The Role of Culture and Community
in Developing Effective Organization
DOI:
https://doi.org/10.21632/Keywords:
Community, corporate culture, culture, effective organizationAbstract
This paper analyzes the relations between culture and communities. The interesting cultural aspects of organizations are, as we have seen, not what is unique for a single organization, but deeper and broader patterns that to some extent are part of a more general business, industrial, or community culture. Understanding of cultural manifestations in organizations, even those that are dominant and broadly shared on the local level, is that it makes us realize the management’s influence is, after all, restricted. National culture, class culture, and the cultures of professional and occupational communities put strong imprints on organization. An important additional factor, not often addressed in either research or theorizing, that may help explain the variation in the communal nature of organizations over time and across locales are the social values and norms that get embedded in particular theories and perspectives about people and organizations, perspectives that do not simply take place but that are promulgated by interest groups with particular agendas and beliefs.
References
Adler, P. S., & Heckscher, C. (2006). Towards collaborative community. In C. Heckscher & P. S. Adler (Eds.), The Firm as a Community: Reconstructing Trust in the Knowledge Economy (pp. XX-XX). Oxford, UK: Oxford University Press.
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20-39.
Borgatti, S. P., & Foster, P. C. (2003). The network paradigm in organizational research: A review and typology. Journal of Management, 29(6), 991-1013.
Davis, T. (1985). Managing culture at the bottom. In R. H. Kilmann, M. Saxton, R. Serpa, et al. (Eds.), Gaining Control of Corporate Culture (pp. XX-XX). San Francisco: Jossey-Bass.
DeParle, J. (2005, May 29). Goals reached, donor on right closes up shop. New York Times, A1, 21.
DiMaggio, P., & Powell, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147-160.
Elashmawi, F., & Harris, P. R. (1998). Multicultural Management 2000.
Ferraro, F., Pfeffer, J., & Sutton, R. I. (2005). Economics language and assumptions: How theories can become self-fulfilling. Academy of Management Review, 30, 8-24.
Fromm, E., & Maccoby, M. (1970). Social Character in a Mexican Village. Englewood Cliffs, NJ: Prentice-Hall.
Gareis, K. C., & Barnett, R. C. (2002). Under what conditions do long work hours affect psychological distress: A study of full-time and reduced-hours female doctors. Work and Occupations, 29, 483-497.
Geisel, J. (2002, September 16). Retirees to face higher costs for employer health plans. Business Insurance, 36 (Issue 37), 3.
Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4, 75-91.
Gittell, J. H. (2003). The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance. New York: McGraw-Hill.
Helmers, S. (1991). Anthropological contributions to organizational culture. SCOS Notework, 10, 60-72.
Hofstede, G. (1985). The interaction between national and organizational value systems. Journal of Management Studies, 22, 347-357.
Katsioloudes, M. I. (2002). Global Strategic Planning – Cultural Perspectives for Profit and Non-Profit Organizations. Oxford: Butterworth-Heinemann.
Kuttner, R. (1996). Everything for Sale: The Virtues and Limits of Markets. Chicago: University of Chicago Press.
Martin, J., Sitkin, S., & Boehm, M. (1985). Founders and the elusiveness of a cultural legacy. In P. J. Frost et al. (Eds.), Organizational Culture (pp. XX-XX). Beverly Hills: Sage.
Meyer, J., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340-363.
Miller, D. T. (1999). The norm of self-interest. American Psychologist, 54, 1053-1060.
Oh, H., Chung, M., & Labianca, G. (2004). Group social capital and group effectiveness: The role of informal socializing ties. Academy of Management Journal, 47(6), 860-875.
Parise, S., Cross, R., & Davenport, T. H. (2006). Strategies for preventing a knowledge-loss crisis. MIT Sloan Management Review, 47(4), 31-38.
Perry-Smith, J. E., & Shalley, C. E. (2003). The social side of creativity: A static and dynamic social network perspective. Academy of Management Review, 28(1), 89-106.
Polanyi, M. (1983). The Tacit Dimension. New York: Doubleday.
Reagans, R., Zuckerman, E. W., & McEvily, B. (2004). How to make the team: Social networks vs. demography as criteria for designing effective teams. Administrative Science Quarterly, 49(1), 101-133.
