What is Organisational Culture and how does it lead to strong org performance? When does culture lead to strong performance? Why does organisational culture sometimes not lead to strong performance? Is organisational culture really an important source of competitive advantage?
Starting reference List (Both are compulsory)
￼Ilieş L& Gavrea C (2008) The link between organizational culture and corporate performance– An overview. Annals of Faculty of Economics 4(1): pp322-329.
Barney JB (1986) Organizational culture: can it be a source of sustained competitive advantage? The Academy of Management Review 11(3): pp656-665
Organizational Culture (Principles of Management) Student’s Name Institutional Affiliation Introduction Organizational culture can be defined as a system of shared beliefs, values and assumptions that dictate the behaviour of people in an organization. How employees and other people act, dress, think and communicate can be attributed to a culture within an organization. Every company or organization contains within its rules and operational regulations a set of guidelines and boundaries that lead to the gradual formation of a culture unique to the company. Aspects of value and uniqueness in any organization vary depending on the culture exhibited by the members of the organization (IlieÅŸ & Gavrea, 2008). The performance of an organization relies heavily on the nature of the organization’s culture and its efficiency towards organizational operations. The strong performance of an organization depends on how an organization values the characteristics of its cultures. Based on the structure of most organizations, the ability to improve performance through organizational culture relies on these characteristics. First, innovation is very important when it comes to cultures that boost performance. Organizations that value innovation through their cultures motivate their employees to take on risks as a means of innovation. Taking risks allows employee