The development of theories from the analysis of the organisation: case studies by the patterns of behaviour (original) (raw)
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Journal of Economic Behavior & Organization, 2008
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The concept of organizational routines was introduced to help understand organizational behavior and organizational change (Nelson & Winter, 1982; Cyert & March, 1963). Previous studies that have applied organizational routines as analytical perspective to understand these issues, however, have shown the task is not trivial. Many seem sceptical of the contribution an analysis employing organizational routines can make.
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Vtt Tiedotteita, 2002
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Organization Science, 1990
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www.orgcmf.com, 2019
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Quality & Safety in Health Care, 2004
To be able to work with and understand organisational culture, we need a typology of organisational environments. N Information processing style is a useful focus for such a typology, because information is important directly and is correlated with other features of the organisation's culture. N Three typical styles of information processing are pathological, bureaucratic, and generative. N These styles are shaped by leaders' preoccupations, including focus on personal needs, bureaucratic objectives, and the organisation's mission. N These styles are associated with different responses to signs of trouble and opportunities for innovation. N Culture is mutable. With new leadership, an environment with one kind of culture can change into another.
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Every organisation has something unique about the way it operates. It is that uniqueness that every other organisation uses as a mark of distinction in describing that organisation. The ways an organisation operates vis a vis, its beliefs, values and assumptions is what I have conceptualized as organisational culture. The culture of an organisation, to a very large extent, determines the performance of the individuals that work in that organisation and by extension, the organisational performance. This paper takes an in-depth review of the relationships between some organisational culture parameters and individual performance, organisational performance and sustainability. From the extant literature, it till stand to reason that organisations should focus on that aspects of their cultures that are positive in outlook and yield the greatest positive result in terms of organisational outcomes. On the other hand, they should do away with those aspects of their culture, which are not adding any value to their bottom-line. This study totally supports the evidence that managing your organisational culture effectively will lead to a higher organisational performance.