Organisational culture concept, context, and measurement 2
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| 008 | 130712s2014 xx ad|| |||| 00||| eng d | ||
| 020 | |a 9789814449526 |9 978-981-444-952-6 | ||
| 035 | |a (OCoLC)864552904 | ||
| 035 | |a (DE-599)BVBBV041141995 | ||
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| 100 | 1 | |a Kummerow, Elizabeth |e Verfasser |0 (DE-588)1043118802 |4 aut | |
| 245 | 1 | 0 | |a Organisational culture |b concept, context, and measurement |n 2 |c Elizabeth Kummerow ; Neil Kirby |
| 264 | 1 | |a New Jersey [u.a.] |b World Scientific |c (2014) | |
| 300 | |a XXVII, 411 -917, 12 S. |b Ill., graph. Darst. | ||
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| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-026117611 | |
Datensatz im Suchindex
| _version_ | 1819789914410057728 |
|---|---|
| adam_text | Contents — Volume
II
Contents — Volume l xi
Preface
xiii
About the Authors
xxvii
PART FOUR: EXPLORING METHOD
409
Chapter
8
An Exploratory Study of Organisational Culture (Study
1) 411
8.1
Research Rationale and Introduction to Study
1 412
8.2
The Research Setting: Background Information and Access
414
8.3
Method
416
8.4
Data Analysis and Results
419
8.4.1
Themes pertaining to the nature of human nature
421
8.4.1.1
Promotional practices
421
8.4.1.2
Reward and recognition
424
8.4.1.3
Performance appraisal
431
8.4.1.4
Superior/Subordinate perceptions
435
8.4.2
Themes pertaining to the nature of human relationships
440
8.4.3
Themes pertaining to humanity s relationship to nature
445
8.5
Methodological Implications of the Findings of Study
1 449
8.6
Conclusions
450
Chapter
9
Piloting a Prototype Method (Study
2) 453
9.1
Introduction to Study
2 453
9.2
Research Method
454
9.2.1
The interview protocol
455
9.2.2
Participants in Study
2 460
9.2.3
Procedure
462
9.3
Approach to Data Analysis
464
9.4
Results and Discussion
464
9.4.1
Open-ended question
465
9.4.2
Theory X
—
Theory
Y
rating
466
9.4.3
Evaluation questions
472
vi
Organisational
Culture:
Concept, Context, and Measurement
9.4.4
Personal experience questions
480
9.4.5
Context questions
515
9.5
Overall Evaluation of the Study
2
Method
535
9.6
Conclusions
541
Appendix A
542
Study
2
Interview Protocol
542
Part A: The Role of Workers
542
Part B: The Role of Supervisors
544
PART FIVE: ANALYSING CONTEXT
547
Chapter
10
Towards a Refinement of the Method (Study
3,
Part
1) 549
10.1
Introduction to Study
3 549
10.2
Key Design Features of the Revised Method
551
10.2.1
Issue-focussed interview
551
10.2.2
Semi-structured interview
552
10.2.3
The operationalisation of context
555
10.2.3.1
Context in the revised method
556
10.2.3.2
Context in existing conceptualisations
of organisational culture
557
10.2.3.3
Context in existing approaches to the measurement
of organisational culture
560
10.2.3.4
A concluding comment on context
563
10.2.4
The use of causal attributions
563
10.3
Research Method
563
10.3.1
The interview protocol
564
10.3.2
Participants in the study
566
10.3.3
Procedure
571
10.4
Approach to Data Analysis
571
10.5
Format for Reporting Results
572
10.6
Conclusions
573
Appendix
В
574
Study
3
Interview Protocol: The Role of Workers
574
Part A: Duties/Activities
574
Part B: Characteristics of Good Workers
584
Chapter
11
The Use of Semi-Structured Interviewing (Study
3,
Part
2) 593
11.1
Combining Open-Ended Questions with Closed Questions or Prompts
593
11.1.1
Findings for the present context
594
11.1.1.1
Open question data
594
11.1.1.2
Prompt data
596
Contents — Volume
II
vii
11.1,2
Interpreting the discrepancy between open question
and prompt data
597
11.
L2.
1
Findings for information meetings
600
11.1.2.2
Findings for attend training
602
11.2
The Use of Qualitative Data to Give Meaning to Quantitative Data
606
11.2.1
Findings for information meetings
608
11.2.1.1
What are information meetings?
