{"id":1088,"date":"2015-08-03T01:25:20","date_gmt":"2015-08-03T01:25:20","guid":{"rendered":"https:\/\/courses.candelalearning.com\/principlesmanagement1x17xmaster\/?post_type=chapter&#038;p=1088"},"modified":"2015-08-03T01:26:22","modified_gmt":"2015-08-03T01:26:22","slug":"understanding-organizational-culture","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/chapter\/understanding-organizational-culture\/","title":{"raw":"Understanding Organizational Culture","rendered":"Understanding Organizational Culture"},"content":{"raw":"<div class=\"bcc-box bcc-highlight\">\r\n<h3>Learning Objectives<\/h3>\r\nBy the end of this section, you will be able to:\r\n<ul>\r\n\t<li>Define organizational culture.<\/li>\r\n\t<li>Understand why organizational culture is important.<\/li>\r\n\t<li>Understand the different levels of organizational culture.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<h2 class=\"title editable block\"><\/h2>\r\n<div id=\"fwk-127512-ch08_s01_n01\" class=\"learning_objectives editable block\"><\/div>\r\n<div id=\"fwk-127512-ch08_s01_s01\" class=\"section\">\r\n<h2 class=\"title editable block\">What Is Organizational Culture?<\/h2>\r\n<p id=\"fwk-127512-ch08_s01_s01_p01\" class=\"para editable block\"><span class=\"margin_term\"><a class=\"glossterm\">Organizational culture<\/a><\/span> refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior[footnote].<span id=\"fwk-127512-fn08_001\" class=\"footnote\">Chatman, J. A., &amp; Eunyoung Cha, S. (2003). Leading by leveraging culture. <em class=\"emphasis\">California Management Review, 45<\/em>, 19\u201334; Kerr, J., &amp; Slocum, J. W. (2005).<\/span>[\/footnote]<span id=\"fwk-127512-fn08_001\" class=\"footnote\"> Managing corporate culture through reward systems. <em class=\"emphasis\">Academy of Management Executive, 19<\/em>, 130\u2013138.<\/span> These values have a strong influence on employee behavior as well as organizational performance. In fact, the term organizational culture was made popular in the 1980s when Peters and Waterman\u2019s best-selling book <em class=\"emphasis\">In Search of Excellence<\/em> made the argument that company success could be attributed to an organizational culture that was decisive, customer-oriented, empowering, and people-oriented. Since then, organizational culture has become the subject of numerous research studies, books, and articles. Organizational culture is still a relatively new concept. In contrast to a topic such as leadership, which has a history spanning several centuries, organizational culture is a young but fast-growing area within management.<\/p>\r\n<p id=\"fwk-127512-ch08_s01_s01_p02\" class=\"para editable block\">Culture is largely invisible to individuals just as the sea is invisible to the fish swimming in it. Even though it affects all employee behaviors, thinking, and behavioral patterns, individuals tend to become more aware of their organization\u2019s culture when they have the opportunity to compare it to other organizations. It is related to the second of the three facets that compose the P-O-L-C function of organizing. The organizing function involves creating and implementing organizational design decisions. The culture of the organization is closely linked to organizational design. For instance, a culture that empowers employees to make decisions could prove extremely resistant to a centralized organizational design, hampering the manager\u2019s ability to enact such a design. However, a culture that supports the organizational structure (and vice versa) can be very powerful.<\/p>\r\n\r\n<\/div>\r\n<div id=\"fwk-127512-ch08_s01_s02\" class=\"section\">\r\n<h2 class=\"title editable block\">Why Does Organizational Culture Matter?<\/h2>\r\n<p id=\"fwk-127512-ch08_s01_s02_p01\" class=\"para editable block\">An organization\u2019s culture may be one of its strongest assets or its biggest liability. In fact, it has been argued that organizations that have a rare and hard-to-imitate culture enjoy a competitive advantage.<span id=\"fwk-127512-fn08_002\" class=\"footnote\">[footnote]Barney, J. B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? <em class=\"emphasis\">Academy of Management Review, 11<\/em>, 656\u2013665.[\/footnote]<\/span> In a survey conducted by the management consulting firm Bain &amp; Company in 2007, worldwide business leaders identified corporate culture to be as important as corporate strategy for business success.<span id=\"fwk-127512-fn08_003\" class=\"footnote\">Why culture can mean life or death for your organization. (September, 2007). <em class=\"emphasis\">HR Focus<\/em>, <em class=\"emphasis\">84<\/em>, 9.<\/span> This comes as no surprise to leaders of successful businesses, who are quick to attribute their company\u2019s success to their organization\u2019s culture.