Skip to main content
Skip main navigation
No Access

Understanding organisational culture as a trait theory

Published Online:pp 199-220https://doi.org/10.1504/EJIM.2012.045797

A generic model of organisational culture is developed, which distinguishes between the internal environment (organisational culture, strategy, structure and operations) and external environment (legitimisation environment and task environment) of an organisation and suggests a set of five bipolar traits to characterise the normative personality characteristics of the organisation. The presented generic model of organisational culture integrates so far separate classes of organisation theory and has the potential to serve as a basis for the identification of types of corporate culture and their dysfunctions.

Keywords

organisational culture, generic theory, corporate normative personality, knowledge cybernetics, organisational behaviour, organisation theory platform

References

  • 1. Aldrich, H.E. , Pfeffer, J. (1976). ‘Environments of organisations’. Annual Review of Sociology. 2, 79-105 Google Scholar
  • 2. Allaire, Y. , Firsirotu, M.E. (1984). ‘Theories of organisational culture’. Organisation Studies. 5, 3, 193-226 Google Scholar
  • 3. Alvesson, M. (2002). Understanding Organisational Culture. London:SAGE Publications Google Scholar
  • 4. Amburgey, T.L. , Dacin, T. (1994). ‘As the left foot follows the right? The dynamics of strategic and structural change’. Academy of Management Journal. 37, 6, 1427-1452 Google Scholar
  • 5. Andrews, K. (1971). The Concept of Corporate Strategy. Homewood, IL:Dow Jones-Irwin Google Scholar
  • 6. Ansoff, H.I. (1965). Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion. New York, NY:McGraw-Hill Google Scholar
  • 7. Argyris, C. (1977). ‘Double loop learning in organisations’. Harvard Business Review. 55, 5, 115-125 Google Scholar
  • 8. Bandura, A. (1995). Self-Efficacy in Changing Societies. New York, NY:Cambridge University Press Google Scholar
  • 9. Bandura, A. , Pervin, L. John, O. (1999). ‘A social cognitive theory of personality’. Handbook of Personality. 2nd ed., New York, NY:Guilford Publications , 154-196 Google Scholar
  • 10. Barley, S.R. (2007). ‘Corporations, democracy, and the public good’. Journal of Management Inquiry. 16, 3, 201-215 Google Scholar
  • 11. Beer, M. , Eisenstat, R.A. (2000). ‘The silent killers of strategy implementation and learning’. Sloan Management Review. 41, 4, 29-40 Google Scholar
  • 12. Brown, J.A.C. (1961). Freud and the Post-Freudians. Harmondsworth, Middlesex:Penguin Books Google Scholar
  • 13. Cartwright, S. , Cooper, C.L. (1993). ‘The role of culture compatibility in successful organisational marriage’. The Academy of Management Executive. 7, 2, 57-70 Google Scholar
  • 14. Caves, R.E. (1980). ‘Industrial organisation, corporate strategy, and structure’. Journal of Economic Literature. 18, 64-92 Google Scholar
  • 15. Chandler, A.D. (1962). Strategy and Structure. Cambridge, MA:MIT Press Google Scholar
  • 16. Chhokar, J.S. , Brodbeck, F.C. , House, R.J. (2007). Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies. Mahwah, NJ:Lawrence Erlbaum Associates Google Scholar
  • 17. Child, J. (1972). ‘Organisational structure, environment, and performance: the role of strategic choice’. Sociology. 6, 1-22 Google Scholar
  • 18. Daft, R.L. (2009). Organisation Theory and Design. Mason, OH:South-Western Publishing Google Scholar
  • 19. Dauber, D. (2011). Hybridization in Mergers and Acquisitions. Vienna University of Economics and Business (WU), Doctoral Thesis, Available online at: http://ssrn.com/abstract=1743962 Google Scholar
  • 20. Denison, D.R. , Haaland, S. , Goelzer, P. (2004). ‘Corporate culture and organisational effectiveness: is Asia different from the rest of the world?’. Organisational Dynamics. 33, 1, 98-109 Google Scholar
  • 21. Dodgson, M. (1993). ‘Organisational learning: a review of some literature’. Organisation Studies. 14, 3, 375-394 Google Scholar
