Search results - CEJSH

1

Kultura organizacyjna – ślepa uliczka teorii organizacji

100%

Krzyworzeka P.

Management and Business Administration. Central Europe

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2012

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vol. 20

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issue 1(114)

72-81

EN

A critical presentation of the concept of organizational culture. An interpretive and critical approach. Organizational culture as an analytical concept triggers serious methodological, ethical and pragmatic problems. Hence, the postulate of approaching the concept as a sensitizing notion rather than a rigidly defined analytical one was formulated. The paper introduces a set of new categories to the organizational theory debate, which have their origin in anthropological post-colonial criticism.

2

Kultura organizacyjna szkoły wyższej – pozadydaktyczne formy funkcjonowania uczelni

100%

Augustyniak E.

Pedagogika Szkoły Wyższej

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2012

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issue 1

129-136

EN

Life of a university is not only the teaching-learning process. Particularly for students it is much more complex. For growing they need different forms of activity. Organizational culture at every university should help them in this matter. AGH University of Science and Technology puts stress on a variety of student scientifi c circles which help them to expand they knowledge, develop passions and discover the new. Life of a university is not only the teaching-learning process. Particularly for students it is much more complex. For growing they need different forms of activity. Organizational culture at every university should help them in this matter. AGH University of Science and Technology puts stress on a variety of student scientifi c circles which help them to expand they knowledge, develop passions and discover the new.

3

The organizational culture in the fishing cooperative society of Sinaloa

100%

Payares Flores R. d. C., Alvarado Borrego A.

Journal of Intercultural Management

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2014

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vol. 6

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issue 4-1

159-167

EN

Organizational culture is a phenomenon that identifies members of the fishing cooperative “Peninsula Lucenilla” as part of the values, symbols, ideology, customs, language, among others. The importance of organizational culture identifies those who belong to a union, because they are hard-working, talkative, enthusiastic, responsible, and ethical people. Research aimed to analyze the organizational culture in the fishing cooperative of Sinaloa. The study was conducted with a qualitative approach; through a study case. Data collection was carried out from members of the cooperative, as well as a couple of interviews to the president. The main results of the study indicate that organizational culture in the fishing cooperative of Sinaloa is manifested in all of the activities that fishermen performed when the ban is lifted, how shrimp and other fishes are delivered. Based on that, we conclude that organizational culture identifies those who belong to an organization that represents the lifestyle of fishermen, for example; as in the case of a fishing cooperative.

4

Pomiar kultury organizacyjnej w organizacjach ochrony zdrowia

100%

Szeptuch A.

e-mentor

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2016

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issue 3 (65)

60-67

EN

Healthcare organizations play an important role in every society. Those organizations are run connecting two conflicted fields: economics and ethics, facing a problem of what is more important: economic accounts or human's life. This perspective makes organizational culture in healthcare institutions seem much more important. Ethical codex, values system, norms of behavior and, of course, management methods - all those factors shape doctor-patient relationships and, as a result, influence human health and life. Thus, creating the organizational culture maximizing the medical staff effectiveness of lifesaving, is of interest to every society. In this paper, the author tried to answer two essential questions - what kind of organizational culture would be the most adequate for healthcare organizations and how to diagnose the organizational culture - measure something immeasurable.

5

Cechy kultury organizacyjnej warunkujące podejmowanie działań pozabiznesowych

100%

Olszewska M.

Annales. Etyka w Życiu Gospodarczym

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2014

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vol. 17

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issue 3

75-90

EN

Adam Noga, in his review of the theory of entrepreneurship, distinguishes 24 different types of goals which make entrepreneurs establish, run and develop their enterprises. He emphasizes that the maximization of profits, sales volume, satisfactory profits, flow and value were the goals enterprises strived for until the 1970’s. However, entrepreneurship, according to Noga, consists of discovering new targets and objectives which accompany the process of enterprise creation and development, including the growth in the usefulness of human, intellectual and social assets. In order to meet such expectations, appropriate social and or-ganizational conditions need to be ensured. One of these essential conditions is a suitable organizational culture, to a large extent depending on the owners and top rank managers, which con-firms that, today, growth is determined by social capital, human capital, man-agement and organizational culture. This subject is important both from the scientific and practical point of view. It shows that when it comes to management, economy lacks knowledge concerning the cultural context, as well as knowledge related to the assessment of social welfare, in which too little attention is paid to the qualitative elements of social and economic development. The aim of this paper is to answer the ques-tion whether an organizational culture which facilitates undertaking non-business activities exists. In order to answer this question, the notions of non-business activities and organizational culture have been defined. Characteristic features of an organizational culture have been presented and the culture which theoretically facilitates undertaking non-business activities has been indicated. In the empirical part, the theoretical assumptions have been verified and an organizational culture which attempts to achieve not only business goals has been identified.

