formation over time as transactive memory develops in response to ongoing project variation. Our models explain how organization structure and particular project attributes affect the development and application of transactive memory.
Abstract This article argues that the transaction cost approach to the problem of organizing economic activities is undermined by a neglect of the consequences of the complexity of the interconnections among such activities and, in particular, of the complexity generated by conflict and divergent interests of the agents involved. With the increase of conflict, organizational equilibria cease to exist. Thus hierarchy is, in principle, not necessarily an efficiency increasing remedy to the existence of transaction costs but can be explained also as a way to provide temporary equilibria in the everlasting organizational conflict.
Cases in Organizational Behaviour provides a bridge between course textbooks and key real-world examples. The Working for free case study summarizes and examines the scenario and includes supporting commentary from Daniel King and Scott Lawley.
Cases in Organizational Behaviour provides a bridge between course textbooks and key real-world examples. The Maslow at Tesco case study summarizes and examines the scenario and includes supporting commentary from Daniel King and Scott Lawley.
In a competitive business environment, it is vital that firms consider implementing techniques to cope with constant change to remain competitive and survive. Most change initiatives, however, suffer from several difficulties and are often hampered by resistance, primarily caused by fear of adopting new practices or concern about competence. As a result, such initiatives could result in unintended consequences. In fact, they might result in irreversible situations, impairing the dynamics of an organization. Michelin Shanghai underwent an organizational change initiative to enhance its competitiveness. The initiative resulted in significant improvements in the company's productivity and profitability as well as increased employee satisfaction. The main objective of the study is to understand the organizational change dynamics of Michelin Shanghai Co. The chapter also attempts to evaluate challenges encountered during the process and critically analyze the leadership approaches that were applied by Mr. Ballarin (plant manager of Michelin Co.) based on related theories.
Mykhailo VEDERNIKOV, Lesia VOLIANSKA-SAVCHUK, Maria ZELENA
et al.
The article analyzes the organizational culture as one of the important factors in the successful operation of the enterprise. The development of organizational culture ensures the harmonization of social and economic factors, increases the stability and competitiveness of the enterprise. A number of meaningful characteristics inherent in any organizational culture are considered. A detailed assessment of the level of corporate culture is based on the formation of a system of indicators that characterize this culture. In order to assess the level of corporate culture, expert research methods are used, which allow to give promising assessments of qualitatively new processes and phenomena that have not previously occurred in public life and about which, of course, there is no statistical information. The urgency of introduction of modern motivational technologies is considered. The experience of introduction of motivation system on key indicators at the enterprise is analyzed. The advantages of the motivation system based on the assessment of goals and KPI are determined.
AbstractThis chapter examines employment practices and adjustment drawing on both survey data and case study materials. While over 80% of Japanese listed firms maintain a commitment to lifetime employment, many firms have abandoned seniority-based wages in favour of merit-based payment systems based on individual performance evaluations. Some corporate governance practices, such as stock options and equity-based performance measures, negatively impact the continued use of seniority-based pay. Meanwhile, the percentage of in-house board members has a negative impact on market employment patterns, which suggests that external market pressures may be less important than the style of insider governance in determining employment patterns. Despite this continued commitment to lifetime employment, the core of employees covered under such arrangements is shrinking through the active use of ‘benevolent’ methods of employment adjustment, such as early retirement schemes. These finds suggest that some elements of Japanese-style HRM may be compatible with changing corporate governance institutions.