Dan Denison

This chapter gives an overview of the organizational culture perspective and considers the range of contributions that it can make to the design of contemporary employee listening systems. The authors begin by tracing the origins of the culture literature and its evolution as a key element of the systems perspective in organizational studies. In ad...

The purpose of this study was to measure the culture gaps between hierarchical subgroups within unionized utilities companies. We conducted a mixed methods study. Using archival survey data, we compared hierarchically-defined subgroups’ perceptions of performance-linked culture traits within five unionized utilities companies. We later conducted in...

We draw on examples from research and practice to describe three ways in which coaching and culture are intertwined. To be effective, coaches must understand and adapt to the cultural context, while also increasing the cultural awareness of the individuals they coach. Coaching can also be used to facilitate the cultural transformation of an organiz...

Due diligence refers to a comprehensive process of investigating and evaluating business opportunities in mergers and acquisitions. While early-stage due diligence usually encompasses financial and strategic assessment, one of the most important things in due diligence is looking at organizational culture at an early stage. This chapter takes stock...

Prior research supports a link between organizational culture and performance but generally falls short of establishing causality or determining the direction of a culture–performance (C-P) relationship. Using data collected from 95 franchise automobile dealerships over 6 years, we studied longitudinal culture–performance relationships to determine...

We draw on examples from research and practice to describe three ways in which coaching and culture are intertwined. To be effective, coaches must understand and adapt to the cultural context, while also increasing the cultural awareness of the individuals they coach. Coaching can also be used to facilitate the cultural transformation of an organiz...

Interest in organizational culture burgeoned in the 1980s with claims heralding organizational culture as a driver of organizational effectiveness. In response to the exuberance, three different research streams emerged to investigate the importance of organizational culture: culture content, culture strength, and strategic fit. Each stream of rese...

On a global scale, leadership takes place within a complex environment that is molded both by national culture and organizational culture influences. This chapter explores leader-culture (L-C) fit in this global context. Drawing together distinct perspectives on national culture and organizational culture, we identify potential contingencies of L-C...

At a recent Academy Meeting, a panel was convened to discuss the meaning and sources of scholarly impact, taking a primarily individual perspective to explore ways in which each of us can increase the impact of our academic research. The discussion centered on how to publish and get cited in top academic journals – certainly a cornerstone objective...

This paper describes the conceptual underpinning and application of a novel framework for coaching organizational leaders. Rooted in person–environment fit theory, the leader–culture fit framework yields a set of inferences about leader–culture fit and leads to several unique perspectives on coaching. The intent of the framework is to organize and...

Multisource ratings and feedback are now central components of many leader development programs. Research evaluating the outcomes of multisource feedback (MSF) underscores the importance of facilitation strategies that help leaders to interpret and use their feedback throughout the development process. Scholars and practitioners have recommended ex...

Both organizational culture and a leader's behaviors have been identified as critical determinants of an organization's effectiveness. This chapter highlights the importance of examining psychological fit in terms of an organization's culture and leadership. To accomplish this, we must discuss the dynamic and reciprocal relationship between leaders...

Purpose – Team-based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has focused primarily on the internal team dynamics that facilitate innovation, paying comparatively little attention to team-stakeholder dynamics. The purpose of t...

This review traces the development of survey research methods within the organizational culture tradition and focuses specifically on those instruments that measure the aspects of culture that are related to organizational effectiveness. Our review suggests that the reliability and validity of most instruments in this category is quite limited. Thi...

How generalizable are 360-degree feedback instruments in different cultures? Research investigating the validity and utility of these instruments across the globe is scarce, yet, extraordinarily important. This chapter investigates the utility of a 360-degree feedback instrument across the globe, as well as how different raters from various culture...

Past research has shown a close connection between organizational culture and effectiveness, but nearly all of this research has examined the direct effects of culture on performance outcomes. In contrast, this article examines the idea that the effects of cultural consistency on organizational performance may differ depending on the levels of othe...

Past research has shown a close connection between organizational culture and effectiveness, but nearly all of this research has examined the direct effects of culture on performance outcomes. In contrast, this article examines the idea that the effects of cultural consistency on organizational performance may differ depending on the levels of othe...

Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped f...

Purpose The purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative. Design/methodology/approach This paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program wit...

This article presents a test of the relationship between organizational culture and customer satisfaction using business-unit data from two different companies. The first study examines 32 regional markets of a residential home-building company and the second study examines 148 automobile dealerships. The Denison Organizational Culture Survey (DOCS...

This paper presents a test of the relationship between organizational culture and customer satisfaction using business-unit data from two different companies. The first study examines 32 regional markets of a residential home-building company and the second study examines 148 automobile dealerships. The Denison Organizational Culture Survey (DOCS)...

The authors studied survey results collected between 1997 through 2004 of 102 publicly traded companies to determine the impact of "relational and cognitive dimensions of social capital on the financial performance of corporations." The information was taken from twenty-nine different industry sectors and was analyzed for four aspects of organizati...

This paper examines the link between organizational culture and effectiveness for foreign-owned firms operating in Russia. Beginning with a model of organizational culture developed in the United States, the paper presents a multimethod analysis of culture and effectiveness in a transition economy. The authors argue that effectiveness in Russia rel...

Through years of consulting experience and culture research, a fuller picture of family firms began to emerge. It became increasingly clear that family business sustainability and accomplishment were rooted in something deeper, something beyond superficial explanation. Belief in the innate value and uniqueness of family business culture drove colla...

This article presents two studies that examine the link between corporate culture and effectiveness in a variety of national settings. The first study compares results from 230 organizations from Europe, North America, and Asia and reveals a surprising level of similarity of results across these regions. The second study presents the results from t...