<\/p>\r\n\r\n<div id=\"fwk-127512-ch08_s01_s02_f01\" class=\"figure large editable block\">\r\n<p class=\"title\"><span class=\"title-prefix\">Figure 8.4<\/span><\/p>\r\n\r\n\r\n[caption id=\"\" align=\"alignnone\" width=\"720\"]<img src=\"http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/section_12\/a98272ef52863fcbdb1779f114a9bb88.jpg\" alt=\"\" width=\"720\" height=\"510\" \/> \u00a9 The New Yorker Collection 1994 Mick Stevens from cartoonbank.com. All Rights Reserved.[\/caption]\r\n\r\n<div class=\"copyright\"><\/div>\r\n<\/div>\r\n<p id=\"fwk-127512-ch08_s01_s02_p02\" class=\"para editable block\"><em class=\"emphasis\">Culture, or shared values within the organization, may be related to increased performance<\/em>. Researchers found a relationship between organizational cultures and company performance, with respect to success indicators such as revenues, sales volume, market share, and stock prices.<span id=\"fwk-127512-fn08_004\" class=\"footnote\">[footnote]Kotter, J. P., &amp; Heskett, J. L. (1992). <em class=\"emphasis\">Corporate Culture and Performance<\/em>. New York: Free Press; Marcoulides, G. A., &amp; Heck, R. H. (1993, May). [\/footnote]Organizational culture and performance: Proposing and testing a model. <em class=\"emphasis\">Organizational Science, 4<\/em>, 209\u2013225.<\/span> At the same time, it is important to have a culture that fits with the demands of the company\u2019s environment. To the extent that shared values are proper for the company in question, company performance may benefit from culture.<span id=\"fwk-127512-fn08_005\" class=\"footnote\">[footnote]Arogyaswamy, B., &amp; Byles, C. H. (1987). Organizational culture: Internal and external fits. <em class=\"emphasis\">Journal of Management, 13<\/em>, 647\u2013658.[\/footnote]<\/span>For example, if a company is in the high-tech industry, having a culture that encourages innovativeness and adaptability will support its performance. However, if a company in the same industry has a culture characterized by stability, a high respect for tradition, and a strong preference for upholding rules and procedures, the company may suffer because of its culture. In other words, just as having the \u201cright\u201d culture may be a competitive advantage for an organization, having the \u201cwrong\u201d culture may lead to performance difficulties, may be responsible for organizational failure, and may act as a barrier preventing the company from changing and taking risks.<\/p>\r\n<p id=\"fwk-127512-ch08_s01_s02_p03\" class=\"para editable block\">In addition to having implications for organizational performance, <em class=\"emphasis\">organizational culture is an effective control mechanism dictating employee behavior<\/em>. Culture is a more powerful way of controlling and managing employee behaviors than organizational rules and regulations. For example, when a company is trying to improve the quality of its customer service, rules may not be helpful, particularly when the problems customers present are unique. Instead, creating a culture of customer service may achieve better results by encouraging employees to think like customers, knowing that the company priorities in this case are clear: Keeping the customer happy is preferable to other concerns, such as saving the cost of a refund. Therefore, the ability to understand and influence organizational culture is an important item for managers to have in their tool kit when they are carrying out their controlling P-O-L-C function as well as their organizing function.<\/p>\r\n\r\n<\/div>\r\n<div id=\"fwk-127512-ch08_s01_s03\" class=\"section\">\r\n<h2 class=\"title editable block\">Levels of Organizational Culture<\/h2>\r\n<div id=\"fwk-127512-ch08_s01_s03_f01\" class=\"figure medium editable block\">\r\n<p class=\"title\"><span class=\"title-prefix\">Figure 8.5<\/span> Three Levels of Organizational Culture<\/p>\r\n\r\n\r\n[caption id=\"\" align=\"alignnone\" width=\"842\"]<img src=\"http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/section_12\/6d47ef8331967f40fd140badabc451a0.jpg\" alt=\"\" width=\"842\" height=\"610\" \/> Source: Adapted from Schein, E. H. (1992).Organizational Culture and Leadership. San Francisco: Jossey-Bass.[\/caption]\r\n\r\n<div class=\"copyright\"><\/div>\r\n<\/div>\r\n<p id=\"fwk-127512-ch08_s01_s03_p01\" class=\"para editable block\">Organizational culture consists of some aspects that are relatively more visible, as well as aspects that may lie below one\u2019s conscious awareness. Organizational culture can be thought of as consisting of three interrelated levels.<span id=\"fwk-127512-fn08_006\" class=\"footnote\">[footnote]Schein, E. H. (1992). <em class=\"emphasis\">Organizational culture and leadership<\/em>. San Francisco: Jossey-Bass.