609
11.2.1.2
Thematic content analysis: Themes common
to both divisions
613
11.2.1.3
Thematic content analysis: Themes unique
to each division
617
11.2.1.4
Attributions data
621
11.2.1.5
Concluding comments about the analysis of
qualitative data on information meetings
626
11.2.2
Findings for attend training
628
11.2.2.1
What is training?
628
11.2.2.2
Initial comments about worker involvement in training
629
11.2.2.3
Thematic content analysis: Themes common
to both divisions
631
11.2.2.4
Thematic content analysis: Themes unique
to each division
636
11.2.2.5
Attributions data
643
11.2.2.6
Concluding comments about the analysis
of qualitative data on attend training
647
11.2.3
Methodological issues arising from the analysis
of qualitative data
650
11.3
Conclusions
655
Chapter
12
The Operationalisation of Context (Study
3,
Part
3) 657
12.1
Organisational Culture as Context-Specific
658
12.2
Spontaneous References to Contextual Domains
in Responses to Questions About the Present
658
12.2.1
References to the past in responses to questions about
the present
659
12.2.2
References to the future, other, and ideal in responses
to questions about the present
661
12.2.3
Methodological implications
663
12.3
An Introduction to Contextual Data Elicited Through
664
Specific Questioning
12.3.1
Guide to reading Tables
12.3
and
12.4 664
12.3.2
General observations about the nature of the responses
to questions about context
670
viii
Organisational Culture: Concept, Context, and Measurement
12.4
The Past Context
672
12.4.1
Findings for the open questions
672
12.4.2
Prompt questions: Some initial findings
675
12.4.3
The past context: Summary of key findings
677
12.4.4
An historical overview of the role of workers in each division
688
12.5
The Future Context
696
12.5.1
Findings for the open questions
697
12.5.2
The difference between open questions and prompted
responses
700
12.5.3
Prompt questions: Some initial findings
702
12.5.4
The future context: Summary of key findings
705
12.5.5
Methodological issues arising from the findings
for the future context
711
12.6
The Other Context
714
12.6.1
Results of the analysis of other context data
716
12.6.2
The other context: Summary of key findings in terms
of key divisional differences
722
12.6.3
The other context: Methodological issues
725
12.7
The Ideal Context
727
12.7.1
Findings for the open questions
728
12.7.2
Differences between the open and prompt questions
741
12.7.3
The prompt questions: Some initial findings
744
12.7.4
The ideal context: Summary of main findings
746
12.7.5
Information about the ideal context: What does it add?
753
12.7.6
Methodological issues arising from the findings
for the ideal context
755
12.8
Conclusions
758
PART SIX: EVALUATION AND FURTHER RESEARCH
761
Chapter
13
A Contextual Analysis of Organisational Culture: Evaluation
and Recommendations for Future Research
763
13.1
Evaluation of the Method: Key Features
764
13.1.1
Issue-focussed interview
764
13.1.1.1
Arguments in favour of an issue-f ocussed interview
764
13.1.1.2
The
role of workers
:
An evaluation
of the issue chosen
768
13.1.1.3
The role of workers
:
An evaluation
of the questions asked
770
13.1.2
Semi-structured interview
771
13.1.2.1
Open-ended and closed questions: Benefits
of their combined use
771
Contents — Volume
II
ix
13.1.2.2
Open-ended and closed questions: Do prompts
introduce a social desirability bias?
774
13.1.2.3
Open-ended and closed questions: Additional
issues related to the use of prompts
776
13.1.2.4
Open-ended and closed questions: The use
of additional follow-up questions
777
13.1.2.5
Elaborations and qualifications: Maximising
the success of qualitative interviewing
778
13.1.2.6
Elaborations and qualifications: Key benefits
779
13.1.2.7
Elaborations and qualifications: The importance
of a systematic approach to qualitative data analysis
783
13.1.3
The operationalisation of context
785
13.1.3.1
The past context: Advantages
786
13.1.3.2
The past context: Specific versus general information
about the past
789
13.1.3.3
The future context: Advantages
791
13.1.3.4
The future context: Organisational culture as an
influence on, and influenced by, future expectations
795
13.1.3.5
The other context: Advantages
797
13.1.3.6
The ideal context: Advantages
801
13.1.3.7
Integrating cultural contexts
806
13.1.4
Respondents attributions and organisational
(group) culture
809
13.2
Evaluation of the Method: Comparison with Extant
Approaches and Practical Considerations
810
13.2.1
Comparison with extant approaches
810
13.2.1.1
Advantages when compared with quantitative
methods
811
13.2.1.2
Advantages when compared with qualitative methods
816
13.2.2
The proposed method: A tool for use in culture change?
