Culture in Organizations: Development, Impact and Culture-Mindful Leadership

In: Contributions to Management Science Ser.

Abstract

Intro -- Preface -- Acknowledgments -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- 1.1 The Emergence of the Culture Concept in Management and Organizational Research -- 1.2 Japanese Management Practices -- 1.3 The Culture Concept´s Rise and Set-Back -- 1.4 Resurged Interest in Organizational Culture -- 1.5 Overview of the Book Chapters -- References -- Chapter 2: What Is Culture in the Context of Organizations? -- 2.1 The Concept of Culture Applied to Organizations -- 2.1.1 Culture as an Organizational Variable -- 2.1.2 Culture as a Metaphor -- 2.1.3 Organizational Culture as a Dynamic Construct -- 2.2 Definition and Characteristics of Culture in the Context of Organizations -- 2.2.1 Culture Is the Property of a Group -- 2.2.2 Culture Consists of Basic Beliefs and Manifestations -- 2.2.3 The Different Levels of Culture -- 2.2.4 Culture Influences Organizational Members´ Perception, Thinking, Behaviors, and Emotions -- 2.2.5 Culture Is Based on Experience and Learned -- 2.2.6 Culture Drops out of Awareness -- 2.2.7 Culture Is Passed on to New Organizational Members -- 2.3 Functions of Culture in Organizations -- 2.3.1 Order -- 2.3.2 Orientation -- 2.3.3 Stabilization -- 2.3.4 Meaning -- 2.3.5 Complexity Reduction -- 2.3.6 Organizational Adaptation -- 2.3.7 Internal Coordination -- 2.3.8 Motivation and Identification -- 2.4 Organizational Culture and Related Concepts -- 2.4.1 Organizational Culture Vs. Organizational Climate -- 2.4.2 Organizational Culture Vs. Organizational Identity -- 2.4.3 Organizational Culture Vs. Image, Reputation, and Branding -- 2.5 Some Misconceptions about the Culture Concept Applied to Organizations -- 2.5.1 Myth 1: Not all Organizations Have a Culture -- 2.5.2 Myth 2: Organizational Culture Is Humanization of Work -- 2.5.3 Myth 3: Organizational Culture Refers to Civilization.