6

Wybrane aspekty wewnętrznego PR w firmach japońskich

80%

Karczewski L.

Prakseologia

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2008

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issue 148

107-113

EN

The aim of the article is to present some aspects of inner public relations in Japanese enterprises. The author focused his attention on two phenomenon of corporations in Japan – corporate shrines and corporate memorial places. In the following article is presented the role of described phenomenon which is essential in inner public relations in Japanese firms. This phenomenon integrate employees with organizations, let them find out in their work deeper sense and transcendental dimension.

7

Cultural Paradigms in Management Sciences

80%

Sułkowski Ł.

Management and Business Administration. Central Europe

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2013

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vol. 21

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issue 3(122)

50-57

EN

Purpose: The purpose of this paper is to present an idea for understanding cultural processes in the organizational�discourse from the perspective of four paradigms in management sciences based on the concept of G. Burrell and G. Morgan. Methodology: The author has elaborated a valuable list of structures of the scientifi c theory based on the respective paradigms and has compared cultural paradigms in management sciences. The methodology involves an analysis of classical and recent world literature. Nowadays there is no consensus on the defi nitions, types or research models of organizational culture. Originality: In the literature on the subject we can fi nd many, sometimes contradictory cultural research studies that require further analysis. Precisely because of the diversity and complexity of cultural issues in management sciences a multi-paradigmatic analysis is necessary. The paper presents a proposal for a pluralistic approach to the theory and methodology of cultural studies in management sciences

8

Organizational Culture and its Influence on the Effectiveness of the Company

80%

Myszak J.

Management Business Innovation

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2010

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vol. 6

25-29

EN

Not so long ago, the crucial factor on the road to success was believed to be found within the perfect understanding and application of organizational strategies. This turned out to be incomplete when the influence of the organizational culture came to daylight. Today this force constitutes the core of the present organization. It determines the unwritten rules and values, which allow stakeholders to better comprehend the way the company works, what it stands and aims for. Understanding and accepting the above enables creating a „member-company‟ relationship, bringing benefit in form of involved employees, and a company which provides confidence and security.

9

The Role of Organizational Culture in Knowledge Management in Small Companies

80%

Prystupa-Rządca K.

Journal of Entrepreneurship, Management and Innovation

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2017

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vol. 13

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issue 3

151-174

EN

Organizational culture is an important factor influencing knowledge management processes in small companies. Small entities usually have limited resources, both human and financial, to be able to develop advanced knowledge management systems. However, little research has been done so far to investigate the characteristics of organizational culture in small companies, in terms of knowledge management processes. Therefore, the aim of this research is the examination of organizational culture in small Polish companies with the application of a symbolic-interpretive perspective.

10

Etyczny wymiar przywództwa w biznesie: dwa bieguny

80%

Lewicka-Strzałecka A.

Prakseologia

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2011

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issue 151

65-84

EN

Being a special relation between a leader and a group of people leadership generates various challenges of the ethical nature. On the one hand, inability to meet them uncovers dark sides of leadership, on the other one, respect to the moral rules gives some positive patterns. Reconstruction of those opposite poles of leadership in business is an attempt to show its ethical dimension.

11

How Can the Organizational Commitment of Pakistan Railways’ Employees Be Improved? The Moderating Role of Psychological Capital

80%

Nawaz M., Bhatti G. A., Ahmad S., Ahmed Z.