  • 22. Donaldson, L. (1987). ‘Strategy and structural adjustment to regain fit and performance: in defense of contingency theory’. Journal of Management Studies. 24, 1-24 Google Scholar
  • 23. Donaldson, L. (1996). For Positive Organisation Theory: Proving the Hard Core. London:SAGE Google Scholar
  • 24. Donnelly-Cox, G. , O’Regan, A. (1999). ‘Resourcing organisational growth and development: a typology of third sector service delivery organisations. Paper presented at the IRSPMIII, Aston Google Scholar
  • 25. Earley, P.C. , Ang, S. (2003). Cultural Intelligence: Individual Interactions Across Cultures. Stanford, CA:Standford University Press Google Scholar
  • 26. Eisenhardt, K.M. (1989). ‘Agency theory: an assessment and review’. Academy of Management Review. 14, 1, 57-74 Google Scholar
  • 27. Fiegenbaum, A. , Thomas, H. (1995). ‘Strategic groups as reference groups: theory, modeling and empirical examination of industry and competitive strategy’. Strategic Management Journal. 16, 7, 461-476 Google Scholar
  • 28. Fink, G. , Hofstede, G. (2007). ‘Culture: organisations, personalities and nations. Gerhard Fink interviews Geert Hofstede’. European Journal of International Management. 1, 1, 14-22 Google Scholar
  • 29. Fink, G. , Mayrhofer, W. (2009). ‘Cross-cultural competence and management – setting the stage’. European Journal of Cross-Cultural Competence and Management. 1, 1, 42-65 AbstractGoogle Scholar
  • 30. Fiol, M. , Lyles, M.A. (1985). ‘Organisational learning’. Academy of Management Review. 10, 4, 803-813 Google Scholar
  • 31. Fredrickson, J.W. (1986). ‘The strategic decision process and organisational structure’. Academy of Management Review. 11, 2, 280-297 Google Scholar
  • 32. Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach. Boston, MA:Pitman/Ballinger Google Scholar
  • 33. Galbraith, J.R. , Nathanson, D.A. (1978). Strategy Implementation: The Role of Structure and Process. St. Paul, MN:West Publishing Google Scholar
  • 34. Gartner, W.B. (1985). ‘A conceptual framework for describing the phenomenon of new venture creation’. Academy of Management Review. 10, 4, 696-706 Google Scholar
  • 35. Gindis, D. (2009). ‘From fictions and aggregates to real entities in the theory of the firm’. Journal of Institutional Economics. 5, 1, 25-46 Google Scholar
  • 36. Hamilton, R.T. , Shergill, G.S. (1992). ‘The relationship between strategy–structure fit and financial performance in New Zealand: evidence of generality and validity with enhanced controls’. Journal of Management Studies. 29, 95-113 Google Scholar
  • 37. Hamilton, R.T. , Shergill, G.S. (1993). The Logic of New Zealand Business: Strategy, Structure, and Performance. Auckland, New Zealand:Oxford University Press Google Scholar
  • 38. Harris, I.C. , Ruefli, T.W. (2000). ‘The strategy/structure debate: an examination of the performance implications’. Journal of Management Studies. 37, 4, 587-604 Google Scholar
  • 39. Hatch, M.J. (1993). ‘The dynamics of organisational culture’. Academy of Management Review. 18, 4, 657-693 Google Scholar
  • 40. Hatch, M.J. , Cunliffe, A.L. (2006). Organisation Theory: Modern, Symbolic, and Postmodern Perspectives. Oxford, NY:Oxford University Press Google Scholar
  • 41. Hirshleifer, D. , Teoh, S.H. (2003). ‘Herd behaviour and cascading in capital markets: a review and synthesis’. European Financial Management. 9, 1, 25-66 Google Scholar
  • 42. Hofstede, G. (1980). Culture’s Consequences – International Differences in Work-Related Values. Newbury Park:Sage Publications Google Scholar
  • 43. Hofstede, G. , Neuijen, B. , Ohayv, D.D. , Sanders, G. (1990). ‘Measuring organisational cultures: a qualitative and quantitative study across twenty cases’. Administrative Science Quarterly. 35, 286-316 Google Scholar
  • 44. Hofstede, G.J. , Pedersen, P. , Hofstede, G. (2002). Exploring Culture, Exercise, Stories and Synthetic Cultures. Yarmouth, Maine:Intercultural Press Google Scholar