This paper examines the link between organizational culture and effectiveness for foreign-owned firms operating in Russia. Beginning with a model of organizational culture developed in the United States, the paper presents a multimethod analysis of culture and effectiveness in a transition economy. We argue that effectiveness in Russia relies more...

This paper examines the link between organizational culture and effectiveness for foreign-owned firms operating in Russia. Beginning with a model of organizational culture developed in the USA, the paper presents a multi-method analysis of culture and effectiveness in a transition economy. We argue that effectiveness in Russia relies more on adapta...

This chapter presents two studies that examine the link between corporate culture and effectiveness in a variety of national settings. The first study compares results from 230 organizations from Europe, North America and Asia and reveals a surprising level of similarity in results across these regions. The second study presents the results from ta...

Contents: A.P. Brief, J.P. Walsh, D. Denison, Managing Organizational Change in Transition Economies. Part I: Rethinking the Organizational Environment. L.A. Keister, Insider Lending and Economic Transition: The Structure, Function, and Performance Impact of Finance Companies in Chinese Business Groups. D. Guthrie, The Emergence of Market Practices...

The concept of paradox has received increasing attention in the study of leadership, but these new ideas have not yet had much influence on empirical leadership research. This paper examines the development of these ideas in the literature and attempts to clarify what influence they might have on empirical research. One general implication of the p...

This paper extends the literature on organizational culture and effectiveness by examining a set of foreign-owned firms operating in Russia. Beginning with an existing model of organizational culture and effectiveness, the paper presents two linked studies. The first study is a survey of 179 firms designed to test the applicability of the model in...

This paper extends the literature on organizational culture and effectiveness by examining a set of foreign-owned firms operating in Russia. Based on a large-scale empirical study of 179 firms and four in-depth case studies, this study examines the applicability of an American model of organizational culture and effectiveness in the Russian context...

Karen L. Newman and Stanley D. Nollen, in their book ‘Managing Radical Organizational Change,’ examine the transformation of six companies in the Czech Republic as they adapted to the economic transitions of the 1990s. The book presents detailed case analyses of each of the firms, and the authors interpret these cases in terms of a set of research...

This article develops a framework for studying cross-functional teams in organizations that focuses on three domains: organizational context, internal process, and outcome measures. The framework was developed from qualitative data from over 200 individual and group interviews, written descriptions, and team observations. We then operationally defi...

This paper explores the relationship between organizational context and the interpretation of strategic issues by examining the hypothesis that CEOs' interpretations of foreign investment in the USA are influenced by the organizational context in which they are embedded. Three aspects of organizational context - the global business experience of th...

Recently, organizational culture researchers have applied quantitative survey methods and identified comparative "dimensions" of culture in a way that appears to contradict some of the original foundations of culture research within organizational studies. This new quantitative culture research also bears a strong resemblance to earlier research on...

This paper explores the paradoxes and competing values inherent in leadership behavior. Scales for eight leadership roles are developed, providing empirical data about 176 executives. The article contributes to the theoretical understanding of the paradoxes of leadership and introduces the concept of behavioral complexity to understand leader behav...

This paper develops a model of organizational culture and effectiveness based on four traits of organizational cultures; involvement, consistency, adaptability, and mission. These traits are examined through two linked studies: In the first, qualitative case studies of five firms are used to identify the traits and the nature of their linkage to ef...

The recent use of quantitative survey methods and "dimensions" in culture studies contradicts some of the epistemological foundations of culture research and calls into question a similarity to earlier research on organizational climate. These two perspectives are compare in terms of their definition of the phenomenon, methods and epistemology, and...

Despite the frequently held assumption that organizational culture has an impact on organizationa l functioning, few authors have explicitly discussed the topic of organizationa l culture and organizational effectiveness. This paper presents a model of culture and effectiveness derived from the literature and provides preliminary empirical support...

This paper examines business location preferences according to two characteristics of the firm-age and size. CEOs of 636 firms in Michigan's "Automation Alley" provided data on their organization's location criteria, age and size. Firms defined by size exhibited the most striking differences on 10 indices of locational preference; firms defined by...

While the study of mature organizations and bureaucracies is well established, there has been comparatively little examination of the creation and development of new organizations. What work has been done is highly fragmented, primarily by discipline, and concentrates on different facets of a complex phenomenon. Following a literature review and cl...

Up to now managers could find little evidence to support the idea that the organization's culture has an impact on its bottom-line performance. To remedy this, Denison draws on survey and performance data from 34 large corporations to show that those that have participative cultures experience better performance than those that do not. This differe...

Interviews conducted in 14 units, around 44 Upgrade cases, provided data which were coded in two distinct ways: (1) at the level of the individual Upgrade case, and (2) at the level of the unit. Results show that there were five distinct types of Upgrade individuals (termed Rebels, Failures, Burnouts, Dropouts, and Sociopaths) and that the incidenc...

This paper compares employees perceptions of control in 20 manufacturing plants within one corporation. Four of the plants have incorporated self-managing groups as a part of their organizational design, while the other 16 plants have more traditional designs. Survey data from the 20 plants are compared and used to test a set of hypotheses derived...

An integrative approach to the study of organizational climate and organizational culture suggests that both are system-level domains with a focus on the importance of values, beliefs, norms and patterns of behavior to the form and functioning of work organizations. The differences between the two are primarily differences of epistemology and metho...

Bibliography: p. 316-326. Thesis (Ph. D.)--University of Michigan, 1982.

We would like to acknowledge the support of Stephanie Haaland and Heidi Armbruster.

Traducción de: Corporate Culture and Organizational Effectiveness

Typescript. Thesis (Ph. D.)--University of Michigan, 1982. Bibliography: leaves 316-326. Microfilm.

Traducción de: Corporate culture and organizational effectivenes Incluye bibliografía e índice