Journal of Entrepreneurship, Management and Innovation

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2018

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vol. 14

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issue 1

123-142

EN

The purpose of this research is twofold: firstly it was planned to examine the relationship and impact of peer-relationship on organizational commitment by means of and without the moderating role of psychological capital. Secondly, the researchers aimed to examine the association of organizational culture and organizational commitment, similarly, by way of and without the moderating effect of psychological capital. This study is cross-sectional by nature in which data were collected from the operational staff of Pakistan railways. While investigating the moderating impact of psychological capital on the association of peer relationship and organizational commitment, it was found that psychological capital strengthens the relationship of peer relationship and organizational commitment; and also strengthens the relationship of organizational culture and organizational commitment as well.

12

Organizational culture and culture of an organization in management

80%

Noga B.

Central and Eastern European Journal of Management and Economics (CEEJME)

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2014

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vol. 2

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issue 4

255-262

EN

Most approaches towards management seem to aim at the most economical use of resources during the accomplishment of a pre-determined goal. Different types of capital (physical, intellectual, social) are elementary in achieving the goal. The role of the different types of capital has changed through time, with increasing emphasis on intellectual and social capital. In this context, this paper presents the main features of organizational culture and corporate culture and their impact on the organization's management

13

Wybrane aspekty kultury bezpieczeństwa w społeczeństwie informacji i wiedzy

80%

Batorowska H.

Studia Politologica Ucraino-Polona

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2016

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vol. 6

200-208

EN

The purpose of a country’s information security system is not only preventing risks but also addressing challenges by reducing risks, and using opportunities. This requires the observance of the safety culture from groups, as well as individual citizens. In the information and knowledge society, the information culture of its members should be considered the primary component of the safety culture. It is with good reason that preparatory tasks regarding the information safety system include activities of the so-called support elements: i.e. science, education and society. With proper organization, equipment and permanent training of their representatives, they contribute to raising the level of the safety culture of its representatives. The information culture in security and defense systems, thus, gains a whole new dimension. This, among other things, prevents the phenomenon of information exclusion, increases public involvement in the process of verifying information messages and support the implementation of the information policy of the state. It is recognized that the improvement of the safety culture with little regard for the information culture may result in the failure to produce the desired effects. Therefore, actions aimed at raising the level of information culture of citizens should be combined with efforts serving to improve their safety culture.

14

Kulturowe uwarunkowania dokonywania zmian organizacyjnych w urzędach gmin

80%

Snopko J.

Zarządzanie Publiczne

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2011

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issue 2(14)

27-39

XX

The article considers the impact of organizational culture to make changes in organizations in the context of the application of new concepts and models of organizational structures. On the basis of the article’s own organizational culture research community offices mentioned features an open organization, that such elements of organizational culture, which determine the possibility of implementing the organizational structure of the process. It seems that the stated range of „opening” of organizational culture in the offi ces of the municipalities may be a factor supporting the making organizational changes.

15

The Relationship between Organizational Culture and Innovative Work Behavior for Sports Services in Tourism Enterprises

80%

Eskiler E., Ekici S., Soyer F., Sari I.

Physical Culture and Sport. Studies and Research

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2016

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vol. 69

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issue 1

53-64

EN

The innovative behavior of individuals in the workplace is the foundation of any high-performance organization, and thus a study on the factors that motivate or enable individuals’ innovative behavior is critical (Scott, & Bruce, 1994). Therefore, the aim of this research was to find the relationship between organizational culture and innovative work behavior (IWB) in tourism enterprises that market sports services. Considering the fact that IWB is crucial for tourism enterprises, exploring the factors that influence IWB could be beneficial. Correlation analysis revealed that IWB was found to be significantly correlating with cooperativeness (r=0.442, p<0.05), innovativeness (r=0.510, p<0.05), consistency (r=0.522, p<0.05), and effectiveness (r=0.554, p<0.05). Additionally, stepwise regression analysis, which was conducted to discover whether organizational culture predicts IWB, showed a significant model: F(2-131)=33.775, p<0.05. The model explained 33% of the variance in IWB (Adjusted R2=0.33). In general, our findings suggest that there is a relationship between organizational culture and IWB and that organizational culture significantly predicts IWB. As IWB is crucial for the enhanced performance and success of any organization, organizational culture should be organized in order to encourage employees in terms of IWB.