821
13.2.3
Practical considerations in using the proposed method
825
13.2.3.1
Sampling and sample size
825
13.2.3.2
Researcher involvement in the research setting
829
13.2.3.3
Personality and skill requirements of the researcher
830
13.3
Suggestions for Future Research
832
13.3.1
Research using the existing data set
832
13.3.2
Research involving additional data collection
with our proposed method
835
13.3.3
Research involving data collection with other measures,
alone or in combination with our proposed method
839
13.4
Conclusions
841
χ
Organisational Culture: Concept, Context, and Measurement
Chapter
14
Developing Attributions Analysis for Assessing
Organisational Culture
843
14.1
Overview of Approaches to the Assessment of Organisational Culture
844
14.2
The Case for an Attributions Analysis Approach
845
14.3
Introduction to the Present Analysis
850
14.3.1
Research participants
851
14.3.2
Data for the analysis
852
14.4
The Coding Framework
853
14.5
Results
879
14.5.1
Codability of the data
879
14.5.2
Coding reliability
880
14.5.3
Findings for individual dimensions
881
14.5.4
The content, and commonality, of specific
causal factors
888
14.5.4.1
Differences in causes between the divisions
892
14.5.4.2
Similarities in causes between the divisions
893
14.5.4.3
Summary of findings concerning the content
of causal factors
894
14.5.5
Interrelations among dimensions
896
14.6
Summary and Methodological Implications
899
14.7
Conclusions
908
References
—
Volume II
911
Author Index
—
Volume II
1-1
Subject Index
—
Volume II
1-3
Contents — Volume
I
PART ONE: THE CONCEPT
Chapter I Organisational Culture: Development and Early Application
Chapter
2
Conceptualising Organisational Culture
Chapter
3
Describing Organisational Culture: Structure, Strength,
and Differentiation
PART TWO: RELATED CONCEPTS
Chapter
4
Organisational Climate and National Culture
Chapter
5
Social Representations
PART THREE: MEASUREMENT AND CONTEXT
Chapter
6
Deciphering Organisational Culture
Chapter
7
Introduction to a Contextual Framework
References
—
Volume I
Author Index
—
Volume
J
Subject Index
—
Volume
í
Xl
|
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| id | DE-604.BV041141995 |
| illustrated | Illustrated |
| indexdate | 2024-12-24T03:26:09Z |
| institution | BVB |
| isbn | 9789814449526 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-026117611 |
| oclc_num | 864552904 |
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| owner_facet | DE-703 DE-355 DE-BY-UBR DE-521 DE-1050 |
| physical | XXVII, 411 -917, 12 S. Ill., graph. Darst. |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | World Scientific |
| record_format | marc |
| spellingShingle | Kummerow, Elizabeth Kirby, Neil Organisational culture concept, context, and measurement Organisationskultur (DE-588)4115463-0 gnd |
| subject_GND | (DE-588)4115463-0 |
| title | Organisational culture concept, context, and measurement |
| title_auth | Organisational culture concept, context, and measurement |
| title_exact_search | Organisational culture concept, context, and measurement |
| title_full | Organisational culture concept, context, and measurement 2 Elizabeth Kummerow ; Neil Kirby |
| title_fullStr | Organisational culture concept, context, and measurement 2 Elizabeth Kummerow ; Neil Kirby |
| title_full_unstemmed | Organisational culture concept, context, and measurement 2 Elizabeth Kummerow ; Neil Kirby |
| title_short | Organisational culture |
| title_sort | organisational culture concept context and measurement |
| title_sub | concept, context, and measurement |
| topic | Organisationskultur (DE-588)4115463-0 gnd |
| topic_facet | Organisationskultur |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026117611&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV041141991 |
| work_keys_str_mv | AT kummerowelizabeth organisationalcultureconceptcontextandmeasurement2 AT kirbyneil organisationalcultureconceptcontextandmeasurement2 |