  • 45. Homburg, C. , Pflesser, C. (2000). ‘A multiple-layer model of market-oriented organisational culture: measurement issues and performance outcomes’. Journal of Marketing Research. 37, 4, 449-462 Google Scholar
  • 46. Hooijberg, R. , Choi, J. (2001). ‘The impact of organisational characteristics on leadership effectiveness models: an examination of leadership in a private and a public sector organisation’. Administration and Society. 33, 4, 403-431 Google Scholar
  • 47. House, R.J. , Hanges, P.J. , Javidan, M. , Dorfman, P. , Gupta, V. (2004). Culture, Leadership and Organisations: The GLOBE Study of 62 Societies. Thousand Oaks, CA:SAGE Google Scholar
  • 48. Janis, I.L. (1972). Victims of Groupthink. Boston, MA:Houghton Mifflin Google Scholar
  • 49. Meyer, J.W. , Rowan, B. (1977). ‘Institutionalized organisations: formal structure as myth and ceremony’. American Journal of Sociology. 83, 340-363 Google Scholar
  • 50. Parsons, T. (1960). Structure and Process in Modern Societies. Glencoe, IL:Free Press Google Scholar
  • 51. Piaget, J. (1950). The Psychology of Intelligence. New York, NY:Harcourt and Brace Google Scholar
  • 52. Quinn, R.E. (1988). The Competing Values Model: Redefining Organisational Effectiveness and Change. San Francisco, CA:Jossey-Bass Google Scholar
  • 53. Sagiv, L. , Schwartz, S.H. (2007). ‘Cultural values in organisations: insights for Europe’. European Journal of International Management. 1, 3, 176-190 AbstractGoogle Scholar
  • 54. Schein, E.H. (1985). Organisational Culture and Leadership. San Francisco, CA:Jossey-Bass Google Scholar
  • 55. Schein, E.H. (1997). Organisational Culture and Leadership. San Francisco, CA:Jossey-Bass Google Scholar
  • 56. Schein, E.H. (2010). Organisational Culture and Leadership. San Francisco, CA:Jossey-Bass Google Scholar
  • 57. Schwaninger, M. (2001). ‘Intelligent organizations: an integrative framework’. Systems Research and Behavioral Science. 18, 137-158 Google Scholar
  • 58. Scott, W.R. (1992). Organisations: Rational, Natural, and Open Systems. Upper Saddle River, NJ:Prentice-Hall Google Scholar
  • 59. Simpson, J.J. , Miller, A. , Grasman, S. , Dagli, C. (2005). ‘A generic, adaptive systems engineering information model’. Proceedings of the 15th Annual International Symposium of the International Council on Systems Engineering. July, Rochester, NY Google Scholar
  • 60. Stopford, J.M. , Wells, L.T. (1972). Managing the Multinational Enterprise. New York, NY:Basic Books Google Scholar
  • 61. Suchman, M.C. (1995). ‘Managing legitimacy: strategic and institutional approaches’. Academy of Management Review. 20, 3, 571-610 Google Scholar
  • 62. Tsui, A.S. , Nifadkar, S.S. , Ou, A.Y. (2007). ‘Cross-national, cross-cultural organizational behavior research: advances, gaps, and recommendations’. Journal of Management. 33, 3, 426-748 Google Scholar
  • 63. Van Egeren, L.F. (2009). ‘A cybernetic model of global personality traits’. Personal Social Psychology Review. 13, 2, 92-108 Google Scholar
  • 64. Weick, K.E. , Roberts, K.H. (1993). ‘Collective mind in organisations: heedful interrelating on flight decks’. Administrative Science Quarterly. 38, 3, 357-381 Google Scholar
  • 65. Welch, I. (2000). ‘Herding among security analysts’. Journal of Financial Economics. 58, 2000, 369-396 Google Scholar
  • 66. Whittington, R (1993). What is Strategy – and Does it Matter?. London:Routledge Google Scholar
  • 67. Williamson, O.E. (1975). Markets and Hierarchies. New York, NY:Free Press Google Scholar
  • 68. Wolf, J. , Egelhoff, W.G. (2002). ‘A reexamination and extension of international strategy– structure theory’. Strategic Management Journal. 23, 2, 181-189 Google Scholar
  • 69. Yolles, M.I. (2007). ‘Modelling pathologies in social collectives’. European Journal of International Management. 1, 1, 81-103 AbstractGoogle Scholar
  • 70. Yolles, M.I. (2009). ‘Migrating personality theories part 1: creating agentic trait psychology?’. Kybernetes. 36, 6, 897-924 Google Scholar