BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Vveinhardt Jolita (Vytautas Magnus University, Kaunas, Lithuania), Andriukaitiene Regina (Lithuanian Sports University, Kaunas, Lithuania)
Tytuł
Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation
Źródło
Economics & Sociology, 2017, vol. 10, nr 3, s. 294-320, tab., bibliogr. 57 poz.
Słowa kluczowe
Kultura zarządzania, Kultura organizacyjna, Społeczna odpowiedzialność biznesu
Management culture, Organisational culture, Corporate Social Responsibility (CSR)
Uwagi
Klasyfikacja JEL: M12, M14, M19
summ.
Abstrakt
The article is theoretically based on management culture as part of the formal organizational culture, separately reviewing some of its elements. Expert evaluation organization, process and results of the instrument shaped by the authors and meant for qualitative research are briefly presented. The structure of the instrument is detailed by presenting its component parts and explanations. The research was carried out by interviewing the top managers of two big manufacturing company groups consisting of six enterprises. The article presents passages of an interview with the top managers of the six companies, revealing management culture as part of the formal organizational culture expression aiming to implement corporate social responsibility. It should be emphasized that the companies of both groups are preparing to become socially responsible and this results in the timeliness and importance of the research. Structured interviewing method was applied for the research, and the substantive content of the interview included strategy, organizational structure, rules and regulations, technologies, processes, information systems, control and incentive issues. The results of the research show that in both groups of the manufacturing companies management culture and corporate social responsibility, analysing them in terms of formal organizational culture, are perceived in very narrow aspects and their development is not part of the organizations' strategic goals. The results of the study suggest that the ideas of corporate social responsibility cannot be implemented in a consistent way unless they are integrated into the formal part of organisational culture which plays an instrumental role. (original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Adamonienė, R., Ruibytė, L. (2010). Directions of the formation of managers competence training system. Management theory and studies for rural business and infrastructure Development, 5(24), 6-14 [in Lithuanian].
  2. Albert, M., Silverman, M. (1984). Thawing out your management culture. Training & Development Journal, 38(2), 22-25.
  3. Barley, S. R., Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 37(3), 363-399.
  4. Bies, R. J. (2013). The Delivery of Bad News in Organizations: A Framework for Analysis. Journal of Management, 39(1), 136-162.
  5. Bordia, P., Hobman, E., Jones, E., Gallois, C., Callan, V. J. (2004). Uncertainty During Organizational Change: Types, Consequences, and Management Strategies. Journal of Business and Psychology, 18(4), 507-532.
  6. Brown, J.S., Duguid, P. (1991). Organizational learning and communities of practice: Toward a unified view of working, learning and innovation. Organization Science, 2(1), 40-57.
  7. Bushardt, S. C., Glascoff, D. W., Doty, D. H. (2011). Organizational culture, formal reward structure, and effective strategy implementation: a conceptual model. Journal of Organizational Culture, Communications and Conflict, 15(2), 57-70.
  8. Carroll, G. R., Harrison, J. R. (1998). Organizational Demography and Culture: Insights from a Formal Model and Simulation. Administrative Science Quarterly, 43(3), 637-667.
  9. Cooke, F.L. (2008). Enterprise Culture Management in China: Insiders' Perspective. Management and Organization, 4(2), 291-314.
  10. Dahlgaard, J. J., Chen, Ch.-K., Jang, J.-Y., Banegas, L. A., Dahlgaard-Park, S. M. (2013). Business excellence models: limitations, reflections and further development. Total Quality Management, 24(5), 519-538.
  11. De Vita, G., Case, P. (2016). 'The smell of the place': Managerialist culture in contemporary UK business schools. Culture and Organization, 22(4), 348-364. 10.1080/14759551.2014.971122
  12. Dextras-Gauthier, J., Marchand, A. (2016). Organizational Culture, Work Organization Conditions and Burnout. Relations Industrielles-Industrial Relations, 71(1), 156-187.
  13. Dupuis, J.P. (2014). New approaches in cross-cultural management research: The importance of context and meaning in the perception of management styles. International Journal of Cross Cultural Management, 14(1), 67-84.
  14. Fiske, S.T. (1993). Controlling Other People: The Impact of Power on Stereotyping. American Psychologist, 48(6), 621-628.
  15. Fitzpatrick, K. R., Rubin, M. S. (1995). Public Relations vs. Legal Strategies in Organizational Crisis Decisions. Public Relations Review, 21(1), 21-33.