[\/footnote]<\/span><\/p>\r\n<p id=\"fwk-127512-ch08_s01_s03_p02\" class=\"para editable block\">At the deepest level, below our awareness, lie basic <span class=\"margin_term\"><a class=\"glossterm\">assumptions<\/a><\/span>. These assumptions are taken for granted and reflect beliefs about human nature and reality. At the second level, <span class=\"margin_term\"><a class=\"glossterm\">values<\/a><\/span> exist. Values are shared principles, standards, and goals. Finally, at the surface, we have <span class=\"margin_term\"><a class=\"glossterm\">artifacts<\/a><\/span>, or visible, tangible aspects of organizational culture. For example, in an organization, a basic assumption employees and managers share might be that happy employees benefit their organizations. This might be translated into values such as egalitarianism, high-quality relationships, and having fun. The artifacts reflecting such values might be an executive \u201copen door\u201d policy, an office layout that includes open spaces and gathering areas equipped with pool tables, and frequent company picnics.<\/p>\r\n<p id=\"fwk-127512-ch08_s01_s03_p03\" class=\"para editable block\">Understanding the organization\u2019s culture may start from observing its artifacts: its physical environment, employee interactions, company policies, reward systems, and other observable characteristics. When you are interviewing for a position, observing the physical environment, how people dress, where they relax, and how they talk to others is definitely a good start to understanding the company\u2019s culture. However, simply looking at these tangible aspects is unlikely to give a full picture of the organization, since an important chunk of what makes up culture exists below one\u2019s degree of awareness. The values and, deeper, the assumptions that shape the organization\u2019s culture can be uncovered by observing how employees interact and the choices they make, as well as by inquiring about their beliefs and perceptions regarding what is right and appropriate behavior.<\/p>\r\n\r\n<div id=\"fwk-127512-ch08_s01_s03_n01\" class=\"key_takeaways editable block\">\r\n<h3 class=\"title\">KEY TAKEAWAY<\/h3>\r\n<p id=\"fwk-127512-ch08_s01_s03_p04\" class=\"para\">Organizational culture is a system of shared assumptions, values, and beliefs that helps individuals understand which behaviors are and are not appropriate within an organization. Cultures can be a source of competitive advantage for organizations. Strong organizational cultures can be an organizing as well as a controlling mechanism for organizations. And finally, organizational culture consists of three levels: assumptions that are below the surface, values, and artifacts.<\/p>\r\n\r\n<\/div>\r\n<div id=\"fwk-127512-ch08_s01_s03_n02\" class=\"exercises editable block\">\r\n<h3 class=\"title\">EXERCISES<\/h3>\r\n<ol id=\"fwk-127512-ch08_s01_s03_l01\" class=\"orderedlist\">\r\n\t<li>Why do companies need culture?<\/li>\r\n\t<li>Give an example of a company culture being a strength and a weakness.<\/li>\r\n\t<li>In what ways does culture serve as a controlling mechanism?<\/li>\r\n\t<li>If assumptions are below the surface, why do they matter?<\/li>\r\n\t<li>Share examples of artifacts you have noticed at different organizations.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>","rendered":"<div class=\"bcc-box bcc-highlight\">\n<h3>Learning Objectives<\/h3>\n<p>By the end of this section, you will be able to:<\/p>\n<ul>\n<li>Define organizational culture.<\/li>\n<li>Understand why organizational culture is important.<\/li>\n<li>Understand the different levels of organizational culture.<\/li>\n<\/ul>\n<\/div>\n<h2 class=\"title editable block\"><\/h2>\n<div id=\"fwk-127512-ch08_s01_n01\" class=\"learning_objectives editable block\"><\/div>\n<div id=\"fwk-127512-ch08_s01_s01\" class=\"section\">\n<h2 class=\"title editable block\">What Is Organizational Culture?<\/h2>\n<p id=\"fwk-127512-ch08_s01_s01_p01\" class=\"para editable block\"><span class=\"margin_term\"><a class=\"glossterm\">Organizational culture<\/a><\/span> refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior<a class=\"footnote\" title=\".Chatman, J. A., &amp; Eunyoung Cha, S. (2003). Leading by leveraging culture. California Management Review, 45, 19\u201334; Kerr, J., &amp; Slocum, J. W. (2005).\" id=\"return-footnote-1088-1\" href=\"#footnote-1088-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><span id=\"fwk-127512-fn08_001\" class=\"footnote\"> Managing corporate culture through reward systems. <em class=\"emphasis\">Academy of Management Executive, 19<\/em>, 130\u2013138.