Suchergebnisse

The theoretical literature on organizational culture strongly emphasizes the multifacetedness of the construct. Nevertheless, empirical research has tended to focus on independent culture dimensions rather than applying a holistic perspective that conceives organizational culture as a complex collective. We addressed this issue by investigating configurations of organizational culture using fuzzy set qualitative comparative analysis (fsQCA) within organizational units of two organizations. Across the two samples (1170 employees in 89 work units of a financial service provider and 998 employees in 49 work units of a fashion retailer), results indicated that culture dimensions do not operate in isolation, but jointly work together in achieving different effectiveness outcomes. The results further suggested that several cultural configurations can be equally effective in reaching the same outcome, and that a clan culture is most relevant for achieving low employee turnover, while a market-oriented culture is most relevant for achieving financial effectiveness. With respect to more specific configurations of cultural elements, the results showed some congruencies, but were mixed overall. The discussion focuses on theoretical implications and future directions for applying configurational, set-theoretic approaches to analyzing organizational culture.

Abstract
Research on the effectiveness of age-friendly organizational practices tends to focus on older employees' perceptions of these. Drawing on perceptual congruence and psychological contract theory, we hypothesize that leaders' perceptions of these organizational practices are relevant as well. Specifically, we argue that (dis)agreement between leaders' and older employees' perceptions (i.e., perceptual (in)congruence) of organizational practices related to age-friendly organizational climate, management, and work design plays a role in older employees' well-being. Polynomial regression and response surface analysis were applied to a dyadic sample of 484 older employees and their leaders from 100 diverse organizations. Results reveal that leader-employee perceptual congruence on high levels of perceived age-friendly work design was related to higher employee well-being. By contrast, older employees' well-being was lower when leaders evaluated the three age-friendly organizational practices higher than their older employees. Our findings suggest that further theoretical consideration of the role of leader-employee perceptual (in)congruence for aging workforces is needed, and that scholars and organizations should acknowledge the relevance and interplay of different stakeholders' perceptions within an organization.