The Importance of Organisational Culture in a Multicultural Work Environment – a Preliminary Study. The Perspective of Managers from Selected European Countries

• Authors: Agnieszka Knap-Stefaniuk , Beata Domańska-Szaruga

Title variants

PL

Znaczenie kultury organizacyjnej w wielokulturowym środowisku pracy – badanie wstępne. Perspektywa menedżerów z wybranych krajów europejskich

Abstracts

PL

Problematyka kultury organizacyjnej jest analizowana i badana przez naukowców od dekad. Duże zainteresowanie kulturą organizacyjną ma przede wszystkim związek z jej odziaływaniem na różne obszary życia organizacyjnego, a także relacje z otoczeniem. Znaczenie kultury organizacyjnej jest szczególnie ważne w wielokulturowym środowisku pracy, gdzie w codziennej pracy menedżerowie zarządzają pracownikami, którzy pochodzą z różnych kultur narodowych i funkcjonują w wielokulturowych zespołach, realizując cele firmy. Kultura organizacyjna służy przede wszystkim eliminowaniu organizacyjnej dwuznaczności zachowań i promuje proefektywne zachowania pracowników firmy, co w przypadku zróżnicowanych kulturowo pracowników jest szczególnie ważne. W artykule w części teoretycznej opisano termin kultura organizacyjna, przedstawiono funkcje kultury i model wartości konkurujących Camerona/Quinna. W części badawczej opisano metodologię, wyniki przeprowadzonych wywiadów oraz wnioski wynikające z badań. Wywiady analizowane w artykule zostały przeprowadzone przez autorki artykułu w roku 2022 wśród polskich, hiszpańskich i portugalskich menedżerów. Analiza literatury oraz wyniki badań pozwoliły na wykazanie istotnego znaczenia kultury organizacyjnej we współczesnym zarządzaniu, szczególnie w kontekście zarządzania ludźmi w wielokulturowym środowisku pracy.

EN

Organisational culture has been studied by researchers for decades. Their avid interest in this issue is primarily related to its considerable impact on various areas of organisational life and on a company’s relations with its environment. The importance of organisational culture is of particular relevance in multicultural work environments, in which managers’ daily work consists in dealing with employees from various national cultures and with multicultural teams pursuing a company’s goals. Organisational culture is directed at eliminating organisational behavioural ambiguity and promoting employees’ pro-effective behaviours, which seems particularly pertinent in case of a culturally diverse workforce. In the theoretical part of the article, the Authors define the term organisational culture, discuss the functions of this culture, and present the Cameron and Quinn competing values model, while in the research part, they describe the methodology of the study, report the results of the interviews, and draw the conclusions. The Authors conducted the interviews analysed in the article with the Polish, Spanish and Portuguese managers in 2022. The analysis of both the literature and the results of the study allowed them to demonstrate the importance of organisational culture in contemporary management, especially in the context of managing people in multicultural work environments.

Keywords

PL

kultura organizacyjna; wielokulturowe środowisko pracy; wielokulturowe zespoły; różnice kulturowe; menedżerowie

EN

organisational culture; multicultural work environment; multicultural teams; cultural differences; managers

• Publisher: Akademia Ignatianum w Krakowie
• Journal: Perspektywy Kultury
• Year: 2023
• Volume: 42
• Issue: 3
• Pages: 227-252