<\/span> These values have a strong influence on employee behavior as well as organizational performance. In fact, the term organizational culture was made popular in the 1980s when Peters and Waterman\u2019s best-selling book <em class=\"emphasis\">In Search of Excellence<\/em> made the argument that company success could be attributed to an organizational culture that was decisive, customer-oriented, empowering, and people-oriented. Since then, organizational culture has become the subject of numerous research studies, books, and articles. Organizational culture is still a relatively new concept. In contrast to a topic such as leadership, which has a history spanning several centuries, organizational culture is a young but fast-growing area within management.<\/p>\n<p id=\"fwk-127512-ch08_s01_s01_p02\" class=\"para editable block\">Culture is largely invisible to individuals just as the sea is invisible to the fish swimming in it. Even though it affects all employee behaviors, thinking, and behavioral patterns, individuals tend to become more aware of their organization\u2019s culture when they have the opportunity to compare it to other organizations. It is related to the second of the three facets that compose the P-O-L-C function of organizing. The organizing function involves creating and implementing organizational design decisions. The culture of the organization is closely linked to organizational design. For instance, a culture that empowers employees to make decisions could prove extremely resistant to a centralized organizational design, hampering the manager\u2019s ability to enact such a design. However, a culture that supports the organizational structure (and vice versa) can be very powerful.<\/p>\n<\/div>\n<div id=\"fwk-127512-ch08_s01_s02\" class=\"section\">\n<h2 class=\"title editable block\">Why Does Organizational Culture Matter?<\/h2>\n<p id=\"fwk-127512-ch08_s01_s02_p01\" class=\"para editable block\">An organization\u2019s culture may be one of its strongest assets or its biggest liability. In fact, it has been argued that organizations that have a rare and hard-to-imitate culture enjoy a competitive advantage.<span id=\"fwk-127512-fn08_002\" class=\"footnote\"><a class=\"footnote\" title=\"Barney, J. B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11, 656\u2013665.\" id=\"return-footnote-1088-2\" href=\"#footnote-1088-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/span> In a survey conducted by the management consulting firm Bain &amp; Company in 2007, worldwide business leaders identified corporate culture to be as important as corporate strategy for business success.<span id=\"fwk-127512-fn08_003\" class=\"footnote\">Why culture can mean life or death for your organization. (September, 2007). <em class=\"emphasis\">HR Focus<\/em>, <em class=\"emphasis\">84<\/em>, 9.<\/span> This comes as no surprise to leaders of successful businesses, who are quick to attribute their company\u2019s success to their organization\u2019s culture.<\/p>\n<div id=\"fwk-127512-ch08_s01_s02_f01\" class=\"figure large editable block\">\n<p class=\"title\"><span class=\"title-prefix\">Figure 8.4<\/span><\/p>\n<div style=\"width: 730px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/section_12\/a98272ef52863fcbdb1779f114a9bb88.jpg\" alt=\"\" width=\"720\" height=\"510\" \/><\/p>\n<p class=\"wp-caption-text\">\u00a9 The New Yorker Collection 1994 Mick Stevens from cartoonbank.com. All Rights Reserved.<\/p>\n<\/div>\n<div class=\"copyright\"><\/div>\n<\/div>\n<p id=\"fwk-127512-ch08_s01_s02_p02\" class=\"para editable block\"><em class=\"emphasis\">Culture, or shared values within the organization, may be related to increased performance<\/em>. Researchers found a relationship between organizational cultures and company performance, with respect to success indicators such as revenues, sales volume, market share, and stock prices.<span id=\"fwk-127512-fn08_004\" class=\"footnote\"><a class=\"footnote\" title=\"Kotter, J. P., &amp; Heskett, J. L. (1992). Corporate Culture and Performance. New York: Free Press; Marcoulides, G. A., &amp; Heck, R. H. (1993, May).\" id=\"return-footnote-1088-3\" href=\"#footnote-1088-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a>Organizational culture and performance: Proposing and testing a model. <em class=\"emphasis\">Organizational Science, 4<\/em>, 209\u2013225.<\/span> At the same time, it is important to have a culture that fits with the demands of the company\u2019s environment. To the extent that shared values are proper for the company in question, company performance may benefit from culture.<span id=\"fwk-127512-fn08_005\" class=\"footnote\"><a class=\"footnote\" title=\"Arogyaswamy, B., &amp; Byles, C. H. (1987). Organizational culture: Internal and external fits. Journal of Management, 13, 647\u2013658.