  16. Franklin, A. L., Pagan, J. F. (2006). Organization Culture as an Explanation for Employee Discipline Practices. Review of Public Personnel Administration, 26(1), 52-73.
  17. Gallivan, M., Srite, M. (2005). Information technology and culture: Identifying fragmentary and holistic perspectives of culture. Information and Organization, 15(4), 295-338.
  18. Govori, A. (2013). The managerial culture and its impact on economic development of Kosovo. Munich Personal RePEc Archive. Available at: http://mpra.ub.uni-muenchen.de/47625/
  19. Grote, G. (2012). Safety management in different high-risk domains - All the same? Safety Science, 50(10), 1983-1992.
  20. Haber, L.H. (2014). The Role of Formal and Informal Structures in Shaping the Corporation's Relational Capital. Management, 18(1), 136-153.
  21. Hartnell, C. A., Kinicki, A. J., Lambert, L. S., Fugate, M. Corner, P. D. (2016). Do Similarities or Differences Between CEO Leadership and Organizational Culture Have a More Positive Effect on Firm Performance? A Test of Competing Predictions. Journal of Applied Psychology, 101(6), 846-861. 10.1037/apl0000083
  22. Henle, C. A (2006). Bad apples or bad barrels? A former CEO discusses the interplay of person and situation with implications for business education. Academy of Management Learning & Education, 5(3), 346-355.
  23. Higgins, J. M., Mcallaster, C. (2004). If You Want Strategic Change, Don't Forget to Change Your Cultural Artefacts. Journal of Change Management, 4(1), 63-73.
  24. Hu, Q., Dinev, T., Hart, P., Cooke, D. (2012). Managing Employee Compliance with Information Security Policies: The Critical Role of Top Management and Organizational Culture. Decision Sciences, 43(4), 615-659.
  25. Huhtala, M., Kaptein, M., Feldt, T. (2016). How perceived changes in the ethical culture of organizations influence the well-being of managers: a two-year longitudinal study. European Journal of Work and Organizational Psychology, 25(3), 335-352. 10.1080/1359432X.2015.1068761
  26. Jagajeevan, R., Shanmugam, P. (2008). Common Artifacts Contributing to Organizational Culture: An Indian Perspective. ICFAI Journal of Soft Skills, 2(3), 29-59.
  27. Johnson, J. P., Korsgaard, M. A., Sapienza, H. J. (2002). Perceived Fairness, Decision Control, and Commitment in International Joint Venture Management Teams. Strategic Management Journal, 23(12), 1141-1160.
  28. Johnson, S. G., Schnatterly, K., Hill, A. D. (2013). Board Composition Beyond Independence: Social Capital, Human Capital, and Demographics. Journal of Management, 39(1), 232-262.
  29. Laulusa, L., Eglem, J.-Y. (2011). L'impact des valeurs confucéennes sur le processus de contrôle de gestion dans une entreprise d'État Chinoise. Comptabilité - Contrôle - Audit, 17(3), 7-29 [Impact of Confucianism values on management of control processes at Chinese state enterprise, Accounting - Control - Audit, in France].
  30. Lave, J., Wenger, E. (1991). Situated learning: Legitimate Peripheral Participation. Cambridge: Cambridge University Press.
  31. Lee, M. T., Widener, S. K. (2013). Culture and Management Control Systems in Today's High-Performing Firms. Management Accounting Quarterly, 14(2), 11-18.
  32. Lee, Y., Kramer, A. (2016). The role of purposeful diversity and inclusion strategy (PDIS) and cultural tightness/looseness in the relationship between national culture and organizational culture. Human Resource Management Review, 26(3), 198-208. 10.1016/j.hrmr.2016.01.001
  33. Ling, C. T. N. (2011). Culture and Trust in Fostering Knowledge - Sharing. Journal of Knowledge Management, 9(4), 328-339.
  34. Maman, D. (2000). Who Accumulates Directorships of Big Business Firms in Israel? Organizational Structure, Social Capital and Human Capital. Human Relations, 53(5), 603-629.
  35. Melnikas, B. (2008). Management Culture in the Context of Globalisation and European Integration: Historical Background. Public Administration and Management Culture in View of Globalisation: New Challenges, 2(18), 6-17 [in Lithuanian].
