The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.
Abstract
Purpose
The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.
Design/methodology/approach
The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness.
Findings
Integrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration.
Practical implications
There is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented.
Originality/value
Through an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
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Arup Varma, Pawan Budhwar, Anastasia Katou and Jossy Matthew
The purpose of this paper is to examine the role played by host country nationals’ (HCNs) collectivism and the interpersonal affect they develop toward expatriate colleagues, in…
Abstract
Purpose
The purpose of this paper is to examine the role played by host country nationals’ (HCNs) collectivism and the interpersonal affect they develop toward expatriate colleagues, in determining the degree to which Chinese HCNs would be willing to offer role information and social support to expatriates from India and the USA.
Design/methodology/approach
The authors conducted a between-subjects simulation (n=402) with front-line, junior-level professionals in four global organizations operating in China, measuring their interpersonal affect toward a hypothetical expatriate colleague, and their willingness to offer role information and social support to the expatriate.
Findings
Results indicated the interpersonal affect felt by Chinese HCNs mediates the relationship between the collectivism levels of Chinese HCNs, and their willingness to offer role information and social support to expatriates.
Research limitations/implications
It should be acknowledged that the authors used hypothetical “paper-people” to test the hypotheses. Future studies should investigate the impact of collectivism and interpersonal affect on HCN willingness to offer role information and social support by examining HCNs’ attitudes toward real-life expatriate colleagues.
Originality/value
While empirical studies examining HCN willingness to offer role information and social support have begun to emerge in the expatriate literature, only a couple of studies have included interpersonal affect as a key determinant. Given that interpersonal affect is a key determinant of individuals’ reactions to others, but also a complex construct, the findings confirm the need for organizations to examine how this impacts performance and co-worker interactions in the workplace.
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The purpose of this paper is to explore the impact of organisational culture on productivity and quality in software organisations, with special reference to India.
Abstract
Purpose
The purpose of this paper is to explore the impact of organisational culture on productivity and quality in software organisations, with special reference to India.
Design/methodology/approach
The empirical study was done in two phases. The first phase adopts qualitative methodology and examines the significant aspects of organisational culture, productivity, and quality and the nature of the relationship organisational culture has with productivity and quality. The second phase makes a quantitative analysis of this relationship.
Findings
The study develops a range of insights into the way cultural processes tend to influence productivity and quality in people centric and knowledge intensive work contexts such as software.
Research limitations/implications
This study employed perceptual measures of productivity and quality in the quantitative analysis. Future studies can develop objective criteria, which would facilitate robust quantitative analysis. Future studies should also explore whether the findings of this study have generalisability beyond the Indian context.
Practical implications
The study provides insights into the management of productivity and quality in contexts where work is characterised by high levels of abstraction and invisibility.
Originality/value
There are very few empirical studies on this relationship in dynamic and sophisticated work contexts such as software and this further contributes to the debate concerning the impact of organisational culture on effectiveness.
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Raju M. Mathew and Santhamma Raju
Universities are social and economic instruments for investment in man and thereby for the development of human resources at the highest level. This is truer in the case of…
Abstract
Universities are social and economic instruments for investment in man and thereby for the development of human resources at the highest level. This is truer in the case of developing countries where science and technology have not yet extended their beneficial aspects to whole spheres of social life. While preserving culture and heritage, universities are the most powerful institutions for social change and innovation. At the same time, universities and colleges themselves are subject to changes and need to adapt to these.
A.V. SUBBARAO and DANIEL ZEGHAL
Human resources are considered the most important component of a corporation's competitive advantage in global markets. Society, workers and shareholders expect corporations to…
Abstract
Human resources are considered the most important component of a corporation's competitive advantage in global markets. Society, workers and shareholders expect corporations to manage and utilise human resources not only for the competitive advantage of a corporation but of a nation. Corporations are expected to disclose information relating to the management of human resources in their annual reports. This study analysed the annual reports of a sample of publicly traded corporations in six countries (USA, Canada, Germany, UK, Japan, and S. Korea) for the purpose of an international comparison of human resource information disclosure. Results of the analysis revealed that corporations in different countries differed in the disclosure of human resources information. In particular, those in Europe disclosed more human resources information than those in Asia and North America. The corporations in the financial services sector, which employed over two thirds of the workforce in the developed countries were also different from those in the manufacturing sector in disclosure of human resources information. The details of the differences between the two sectors, and among the six nations of the three continents, in terms of the incidence (frequency) and the word count (content) of information disclosed on different hitman resources issues in the annual reports are presented in the paper.
John Burgess and Sharlene Dyer
The purpose of this paper is to present a case for the importance of mentoring programs in addressing the disadvantage of minority groups in the workforce. Also, to report on a…
Abstract
Purpose
The purpose of this paper is to present a case for the importance of mentoring programs in addressing the disadvantage of minority groups in the workforce. Also, to report on a workplace mentoring program conducted for indigenous Australians at the University of Newcastle, Australia.
Design/methodology/approach
Interviews with program participants.
Findings
Indigenous Australians are marginalised in the Australian workforce. Governments have developed many special labour market programs for indigenous Australians, the majority of which are based on public sector employment. There is potential for more extensive private sector participation in developing workplace programs to support indigenous Australians. Workplace mentoring, especially through indigenous mentors, is important in assisting indigenous employees sustain employment and enhance workforce attachment. The case study demonstrated how culturally appropriate mentoring programs can be successful in attracting, training and placing indigenous Australians into employment.
Research limitations/implications
Confined to a single case study organisation, but the findings are in keeping with North American research on mentoring indigenous workers.
Practical implications
Mentoring has a strong role to play in assisting disadvantaged minorities improve labour market outcomes.
Originality/value
There has been no previous research in the Australian context on mentoring indigenous workers.