Purpose: The purpose of the study is to study how communication problems can occur and which can arise between levels at a company, in connection with a planned organizational change. The author´s of the essay wants to contribute is to expand the academic research in internal communication by studying the company "Company A". Method: The essay consists partly of own primary data and partly of secondary data. By studying reading books about organizational theory and several searches in the SUMMON @ BTH database, a reference frame consisting of secondary data was created. While the primary data was collected through interviews. The results we have compiled in the theory section was compared with empirical data and analyzed to answer our question. Conclusion: Through a planned change, we have concluded that internal communication is one of the most important parts of an organization and especially in organizational change. The Group used in the study utilized and relied heavily on an external consultant in the planned change that arose during a buy-in. This, along with no clear plan as well as physical distance, meant that the Group did not build up a functioning communication with the new facility, thus creating no reliable relationship with the employees. The intranet that the group subsequently used as communication mode was not successful as our study demonstrated.

The previous research has illustrated that knowledge management (KM) is an important source of a competitive advantage, and there is a relationship between organizational culture and knowledge management. This dissertation extends the concept from knowledge management to knowledge business (k-business), and explores the relationship between organizational culture and KM strategies. This research intends to determine: Can k-business transform an organization? What are the antecedents that affect the choice of codification and personalization strategies? A survey containing four instruments was used: Cameron & Quinn's (1999) OCAI, Lawson's (2002) KMAI, Choi & Lee (2003)'s Knowledge Management Strategy Instrument, and Skyrme's (2001) K-Business Readiness Instrument. The survey link was forwarded to the companies who have been acknowledged for their knowledge management achievement by KMWorld; a total of 193 complete responses were analyzed. The results revealed that k-business can create a competitive advantage for organizations; different culture types can be the antecedent of different types of KM strategy. Clan culture is positively related to personalization strategy; significant association exists between hierarchy culture and codification strategy; and there is a significant correlation between adhocracy culture and personalization strategy. Market culture does not significantly affect knowledge management strategies.

There is a common thread of leadership research that theorizes the dynamic between a leader's behavior and their followers is essential in encouraging employees to exceed expectations, thereby increasing organizational performance (Bass, 1985; Bennis & Thomas, 2002; Kouzes & Posner, 1987). Research indicates transformational leadership correlates well with organizational culture, but the number of empirical studies is few. Kouzes and Posner (2002) maintain that organizations create culture; therefore a leader's behavior can and does affect organizational performance. Schein (2004) maintains it is leadership's duty to step outside the organizational culture to initiate changes (by their behavior) when warranted. The purpose of this study was to investigate the relationship between employee perceived leadership practices and organizational culture within the aerospace industry. The U.S. space shuttle operations prime contractor, United Space Alliance, was selected as the population for this research. This research addresses the current dilemma in NASA's manned spaceflight program and their contractors with regard to their future: Organizational and cultural change must occur or routine access to space for the United States will become obsolete (Bergin, 2007; Guthrie & Shayo, 2005; Mason, 2004). United Space Alliance provides a unique population within which to sample, as it is a joint venture LLC with employees of varying heritage companies and job occupations. Use of Kouzes and Posner's Leadership Practices Inventory-Other (LPI-O) and the Denison Organizational Culture Survey (DOCS) have not been performed in such an environment. Web-based surveys collected data from the Manufacturing and Operations directorate (N = 1793). A total of 367 surveys were completed for an initial response rate of 20.47%. Both the LPI-O and DOCS raw mean scores were compared against published databases; only the Enabling Others to Act practice scored as a moderate impact. Customer focus scored the highest amongst cultural indices, with all three Mission indices ranking in the lowest percentiles. Regression analyses indicated neither leadership practices nor cultural traits explained any differences within respondents. Hierarchical regression revealed the five leadership practices accounted for 24% of the Total Culture variance. Pearson's Product-Moment correlation examined the strength of linear association between the variables. This study provided statistically significant (ñ < .05), weak to moderate positive correlation coefficients for all hypothesized relationships.