  36. Naor, M., Goldstein, S. M., Linderman, K. W., Schroeder, R. G. (2008). The Role of Culture as Driver of Quality Management and Performance: Infrastructure versus Core Quality Practices. Decision Sciences, 39(4), 671-702.
  37. Năstase, M. (2009). Understanding the Managerial Culture. Review of International Comparative Management, 10(2), 1-8.
  38. Nicolescu, O., Verboncu, I. (2001). Fundamentele Managementului Organizaţiei. Editura Tribuna Economică, Bucureşti.
  39. Pascal, D., Mersland, R., Mori, N. (2017). The influence of the CEO's business education on the performance of hybrid organizations: the case of the global microfinance industry. Small Business Economics, 49(2), 339-354.
  40. Popovič, A., Habjan, A. (2012). Exploring the Impact of Decision Making Culture on the Information Quality - Information Use Relationship: An Empirical Investigation of Two Industries. Issues in Informing Science and Information Technology, 9, 125-134.
  41. Rafferty, A. E., Jimmieson, N. L., Armenakis, A. A. (2013). Change Readiness: A Multilevel Review. Journal of Management, 39(1), 110-135.
  42. Raz, A. E. (2002). Emotions at work: Normatyve control, culture and organizations in Japan and America. Cambridge, MA and London: Harvard University Asia Center.
  43. Raz, A. E., Fadlon, J. (2005). Managerial Culture, Workplace Culture and Situated Curricula in Organizational Learning. Organization Studies, 27(2), 165-182.
  44. Robinson, S. L., O'Reilly, J., Wang, W. (2013). Invisible at Work: An Integrated Model of Workplace Ostracism. Journal of Management, 39(1), 203-231.
  45. Schein, E. H. (2004). Organizational Culture and Leadership. 3rd Edition. San Francisco: Jossey-Bass.
  46. Skibickaja, L. I. (2009). Manager's Work Organization. Kiev: Centre of training literature [in Russian].
  47. Slater, D. J., Dixon-Fowler, H. R. (2010). The Future of the Planet in the Hands of MBAs: An Examination of CEO MBA Education and Corporate Environmental Performance. Academy of Management Learning & Education, 9(3), 429-441.
  48. Tang, M.C., Li, M.G., Zhang, T. (2016). The impacts of organizational culture on information security culture: a case study. Information Technology & Management, 17(2), 179-186. Special Issue: SI. 10.1007/s10799-015-0252-2
  49. Taylor, J. (2014). Organizational Culture and the Paradox of Performance Management. Public Performance & Management Review, 39(1), 7-22.
  50. Townsend, K. (2004). Management culture and employee resistance: investigating the management of leisure service employees. Managing Leisure, 9(1), 47-58.
  51. Ucbasaran, D., Shepherd, D. A., Lockett, A., Lyon, S. J. (2013). Life after Business Failure: The Process and Consequences of Business Failure for Entrepreneurs. Journal of Management, 39(1), 163-202.
  52. Voronkova, V.G. (2006). Human Resource Management: Philosophical Considerations. Kiev: Professional [in Russian].
  53. Vveinhardt, J., Andriukaitiene, R. (2014a). Social responsibility discourse in empirical and theoretical Lithuanian scientific studies. Inzinerine Ekonomika-Engineering Economics, 25(5), 578-588. http://dx.doi.org/10.5755/j01.ee.25.5.4898
  54. Vveinhardt, J., Andriukaitiene, R. (2014b). Readiness of Companies to Become Socially Responsible: Social Behaviour of an Organization and an Employee from a Demographic Viewpoint. Problems and Perspectives in Management, 12(2), 215-229.
  55. Waterman, R. H., Peters, T. J., Phillips, J. R. (1980). Structure is not Organization. Business Horizons, 23(3), 14-26.
  56. Yu, Y. N., Choi, Y. (2016). Stakeholder pressure and CSR adoption: The mediating role of organizational culture for Chinese companies. Social Science Journal, 53(2), 226-235. 10.1016/j.soscij.2014.07.006
  57. Zakarevičius, P. (2004). Organization's Culture as Cause and Consequence of Changes. Organizacijų vadyba: sisteminiai tyrimai-Management of Organizations: Systematic Research, 30, 201-209 [in Lithuanian].
Cytowane przez
Pokaż
ISSN
2071-789X
Język
eng
URI / DOI
http://dx.doi.org/10.14254/2071-789X.2017/10-3/21
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu