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Images of Employees in Company Reports Do Company Chairmen View their Most Valuable Asset as Valuable

Images of Employees in Company Reports Do Company Chairmen View their Most Valuable Asset as... The last five years have seen an enormous resurgence of academic and managerial interest in the concept of organisational culture the takenforgranted assumptions, beliefs, meanings and values enacted and shared by organisational members. While for some academics, interest has centred on the epistemological questions raised in the very conceptualisation of organisational culture, for many managers the interest has been more down to earth. A group or organisation's culture is interesting because it is felt to make a difference in other words, that culture can influence behaviour and, consequently, a company's performance, that a strong culture is both symptomatic and generative of excellence. Hence several practical questions have been posed. Can the organisational cultures generated in the large companies of economically successful nation states e.g. Japan and West Germany be transferred to companies in less economically successful countries Can organisational culture be managed in search of excellence If it can be managed and there is much academic controversy on this point how is this to be done http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Images of Employees in Company Reports Do Company Chairmen View their Most Valuable Asset as Valuable

Personnel Review , Volume 15 (5): 10 – May 1, 1986

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References (4)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0048-3486
DOI
10.1108/eb055548
Publisher site
See Article on Publisher Site

Abstract

The last five years have seen an enormous resurgence of academic and managerial interest in the concept of organisational culture the takenforgranted assumptions, beliefs, meanings and values enacted and shared by organisational members. While for some academics, interest has centred on the epistemological questions raised in the very conceptualisation of organisational culture, for many managers the interest has been more down to earth. A group or organisation's culture is interesting because it is felt to make a difference in other words, that culture can influence behaviour and, consequently, a company's performance, that a strong culture is both symptomatic and generative of excellence. Hence several practical questions have been posed. Can the organisational cultures generated in the large companies of economically successful nation states e.g. Japan and West Germany be transferred to companies in less economically successful countries Can organisational culture be managed in search of excellence If it can be managed and there is much academic controversy on this point how is this to be done

Journal

Personnel ReviewEmerald Publishing

Published: May 1, 1986

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