This dissertation sheds new light on the well-recognized globalization phenomenon by examining its socio-cultural component. The literature assumes that the “global village” will simply emerge once the legal and technical obstacles have been overcome. However, the merging of cultural and social practices is not an effortless process. I set out to uncover how complex such socio-cultural exchanges are with a 12-month ethnography project. I examine Multinational Enterprise (MNE) in the hospitality industry, which serve as a hub for border-crossing cultural exchanges. Specifically, I focus on Ghanaian-MNEs where international consumers expecting to receive international (Western culture) standards of customer service from the Ghanaian staff. My data show that the Ghanaian-MNE workplace is filled with cultural clashes that stem from MNEs tendency to use an integration model (maintain international standards) in regard to customer service experiences but use a differentiation model (adapt local cultural practices) in regard to human resource management (HRM). The clashes leave the staff dissatisfied with the workplace which negatively impacts their workplace performance. Given the labor, cultural, and emotional demands of the work, my study concludes that Ghanaian-MNEs should adapt strategic HRM tactics, as discussed in the international management literature, to gain a competitive advantage in their field. The findings from this study strongly establish the complexity of border-crossing cultural exchanges. Continuing to examine the dynamics of how individuals and organization come to adapt new cultural practices improves our understanding of the spread of globalization as well as a multitude of within organization processes.

Thesis advisor: Rebecca Schendel / Organizational culture was originally addressed in the management literature in the late 1970s (e.g. Pettigrew, 1979; Deal & Kennedy, 1982). Scholars have later on extended the discussion to include higher education institutions (e.g. Tierney, 2008). However, the majority of the literature on organizational culture in higher education is based on institutions that follow and are placed within the Western model. Despite the lack of direct evidence, it is fair to suspect that there is a relationship between the culture of an organization and its national/regional context. This study investigates the nature of that relationship and provide real world examples through an in-depth case study on the American University of Madaba (AUM). In evaluating AUM’s organizational culture, this study explores the institution’s organizational identity and its organizational design (the sum of the two, in this study, constitutes the culture of the organization). The data suggests that AUM’s organizational identity holographically (Albert & Whetten, 2004) brings together four different identity pieces: American, Catholic, Jordanian, and not-for-profit. The study concludes that the institution’s focus on its American identity and partial neglect in incorporating its other identity pieces into its organizational design with equal weight lead to a misalignment between its espoused, attributed, shared and aspirational organizational values (Broune & Jenkins, 2013), which ultimately leads to a misalignment between its organizational identity and its organizational design, resulting in what would be generally considered an unhealthy organizational culture (Gulua, 2018). In AUM’s case, this misalignment causes an amended combination of what the literature presents as an expectation gap and a dislocation gap in organizational values (Broune & Jenkins, 2013). However, context-relativity (a crucial concept in this study), with its historical, economic, political, socio-cultural and colonial components, is highly impactful in studying the relationship between AUM’s organizational culture and its national/regional context and impacts our understanding of the initial findings. This study reveals that there is a strong conception in the Middle East that American higher education = good quality (but good quality does not necessarily equal American). Therefore, in the light of context-relativity, AUM’s organizational gaps and the misalignment between its identity and design is not a matter of unauthenticity, but rather lack of options. Being an American institution in the Middle East comes with a market advantage; therefore, such an approach is a way for AUM to survive in a world where global power dynamics carry strong preconceptions about the quality of American higher education. By being American “enough” to maintain its market advantage and being Jordanian “enough” to keep the peace with their students and staff and the surrounding community, AUM, as a young higher education institution, is finding a way to survive and advance its quality in the process. / Thesis (MA) — Boston College, 2020. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

The master´s thesis deals with organizational culture and its effect on efficiency of Kovomont Lindovský s.r.o. The objective of this Master´s thesis was analysis of Organizational Culture in manufacturing company, detrmination of recent state and suggestion of arrangement which leads to improvement of deficiencies within company strategy and productivity. Survey about recent state of organizational culture in this company was based on written inquiry and interviews.

