澳洲論文代寫：The Importance of the Organizational Culture To
The Importance of the Organizational Culture
To the Organizational Performance
Australia：The Importance of the Organizational Culture To the Organizational Performance代寫
2. Background of Organizational Culture and Organizational Performance
2.1 Related Theory of the Organizational Culture
2.2 Related Theory of the Organizational Performance
3. The Importance of Organizational Culture to Organizational Performance
3.1 Functions of the Organizational Culture
u Cohesive Force
u Elevating Power
3.2 Relation between Organizational Culture and Organizational Performance
u Theory of Cause-effect
u Theory of Adaptation
u Theory of Flexibility
3.3 The Mechanism of the Organizational Culture
3.3.1 The Internal Mechanism
3.3.2 The External Mechanism
u Establishment of Common Vision
u Improvement of Organizational Cohesion
u Human Orientation
u Corporate Social Responsibility
Barney JB (1986) Organizational culture: can it be a source of sustained competitive advantage? The Academy of Management Review 11(3): 656-665.
Three attributes that a firm's culture must have to generate sustained competitive advantages are isolated. Previous findings suggest that the cultures of some firms have these attributes; thus, these cultures are a source of such advantages. The normative implications of the analysis are discussed. Firms that do not have the required cultures cannot engage in activities that will modify their cultures and generate sustained superior financial performance because their modified cultures typically will be neither rare nor imperfectly imitable. Firms that have cultures with the required attributes can obtain sustained superior financial performance from their cultures.
Dolineanschi, V. 2008. The Link Between Organizational Culture And Social Performance. Revista economica42 (5), pp. 138-142.
The paper, explores the relationship between organizational culture and social performance concepts. Thus, social performance is proposed as a concept that results from the development of high quality relationships at work, and culture as the framework that sustains such relationships. The information presented in this paper suggests that research and theory on the culture and performance link may consider more properly the view of organizational culture that can show and explain the social performance structure.
Ilies, L. 2008. The Link between Organizational Culture and Corporate Performance - An Overview. The Journal of the Faculty of Economics, 1(1), pp. 322-325.
The paper examines organizational culture and organizational performance through an analysis of the existent culture models and the empirical studies conducted to examine the corporate culture and organizational performance link. Even though a wide literature has focused on this relationship, the link between these two variables remains unclear because of the mixing results of the empirical studies.
Ogbonna E and Harris LC (2000) Leadership style, organizational culture and performance: empirical evidence from UK companies. The International Journal of Human Resource Management 11(4): 766-788.
The topics of leadership and organizational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both leadership and culture are linked to organizational performance. However, while the links between leadership and performance and between culture and performance have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence which suggests that the relationship between leadership style and performance is mediated by the form of organizational culture that is present. The paper concludes with a number of implications for theory and practice.
O’Reilly CA and Chatman JA (1996) Culture as social control: corporations, cults and commitment. Research in Organizational Behavior18: 157-200.
The notion of “organizational culture” has attracted a broad base of scholarly interest. While many researchers study culture using an ethnographic approach, we examine it from a functional perspective, viewing culture within groups and organizations as asocial control system based on shared norms and values.
Rosca, D. 2010. The Impact Of Culture And Organizational Change On The Economic Performance Of Companies. Business&Leadership, 3(1), pp. 103-110.
A powerful culture protects the organization from the environment changes and confers to its values the stability necessary to the long term survival. These organizations can adapt rapidly to the encountered changes, finding in their values the necessary force to resist. The relationship between the culture and the performance of an organization is outlined by the functions of the organizational culture: it enforces the cohesion of the wage-earners collective, improves the external adapting of the organization, and increases the personnel’s loyalty, by encouraging the feelings of devotion and fidelity towards the organization.
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