\" id=\"return-footnote-1088-4\" href=\"#footnote-1088-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/span>For example, if a company is in the high-tech industry, having a culture that encourages innovativeness and adaptability will support its performance. However, if a company in the same industry has a culture characterized by stability, a high respect for tradition, and a strong preference for upholding rules and procedures, the company may suffer because of its culture. In other words, just as having the \u201cright\u201d culture may be a competitive advantage for an organization, having the \u201cwrong\u201d culture may lead to performance difficulties, may be responsible for organizational failure, and may act as a barrier preventing the company from changing and taking risks.<\/p>\n<p id=\"fwk-127512-ch08_s01_s02_p03\" class=\"para editable block\">In addition to having implications for organizational performance, <em class=\"emphasis\">organizational culture is an effective control mechanism dictating employee behavior<\/em>. Culture is a more powerful way of controlling and managing employee behaviors than organizational rules and regulations. For example, when a company is trying to improve the quality of its customer service, rules may not be helpful, particularly when the problems customers present are unique. Instead, creating a culture of customer service may achieve better results by encouraging employees to think like customers, knowing that the company priorities in this case are clear: Keeping the customer happy is preferable to other concerns, such as saving the cost of a refund. Therefore, the ability to understand and influence organizational culture is an important item for managers to have in their tool kit when they are carrying out their controlling P-O-L-C function as well as their organizing function.<\/p>\n<\/div>\n<div id=\"fwk-127512-ch08_s01_s03\" class=\"section\">\n<h2 class=\"title editable block\">Levels of Organizational Culture<\/h2>\n<div id=\"fwk-127512-ch08_s01_s03_f01\" class=\"figure medium editable block\">\n<p class=\"title\"><span class=\"title-prefix\">Figure 8.5<\/span> Three Levels of Organizational Culture<\/p>\n<div style=\"width: 852px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/section_12\/6d47ef8331967f40fd140badabc451a0.jpg\" alt=\"\" width=\"842\" height=\"610\" \/><\/p>\n<p class=\"wp-caption-text\">Source: Adapted from Schein, E. H. (1992).Organizational Culture and Leadership. San Francisco: Jossey-Bass.<\/p>\n<\/div>\n<div class=\"copyright\"><\/div>\n<\/div>\n<p id=\"fwk-127512-ch08_s01_s03_p01\" class=\"para editable block\">Organizational culture consists of some aspects that are relatively more visible, as well as aspects that may lie below one\u2019s conscious awareness. Organizational culture can be thought of as consisting of three interrelated levels.<span id=\"fwk-127512-fn08_006\" class=\"footnote\"><a class=\"footnote\" title=\"Schein, E. H. (1992). Organizational culture and leadership. San Francisco: Jossey-Bass.\" id=\"return-footnote-1088-5\" href=\"#footnote-1088-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a><\/span><\/p>\n<p id=\"fwk-127512-ch08_s01_s03_p02\" class=\"para editable block\">At the deepest level, below our awareness, lie basic <span class=\"margin_term\"><a class=\"glossterm\">assumptions<\/a><\/span>. These assumptions are taken for granted and reflect beliefs about human nature and reality. At the second level, <span class=\"margin_term\"><a class=\"glossterm\">values<\/a><\/span> exist. Values are shared principles, standards, and goals. Finally, at the surface, we have <span class=\"margin_term\"><a class=\"glossterm\">artifacts<\/a><\/span>, or visible, tangible aspects of organizational culture. For example, in an organization, a basic assumption employees and managers share might be that happy employees benefit their organizations. This might be translated into values such as egalitarianism, high-quality relationships, and having fun. The artifacts reflecting such values might be an executive \u201copen door\u201d policy, an office layout that includes open spaces and gathering areas equipped with pool tables, and frequent company picnics.<\/p>\n<p id=\"fwk-127512-ch08_s01_s03_p03\" class=\"para editable block\">Understanding the organization\u2019s culture may start from observing its artifacts: its physical environment, employee interactions, company policies, reward systems, and other observable characteristics. When you are interviewing for a position, observing the physical environment, how people dress, where they relax, and how they talk to others is definitely a good start to understanding the company\u2019s culture. However, simply looking at these tangible aspects is unlikely to give a full picture of the organization, since an important chunk of what makes up culture exists below one\u2019s degree of awareness. The values and, deeper, the assumptions that shape the organization\u2019s culture can be uncovered by observing how employees interact and the choices they make, as well as by inquiring about their beliefs and perceptions regarding what is right and appropriate behavior.