This paper proposes an optimization model aimed at increasing production capabilities at a small-sized textile business dedicated to manufacturing polo shirts, while reducing order fulfillment issues, including incomplete orders and late deliveries. Hence, an assessment identified downtimes from unnecessary transportation travel, time spent looking for materials, and excessive losses due to cutting fabric errors. In this light, the study focused on selecting adaptable tools, such as 5S, Plant Layout, and Method Study, which may help improve production capabilities and address these situations. However, to guarantee that the objectives set forth are being met, the organizational culture must also be identified and improved so that it may serve as the foundation for the optimization model. Then, the proposed model will be validated to determine whether the selected operating tools supported by the strengthening of organization culture contribute to increasing production.

Family businesses are a significant part of the global economy, contributing to employment and GDP growth. However, they face challenges in a dynamic and competitive landscape, requiring a shift in traditional approaches and a focus on innovation. The success of a company ́s strategy relies on its people and organizational culture, which impact employee engagement, productivity and innovation promotion. In family businesses, culture rooted in the founder’s values can shape their approach to innovation. Some family businesses embrace change and innovation, while others hesitate due to risks and conflicting objectives, risking their long-term survival. Research on family business culture and innovation is underdeveloped, lacking empirical studies integrating the two concepts. This thesis examines the intricate relationship between organizational culture and innovation in family businesses within Sweden and Italy. By conducting interviews with managers across diverse industries, we have uncovered significant findings regarding the influence of organizational culture on innovation outcomes. Key elements such as flexibility, long-term perspective, strategic vision and ethical commitment were identified as crucial in both countries. Family businesses prioritize enduring value, sustainability and adaptability while navigating the challenges of tradition and innovation. Some businesses adopt an exploitational approach, refining existing products, processes and business models, leveraging their heritage and internal capabilities. Conversely, others adopt an explorational approach, embracing uncertainty, remaining open to new possibilities and actively seeking innovative solutions through experimentation. Our research expands the understanding of family businesses’ culture and innovation through a theoretical model that considers different national contexts and the relationship between cultural characteristics and innovation. Furthermore, we offer practical implications for family business owners, managers, policymakers and advisors. These insights can help creating an environment conducive to innovation and long-term success in family businesses worldwide.

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AN ABSTRACT OF THE DISSERTATION DEBORAH A. DIFFENAUER, for the Doctor of Philosophy Degree in Education, presented at Southern Illinois University at Carbondale. TITLE: Job Satisfaction and the Perceived Organizational Culture of U. S. Military and Military Affiliated Personnel at a Midwestern University MAJOR PROFESSOR: C. Keith Waugh, Ph.D. This study examined the relationship between demographic characteristics, level of job satisfaction, and current/preferred organizational culture in a sample of 139 off-campus military degree program participants. Responses were received from undergraduate students in the fields of engineering, applied sciences and arts, and education. The Job Satisfaction Survey (Spector, 1985) was used to assess the participant's level of satisfaction in current occupations. The second instrument used to assess the participant's current and preferred organizational culture was a combined version of Harrison & Stokes (1992) Diagnosing Organizational Culture Instrument DOCI and the Organizational Culture Assessment Instrument OCAI developed by Cameron & Quinn (1999b). Descriptive characteristics, eta cross tabulations and Spearman's Rho bivariate correlations were executed on the data and statistically significant differences were found. The study provided evidence to validate the existence of correlations between levels job satisfaction and perceptions of organizational culture. Specifically, there exists a relationship between some of the participant's demographic characteristics (gender, status, and current occupation), with job satisfaction, and organizational culture within the military environment given the various subcultures and defined roles.