Dates

published

2023

Contributors

author

Agnieszka Knap-Stefaniuk

• Akademia Ignatianum w Krakowie

• https://orcid.org/0000000292019889

author

Beata Domańska-Szaruga

• Military University of Technology

• https://orcid.org/0000000172904197

References

• Akpa, V.O., Asikhia, O.U., & Nneji, N.E. (2021). Organizational Culture and Organizational Performance: A Review of Literature. International Journal of Advances in Engineering and Management (IJAEM), 3(1), 361–372. DOI: 10.35629/5252-0301361372.
• Alony, I. & Jones, M. (2007). The Cultural Impact of Information Systems –Through The Eyes of Hofstede – A Critical Journey. Issues in Informing Science and Information Technology, 4, 407–419.
• Assens-Serra, J., Boada-Cuerva, M., Serrano-Fernández, M-J., & Agulló-Tomás, E. (2021). Gaining a Better Understanding of the Types of Organizational Culture to Manage Suffering at Work. Frontiers Psychology, 12:782488. DOI: 10.3389/fpsyg.2021.782488.
• Alvesson, M. (2002). Understanding organisational culture. Thousand Oaks, CA: Sage.
• Alvesson, M. & Sveningsson, S. (2015). Changing Organisational culture: Cultural Change Work in Progress. Routledge: New York, NY, USA.
• Backmann, J., Kanitz, R., Tian, A.W., Hoffmann, P., & Hoegl, M. (2020). Cultural gap bridging in multinational teams. Journal of International Business Studies, 51(8), 1283–1311.
• Behfar, K., Kern, M., & Brett, J. (2006). Managing challenges in multicultural teams, National culture and groups. Emerald Group Publishing Limited.
• Black, R.J. (2003). Organisational culture: Creating the Influence Needed for Strategic Success. London UK.
• Blau, P.M. (1968). Organisations. Theories. In: D.L. Sills (ed.), International Encyclopedia of Social Sciences. New York: McMillan.
• Boddy, C.R. (2011). Corporate Psychopaths: Organizational Destroyers. Palgrave Macmillan.
• Boyle, B., Nicholas, S., & Mitchell, R. (2012). Sharing and developing knowledge of organisational culture during international assignments. International Journal of Cross Cultural Management, 12(3), 361–378.
• Browaeys, M.J. & Price, R. (2008). Understanding cross-cultural management. Pearson education.
• Brown, A. (1998). Organisational Culture. London: Pitman Publising.
• Cameron, K.S. & Quinn, R.E. (2003). Kultura organizacyjna – diagnoza i zmiana. Model wartości konkurujących. Kraków: Oficyna Ekonomiczna.
• Cameron, K.S. & Quinn, R.E. (2011). Diagnosing and Changing Organisational culture: Based on the Competing Values Framework. John Wiley & Sons.
• Cameron, K. & Quinn, R. (2006). Kultura organizacyjna – diagnoza i zmiany. Kraków: Oficyna Ekonomiczna.
• Cameron, K.S. & Quinn, R.E. (2011). Diagnosing and Changing Organisational culture: Based on the Competing Values Framework (3rd ed.). San Francisco, CA: Jossey-Bass.
• Cameron, K.S., Quinn, R.E., Degraff, J., & Thakor, A.V. (2006). Creating Values Leadership. Creating Value in Organizations. Cheltenham – Massachusetts: Edward Elgar.
• Chao, G.T. & Moon, H. (2005). The cultural mosaic: a metatheory for understanding the complexity of culture. Journal of Applied Psychology, 90(6), 1128–1140.
• Coote-Martin, G. (2014). The Effects of Cultural Diversity in the Work-place. Journal of Diversity Management, Vol. 9, No. 2, 89–92.
• Deal, T.E. & Kennedy, A.A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley, Reading, MA.
• Denison, D.R. & Mishra, A.K. (1995). Toward a theory of organisational culture and effectiveness. Organizational Science, 6(2), 204–223.
• Dixon-Fyle, S., Dolan, K., Hunt, V., & Prince, S. 2020. Diversity wins: How inclusion matters. New York, NY: McKinsey & Company.
• Domańska-Szaruga B. (2019). Kultura zarzadzania ryzykiem w urzędach jednostek samorządu terytorialnego w Polsce. Siedlce: Wydawnictwo Uniwersytetu Przyrodniczo-Humanistycznego w Siedlcach.
• Earley, P.C. & Mosakowski, E.M. (2000). Creating hybrid team cultures: An empirical test of international team functioning. Academy of Management Journal, 43, 26–49.
• Halverson, C.B. & Tirmizi, S.A. (eds). (2008). Effective multicultural teams: theory and practice. Springer Science & Business Media.
• Hartnell, C., Ou, A., & Kinicki, A. (2011). Organisational culture and organizational effectiveness: A meta-analytic investigation of the com-peting values framework’s theoretical suppositions. Journal of Applied Psychology, 96, 677–694.
• Hofstede, G. (2000). Kultury i organizacje. Zaprogramowanie umysłu. Warszawa: PWE.
• Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage, Beverly Hills, CA.
• Hofstede, G., Hofstede, G.J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind: Intercultural Cooperation and Its Importance for Survival (3rd ed.). New York: McGraw-Hill.
• Gibson, C.B., Dunlop, P.D., & Cordery, J.L. (2019). Managing formalization to increase global team effectiveness and meaningfulness of work in multinational organizations. Journal of International Business Studies, 50(6), 1021–1052.