Rhee, M. (2004). Network updating and exploratory learning environment. Journal of Management Studies, 41(6), 933-949.
Rollag, K., Parise, S., & Cross, R. (2005). Getting new hires up to speed quickly. MIT Sloan Management Review, 46(2), 35-41.
Rosen, M. (1985). Breakfast at Spiro’s: Dramaturgy and dominance. Journal of Management, 11(2), 31-48.
Salopek, J. J. (2005). The new brain drain. TD, 59(6), 23-25.
Schein, E. (1983). The role of the founder in the creation of organizational culture. Organizational Dynamics, 12(1), 13-28.
Schein, E. (1992). Organizational Culture and Leadership. San Francisco, CA: Jossey-Bass.
Scott, J. (2000). Social Network Analysis: A Handbook. London: Sage.
Scott, R. (1995). Institutions and Organizations. Thousand Oaks: Sage.
Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY: Doubleday.
Storberg, J. (2002). The evolution of capital theory: A review of a theory of social capital and implications for HRD. Human Resource Development Review, 1(4), 468-499.
Turner, B. (1971). Exploring the Industrial Subculture. London: Macmillan.
Van Maanen, J., & Barley, S. R. (1984). Occupational communities: Culture and control in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior (Vol. 6, pp. XX-XX). Greenwich, CT: JAI Press.
Van Maanen, J., & Barley, S. R. (1985). Cultural organization: Fragments of a theory. In P. J. Frost et al. (Eds.), Organizational Culture (pp. XX-XX). Beverly Hills: Sage.
Vollhardt, C. (2005). Pfizer’s prescription for the risky business of executive transitions. Journal of Organizational Excellence, 25(1), 3-15.
Wedersphan, G. M. (2000). Intercultural Services – A Worldwide Buyers Guide. Oxford: Butterworth-Heinemann/Elsevier Science.
Wenger, E. (1998). Communities of Practice: Learning, Meaning, and Identity. Cambridge, UK: Cambridge University Press.
Wilkins, A. L., & Dyer, W. G. (1987). Toward a theory of cultural change: A dialectic and synthesis. Paper presented at the 3rd International Conference on Organizational Symbolism and Corporate Culture, Milan, June 1987. In M. Alvesson (Ed.), Understanding Organizational Culture (pp. 157-158). London: Sage.
Downloads
Submitted
Published
How to Cite
Issue
Section
License
Copyright (c) 2008 Achmad Setyo Hadi
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Journal Author(s) Rights
For IRJBS to publish and disseminate research articles, we need publishing rights (transferred from the author(s) to the publisher). This is determined by a publishing agreement between the Author(s) and IRJBS. This agreement deals with the transfer or license of the copyright of publishing to IRJBS, while Authors still retain significant rights to use and share their own published articles. IRJBS supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.
As a journal Author, you have rights to many uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. Authors publishing in IRJBS journals have comprehensive rights to use their works for teaching and scholarly purposes without needing to seek permission, including:
- use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;
- use for internal training by the author's company;
- distribution to colleagues for their research use;
- use in a subsequent compilation of the author's works;
- inclusion in a thesis or dissertation;
- reuse of portions or extracts from the article in other works (with full acknowledgment of the final article);
- preparation of derivative works (other than commercial purposes) (with full acknowledgment of the final article);
- voluntary posting on open websites operated by the author or the author’s institution for scholarly purposes,
(But it should follow the open access license of Creative Common CC-by-SA License).
Authors/Readers/Third Parties can copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material for any purpose, even commercially. Still, they must give appropriate credit (the name of the creator and attribution parties (authors' detail information), a copyright notice, an open access license notice, a disclaimer notice, and a link to the material), provide a link to the license, and indicate if changes were made (Publisher indicates the modification of the material (if any) and retain an indication of previous modifications.
Authors/Readers/Third Parties can read, print and download, redistribute or republish the article (e.g. display in a repository), translate the article, download for text and data mining purposes, reuse portions or extracts from the article in other works, sell or re-use for commercial purposes, remix, transform, or build upon the material, they must distribute their contributions under the same license as the original Creative Commons Attribution-ShareAlike (CC BY-SA).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
