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This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross‐section of firms in the USA. Cameron and Freeman's (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.

Prior research emphasizes how organizational culture can hinder organizational adaptation. In this study, we investigate how organizational culture can help promote organizational adaptation to environmental changes, using a formal model from cultural evolution theory. In the model, organizational members face a trade-off between innovating versus following tradition (because environmental changes are uncertain). Members can also decide to help others who are following the tradition, thereby improving its diffusion. Organizational leaders shape the culture of their organization, which influences members' decisions to choose innovation or tradition or to help others following tradition. Culture comprises two dimensions: beliefs and prosocial values. We find that increasing the accuracy of beliefs leads to improvements in both innovation and following tradition, thereby mitigating the trade-off between them and boosting adaptation and performance. On prosocial values, we find that increasing their intensity reduces the cost of following tradition but at the expense of reduced adaptation, resulting in an inverted-U relationship between intensity of prosocial values and performance. Overall, we show how leaders can fine-tune the dimensions of organizational culture to foster improvements in adaptation and performance. The formal model we introduce is novel to the literature and offers a way of studying adaptation to a changing environment and to incorporate social learning into models of adaptation under bounded rationality. Funding: J. Poblete was supported by Instituto Sistemas Complejos de Ingenieria [Grant ANID PIA/PUENTE AFB230002]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16791 .

Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- List of figures -- 1 Introduction: rethinking organizational culture -- 2 Foundations of cultural studies -- 3 The pre-history of organizational culture -- 4 Models of organizational culture -- 5 Sexism, racism, and other common cultural practices -- 6 Redeeming organizational culture: stories and storytelling -- 7 Concluding comments -- Bibliography -- Index.

Purpose
The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace.


Design/methodology/approach
A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method.


Findings
Results suggest individuals' perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals' attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination.


Originality/value
This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors' knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.

This study aims to explore the effects of Organizational Culture on organizational commitment of Civil Servants in an Indonesia context. The sample comprised of 71 Civil Servants working at Cilegon City Government in Indonesia which were selected by a multistage stratified sampling method. A scale that aimed to measure the Civil Servant's Organizational Culture and their organizational commitment was used to collect data. Mean scores, Pearson moment correlation coefficients, and simple linear regression analyses were carried out to analyze data. The Findings Short that Positive relationships between organizational culture and organizational commitment. The results indicated that organizational culture was a significant predictor of organizational commitment.

Increased international trade and competition has encouraged organizational analysts to look into the role of location, in other words the institutional frameworks, and their underlying cultural base, of competing countries. This article proposes the discipline of hermeneutics for the realization of this task. The hermeneutic tradition of taking into account context and past history in understanding the basis of institutional frameworks is presented as being particularly useful The example of French organizational characteristics serves as an illustration of this method, as these characteristics are related to history, contextual elements and other aspects of French society. Consideration is then given to the evaluation of a hermeneutic interpretation.

This paper draws on ongoing qualitative research on a sericulture project in Bangladesh to explore the ways in which the concept of organizational culture -- which is rarely considered within the analysis of development interventions -- can help reveal the complex roots of sustainability problems within multiagency rural development projects. The approach focuses both on local organizational realities & on power in the relationships that link project actors & process with wider systems & structures. It was observed that many of the initial project meanings have gradually fragmented over time, despite the earlier coherence expressed through the formal project culture expressed through documents & other artifacts. 1 Figure, 23 References. [Copyright 2003 Sage Publications, Inc.]