16

Organizational Culture Based on Competences in Public Service – Example of the Competency Model in the Customs Service

80%

Jabłońska-Wołoszyn M.

Journal of Intercultural Management

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2015

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vol. 7

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issue 2

113-123

EN

Using competencies to manage business organizations and to base a competency model on attributes of a preferable organizational culture is a common practice in business. Competency criteria allow improvement of workers’ performance by informing them what behaviors further achieving the required organizational goals. Public organizations, faced with challenges of being a part of the European Union, have been learning how to use competencies to pursue new goals and create new organizational cultures of the offices. The goal of this article is to present practices of the competencies evaluation usage in the Customs Service to shape behaviors accordingly to its preferable organizational culture.

17

Knowledge Management and Organizational Culture: An Exploratory Study

80%

Li B., Zhang J., Zhang X.

Creative and Knowledge Society

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2013

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vol. 3

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issue 1

65-77

EN

Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

18

Perception of organizational culture, commitment and loyalty of corporation employees

80%

Barabasz A., Kuźmierz M.

Journal of Intercultural Management

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2015

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vol. 6

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issue 3

17-35

EN

The article is of empirical nature. It presents the results of research dedicated to identification of the organizational culture and the commitment of the employees of an international corporation operating on the financial services market. The OCAI questionnaire, used to identify the dominant type of organizational culture, and a questionnaire concerning the commitment and loyalty of employees in three selected branches of the company, located in Poland, England and India, were used in the research. The main aim of the research was to identify the types of the organizational culture and to define the level of commitment of employees and loyalty, taking into account factors like branch location and nationality of the surveyed people. The assumption that organizational culture is positively correlated with the level of commitment and loyalty has been only partially confirmed and requires further verification. However, the differences between the results from the three branches (Poland, India, England) encourage continuation of that type of research.

19

Design and design thinking in building an innovative organizational culture

80%

Starostka J.

Journal of Intercultural Management

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2014

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vol. 6

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issue 4-1

69-79

EN

For many companies innovations are crucial for achieving a competitive advantage. Many factors have been revealed to be determinants of company innovativeness. One is organizational culture which can support or diminish innovative attempts of employees. In recent years there is a growing interest in design and design thinking as methods of implementing innovations. Interdisciplinary, multicultural teams, fast prototyping, co-creation with users are only examples of specific methods that are being promoted by designers and design thinkers, that can significantly affect organisational culture. The objective of this paper is to analyse the impact of design and design thinking on the organizational culture. In the first part literature findings are presented. The second part shows results of the exploratory research that has been conducted among designoriented companies from Sweden and Poland. This project was qualitative study aimed to compare managers’ attitudes towards design; to look into existing processes in companies connected with design and to explore the different roles that designers play in organizations.

20

The Impact of the Family-owned Businesses Specificity on the Dominance of the Cultural Features in their Organizational Structures – Theoretical Approach

80%

Bartosik-Purgat M., Hadryś-Nowak A.

Journal of Intercultural Management

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2014

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vol. 6

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issue 4-2

49-66

EN

The purpose of this article is to show how the specifics of family businesses (the „familiness”) affects the company’s organization culture. In other words, the article aim is to identify the specific impact of family businesses on certain cultural traits identified in international studies and in the literature as „culture’s dimensions „.Literature analysis and the results of previous research on family businesses let the authors to specify a list of characteristics that „possession”, in the most comprehensive way, describes the specifics of the family business. Based on the literature review authors decided to select some dimensions - cultural traits that are particularly distinctive and noticeable in family businesses, such as: universalism/particularism and status assigned/achieved according to Trompenaars and Hampden-Turner, power distance and femininity/masculinity according to Hofstede, pro-partnership/pro-transaction according to Gesteland. Combining the specificity of family and selected cultural dimensions authors found that in family businesses predominate particularistic behavior, hierarchies, there is also a high power distance but with the advantage of setting pro-partnership and female characteristics. In family businesses, there is also a predominance of assigned status. Conducted analysis leads authors to the conclusion that family businesses, regardless of their country and its cultural differences in which they operate, have common features, which are expressed in the intensity of specific cultural characteristics. The article is a theoretical analysis and will be the basis for forward empirical research 1 m.

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