• Giorgi, S., Lockwood, C., & Glynn, M.A. (2015). The many faces of culture: making sense of 30 years of research on culture in organization studies. Academy of Management Annals, 9, 1–54. DOI: 10.5465/19416520.2015.1007645.
• Glinkowska, B. (2016). Managing Teams in the Multicultural Organizations. Journal of Intercultural Management, 8(2), 55-69. DOI: 10.1515/joim-2016-0009.
• Gómez, S.M. & Barboza, G.A. (2015). Interrelationship of culture, labor flexibility, strategic alignment, innovation and firm performance. Contaduría y administración, 60, 735–756. DOI: 10.1016/j.cya.2014.08.001.
• Gorzelany, J. (2020). Integration of structure, culture and strategy in designing a management system. Scientific Papers of the Silesian University of Technology. Organisation and Management Series, 144, 115–124. DOI: 10.29119/1641-3466.2020.144.9.
• Jabłonowska, L. & Myśliwiec, G. (2006). Współczesna etykieta pracy. Warszawa: Szkoła Główna Handlowa.
• Karakasnaki, M., Psomas, E., & Bouranta, N. (2019). The interrelation-ships among organizational culture and service quality under different levels of competitive intensity: an application in the shipping industry. International Journal of Quality and Service Sciences, 11, 217–234. DOI: 10.1108/ijqss-10-2017-0096.
• Kiełbasa, B. (2021). The role of organizational culture in the performance of chosen companies. Scientific Quarterly Organization and Management, 1(53), 17–27. DOI: 10.29119/1899-6116.2021.53.2.
• Knap-Stefaniuk, A. (2021). Opinions of European Managers on Challenges in Contemporary Cross-Cultural Management. In: K.S. Soliman (ed.), Innovation Management and Sustainable Economic Development in the Era of Global Pandemic. Seville: International Business Information Management Association, 512–521.
• Knap-Stefaniuk, A. & Sorribes, J. (2022). Intercultural Management as an Important Aspect of Modern Managers’ Work: Educational Challenges. Studia Paedagogica Ignatiana, 25(1), 155–173.
• Krukowski, K. (2016). Kulturowe uwarunkowania dojrzałości procesowej urzędów miast. Toruń: Wydawnictwo Naukowe Uniwersytetu Mikołaja Kopernika.
• Kumar, A. (2016). Redefined and Importance of Organizational Culture. Global Journal of Management and Business Research: A Administration and Management, 16(4), 1–5.
• Lisak, A., Erez, M., Sui, Y., & Lee, C. 2016. The positive role of global leaders in enhancing multicultural team innovation. Journal of International Business Studies, 47(6), 655–673.
• Matveev, A. & Milter, R. (2004). The value of intercultural competence for performance of multicultural teams. Team Performance Management, 10(5/6), 104–111.
• Marek A. (2014). Model wartości konkurujących w badaniu kultury organizacji samorządowych. Roczniki Ekonomii i Zarządzania, Vol. 6 (42), No. 2, 291–292.
• McFarlin, D. and Sweeney, P., (2011). International management – strategic opportunities and cultural challenges. Taylor&Francis, Routledge.
• Molinsky, A., (2007). Cross-cultural code-switching: the psychological challenges of adapting behavior in foreign cultural interactions. Academy of Management Review, 32(2), 622–640.
• Morente, F., Ferràs, X., & Žižlavský, O. (2018). Innovation Cultural Models: Review and Proposal for Next Steps. Universidad & Empresa, 20(34), 62. DOI: http://dx.doi.org/10.12804/revistas.urosario.edu.co/empresa/a.5433.
• Mullins, L. (2006). Management and Organizational Behavior. London: Prentice Hall.
• Schein, E.H. (1992). Organisational culture and Leadership. San Francisco: Jossey-Bass.
• Schein, E.H. (2004). Organisational culture and Leadership. San Francisco: Jossey-Bass Publishers.
• Schneider, S.C. & Barsoux, J.L. (2003). Managing across cultures. Pearson Education.
• Schuldt, K.S. & Gomes, G. (2020). Influence of organizational culture on the environments of innovation and organizational performance. Gestão & Produção, 27(3), e4571. DOI: 10.1590/0104-530X4571-20.
• Siemiński, M. (2008). Kształtowanie kultury organizacyjnej przedsiębiorstw przemysłowych. Toruń: Wydawnictwo „Dom Organizatora”.
• Sikorski, C. (2012). Kultura organizacyjna. Warszawa: C.H. Beck.
• Stahl, G.K., Maznevski, M., Voigt, A., & Jonsen, K. (2010). Unravelling the effects of cultural diversity in teams: a meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41, 690–709.
• Stachowicz-Stanusch, A. (2001). Kultura marketingowa przedsiębiorstw. Warszawa: PWN.
• Sørensen, J.B. (2002). The Strength of Corporate Culture and the Reliability of Firm Performance. Administrative Science Quarterly, 47(1), 70–91.
• Sułkowski, Ł. (2012). Kulturowe procesy zarządzania. Warszawa: Difin.
• Trefry, M.G. (2006). A Double-Edged Sword: Organisational culture in Multicultural Organizations. International Journal of Management, Vol. 23(3), Part 2, 563–575.
• Thomas, D.A. & Ely, R.J. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business Review, 74, 79–90.

Identifiers

DOI

10.35765/pk.2023.4203.17

Biblioteka Nauki

37266380