Management of organizational culture is a controversial topic. Pragmatists argue that it can be, should be and has been easily managed and they offer guidance how to do this, whilst purists find it ridiculous to talk about managing organizational culture: it cannot be managed, it evolves. Contributions to this fascinating book cover the following topics:
* the relationship between leadership and organizational culture
* the study of the role of organizational culture in four distinct cases
* a change project of managerial culture
* the FOCUS-instrument for measuring organizational culture
* the main influences of organizational culture on its individual members
* critical questions for future research.
The editors do not intend to give final answers to this ongoing discussion, but to contribute to the debate and aid understanding. The contributions guide practitioners and researchers through the complex issues to avoid possible pitfalls.
K. De Witte, J.J. van Muijen, Organizational Culture: An Introduction. P.L. Koopman, D.N. Den Hartog, E. Konrad, National Culture and Leadership Profiles in Europe: Some Results of the GLOBE Study. W. Ruigrok, L. Achtenhagen, Organizational Culture and the Transformation Towards New Forms of Organizing. J.M. Peiro, V. Gonzalez-Roma, J. Canero, Survey Feedback as a Tool for Changing Managerial Culture: Focusing on User's Interpretations: A Case Study. J. van Muijen, P. Koopman, K. De Witte, G. De Cock, Z. Susanj, et al., Organizational Culture: The Focus-Questionnaire. C. Vandenberghe, J.M. Peiro, Organizational and Individual Values: Their Main and Combined Effects on Work Attitudes and Perceptions. K. De Witte, J.J. van Muijen, Organizational Culture: Critical Questions for Researchers and Practitioners.