The interaction of interest divergence and facility of strategy operationalization as determinants of business-unit culture
While calls for a contingency view on changing “corporate culture” (Wilkens and Dyer 1988) have recently emerged, most of the organizational literature on culture is based on universalistic conjecture and prescription. This paper extends a contingency perspective by focusing on business-unit culture...
| Auteur principal: | |
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| Type de support: | Électronique Article |
| Langue: | Anglais |
| Vérifier la disponibilité: | HBZ Gateway |
| Journals Online & Print: | En cours de chargement...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Publié: |
Proquest
1990
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| Dans: |
International journal of value-based management
Année: 1990, Volume: 3, Numéro: 1, Pages: 43-64 |
| Sujets non-standardisés: | B
Corporate Culture
B Strategy Operationalization B Major Dimension B Goal Attainment B Organizational Culture |
| Accès en ligne: |
Volltext (lizenzpflichtig) |
| Résumé: | While calls for a contingency view on changing “corporate culture” (Wilkens and Dyer 1988) have recently emerged, most of the organizational literature on culture is based on universalistic conjecture and prescription. This paper extends a contingency perspective by focusing on business-unit cultures and by arguing that two major dimensions—interest convergence and the ease of operationalizing strategy—interact to determine the function of culture in economic organizations and its relative importance to goal attainment. This is demonstrated through a review of the dominant functionalist perspective, utilitarian, and conflict theory perspectives on organizational culture. These are used to propose a typology that supports the importance of these dimensions. |
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| ISSN: | 1572-8528 |
| Contient: | Enthalten in: International journal of value-based management
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| Persistent identifiers: | DOI: 10.1007/BF01560523 |