<\/p>\n<div id=\"fwk-127512-ch08_s01_s03_n01\" class=\"key_takeaways editable block\">\n<h3 class=\"title\">KEY TAKEAWAY<\/h3>\n<p id=\"fwk-127512-ch08_s01_s03_p04\" class=\"para\">Organizational culture is a system of shared assumptions, values, and beliefs that helps individuals understand which behaviors are and are not appropriate within an organization. Cultures can be a source of competitive advantage for organizations. Strong organizational cultures can be an organizing as well as a controlling mechanism for organizations. And finally, organizational culture consists of three levels: assumptions that are below the surface, values, and artifacts.<\/p>\n<\/div>\n<div id=\"fwk-127512-ch08_s01_s03_n02\" class=\"exercises editable block\">\n<h3 class=\"title\">EXERCISES<\/h3>\n<ol id=\"fwk-127512-ch08_s01_s03_l01\" class=\"orderedlist\">\n<li>Why do companies need culture?<\/li>\n<li>Give an example of a company culture being a strength and a weakness.<\/li>\n<li>In what ways does culture serve as a controlling mechanism?<\/li>\n<li>If assumptions are below the surface, why do they matter?<\/li>\n<li>Share examples of artifacts you have noticed at different organizations.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-1088\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Management Principles. <strong>Authored by<\/strong>: anonymous. <strong>Provided by<\/strong>: anonymous. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\">http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\">CC BY-NC-SA: Attribution-NonCommercial-ShareAlike<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-1088-1\">.<span id=\"fwk-127512-fn08_001\" class=\"footnote\">Chatman, J. A., &amp; Eunyoung Cha, S. (2003). Leading by leveraging culture. <em class=\"emphasis\">California Management Review, 45<\/em>, 19\u201334; Kerr, J., &amp; Slocum, J. W. (2005).<\/span> <a href=\"#return-footnote-1088-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-1088-2\">Barney, J. B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? <em class=\"emphasis\">Academy of Management Review, 11<\/em>, 656\u2013665. <a href=\"#return-footnote-1088-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-1088-3\">Kotter, J. P., &amp; Heskett, J. L. (1992). <em class=\"emphasis\">Corporate Culture and Performance<\/em>. New York: Free Press; Marcoulides, G. A., &amp; Heck, R. H. (1993, May).  <a href=\"#return-footnote-1088-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-1088-4\">Arogyaswamy, B., &amp; Byles, C. H. (1987). Organizational culture: Internal and external fits. <em class=\"emphasis\">Journal of Management, 13<\/em>, 647\u2013658. <a href=\"#return-footnote-1088-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-1088-5\">Schein, E. H. (1992). <em class=\"emphasis\">Organizational culture and leadership<\/em>. San Francisco: Jossey-Bass. <a href=\"#return-footnote-1088-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":9,"menu_order":3,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"Management Principles\",\"author\":\"anonymous\",\"organization\":\"anonymous\",\"url\":\"http:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\",\"project\":\"\",\"license\":\"cc-by-nc-sa\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-1088","chapter","type-chapter","status-publish","hentry"],"part":1044,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/chapters\/1088","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/wp\/v2\/users\/9"}],"version-history":[{"count":3,"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/chapters\/1088\/revisions"}],"predecessor-version":[{"id":1091,"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/chapters\/1088\/revisions\/1091"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/parts\/1044"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/chapters\/1088\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/wp\/v2\/media?parent=1088"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/pressbooks\/v2\/chapter-type?post=1088"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/wp\/v2\/contributor?post=1088"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/cerritos-principlesmanagement\/wp-json\/wp\/v2\/license?post=1088"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}