| There are many different and competing | | | | personal worth or meaning. These values are |
| definitions of "corporate culture" in the | | | | expressed in operating beliefs and norms of |
| organizational theory literature. On one end | | | | behavior. |
| of the spectrum culture is simply defined as | | | | |
| the patterns of behavior within the | | | | The corporate culture develops as people come |
| organization (Smircich, 1983). On the other | | | | to share a set of beliefs and then they use |
| end, some theorists have defined | | | | these to establish norms about the way they |
| organizational culture as a system of shared | | | | should behave towards each other and to |
| cognitions and the human mind generates the | | | | outsiders (Papers4you.com, 2006). If the |
| culture by means of a finite number of rules | | | | outcomes are positive this reinforces their |
| (Fiol, 1991). Although all the theorists | | | | shared belief in the values underlying their |
| believe in the importance of the culture in | | | | behavior. In this way, the organizations |
| the organizational studies but still there is | | | | develop deep seated values and beliefs about |
| a lack of consensus over its precise | | | | the way that staff should run things. |
| definition (Papers4you.com, 2006). Theorists | | | | However, it looks simple and straight forward |
| have accepted this fact and approached the | | | | case in theory, but when it is referred in |
| concept of culture from the most widely used | | | | the practical life then it is a big task to |
| definition of culture, as defined by Lismen | | | | let it be a success story. It can be |
| et al (2004) "a complex set of values, | | | | concluded by drawing upon Barney (1986) that |
| beliefs, assumptions, and symbols that define | | | | a valuable, rare and inimitable corporate |
| the way in which a firm conducts its | | | | culture can be a source of sustained |
| business". | | | | competitive advantage for a company. |
| | | | |
| The evolution of corporate culture within an | | | | References: |
| organization has been the center of | | | | |
| discussion for many years. Practitioners have | | | | Barney, J. (1986) "Organizational Culture: |
| called it the 'way we do things around here' | | | | Can It Be a Source of Sustained Competitive |
| (Hampden-Turner, 1990) and the theorists have | | | | Advantage?" Academy of Management Review, |
| called it as the 'collective programming of | | | | Vol. 11, No. 3, pp. 656-665 |
| the mind' (Siew & Kelvin, 2004) which | | | | |
| distinguishes one group from another. Culture | | | | Fiol, C. (1991) "Managing Cultures as a |
| reflects the identifiable components of | | | | Competitive Resource: An Identity-Based View |
| practices, customs, beliefs and values: | | | | of Sustainable Competitive Advantage," |
| | | | Journal of Management, Vol. 17 No. 1, pp. |
| Practices: These represents the surface level | | | | 191-211 |
| of a culture i.e. the visible elements such | | | | |
| as language, etiquette, form of greeting, | | | | Hampden-Turner, C (1990), "Corporate Culture- |
| clothing, and also include the artifacts of | | | | From Vicious to Virtuous circles", The |
| the business i.e. the physical layout. These | | | | Economist books, pg 21-22 |
| practices do have relevance as it greases the | | | | |
| functionality of the organization. Such | | | | Lismen, C.; Margaret, S. and Ed Snape (2004) |
| practices keep the employees motivated, | | | | "In Search of Sustained Competitive |
| concerned and even transform everyone to | | | | Advantage: The Impact of Organizational |
| follow the similar path as everyone in order | | | | Culture, Competitive Strategy and Human |
| to achieve the common corporate objective. | | | | Resource Management Practices on Firm |
| | | | Performance," International Journal of Human |
| Customs: These are the accepted modes or | | | | Resource Management, Vol. 15:1, pp. 17-35 |
| norms of behavior within the organization, | | | | |
| reflecting the values and beliefs, which | | | | Papers For You (2006) "E/B/49. Review of |
| provide guidelines for the way people and | | | | theories on organizational culture", |
| groups, are expected to behave towards each | | | | Available from [22/06/2006] |
| other. These often shape aspects of the | | | | |
| physical appearance of the organization, also | | | | Papers For You (2006) "P/B/309. Why is |
| called the artifacts. | | | | corporate culture important?", Available from |
| | | | [21/06/2006] |
| Beliefs: The assumptions that members hold | | | | |
| about the organization and the situation | | | | Siew Kim Jean Lee, Kelvin Yu (2004), |
| within it- about what practices work well in | | | | "Corporate culture and organizational |
| this business, for example how people make | | | | performance", Journal of Managerial |
| decisions, how teams work together and styles | | | | Psychology; Volume: 19 Issue: 4; 2004 |
| of problem solving. | | | | Research paper |
| | | | |
| Values: Deeply held ideas of members | | | | Smircich, L. (1983) "Concepts of Culture and |
| regarding what constitute right or wrong, | | | | Organizational Analysis," Administrative |
| fair or unfair, thus anything that has | | | | Science Quarterly, Vol. 28, pp. |