Caren Siehl, David E. Bowen and Christine M. Pearson
Rites of integration can establish the appropriate level ofpsychological involvement between service providers and customers duringthe service encounter. This facilitates…
Abstract
Rites of integration can establish the appropriate level of psychological involvement between service providers and customers during the service encounter. This facilitates customers sharing information necessary for service production and the favourable evaluation by customers of the cues they perceive during the service delivery process. The design of alternative rites that result in varying levels of involvement are described, as are the consequences associated with customers having their expectations of involvement confirmed or disconfirmed.
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Discusses the relationship between the distinguishingcharacteristics of service delivery and the key components of anorganizational culture. Argues that in order to provide high…
Abstract
Discusses the relationship between the distinguishing characteristics of service delivery and the key components of an organizational culture. Argues that in order to provide high quality service delivery it is advantageous to develop a shared set of cultural values focusing on service provider responsibility, quality and delivery to customers. Presents four principles for cultural leadership in service organizations. Concludes by suggesting several future leadership challenges for service firms.
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South African Breweries (SAB) Group, one of the world’s largest beer distributors, is at the forefront in addressing social inequities in its hiring, promoting and training…
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South African Breweries (SAB) Group, one of the world’s largest beer distributors, is at the forefront in addressing social inequities in its hiring, promoting and training practices, and combating discrimination. The 49,000‐employee, multidivisional company operates in 19 countries around the world. Group chief executive Graham MacKay directs operations from London, while the Johannesburg‐based Beer South Africa division is the country’s biggest brewer, with 98 percent market share.
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Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and…
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Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and puts the contributions of its researchers and scholars in the context of the many influences that shaped the study of organizational culture during this period. In addition to the historical account, there is speculation about why the culture movement at Stanford more or less ended but might yet be revived, either by those studying institutionalization processes or by those who resist them.
Cultural portraits usually begin with a description of the context, but as this material is covered elsewhere in this volume, this introduction will be mercifully brief. At any…
Abstract
Cultural portraits usually begin with a description of the context, but as this material is covered elsewhere in this volume, this introduction will be mercifully brief. At any time during the last four decades, there have been dozens, perhaps even hundreds, of Stanford University faculty and doctoral students interested in studying organizations. They have been scattered across the campus, often in small groups within larger schools and departments. They have been based in the Sociology Department and the Organizational Behavior and Strategy areas at the Graduate School of Business. There were always a handful at the Education and Engineering schools, as well as a scattering of individuals doing related work in Psychology, Political Science, and Anthropology. In spite of their numbers, before the Stanford Center for Organizational Research (SCOR) was founded in 1972, many of these faculty, postdoctoral fellows, and doctoral students felt rather isolated. They had little contact with colleagues across campus who shared their interest in organizations and little collective clout when resources were being distributed.