Adaptations of a global organizational culture in China, the UK and the US: Does social culture make any difference?

This research examined the extent to which organizational subunits of a single organization adapted the organizational culture to different social cultural contexts, and the implications of such adaptations on individual level outcomes. Patterns of observed organizational culture significantly differed in Hong Kong compared to the US and the UK, although most differences were in degree rather than in kind. Respondents indicated no significant differences in job satisfaction, role clarity,stress, turnover intentions or motivation although respondents from Hong Kong reported significantly higher role conflict. Individuals from the UK indicated a higher turnover intention

Adaptations of a Global Organizational Culture in China, the UK and the US: Does Social Culture Make Any Difference?

[[abstract]]This research examined the extent to which organizational subunits of a single organization adapted the organizational culture to different social cultural contexts, and the implications of such adaptations on individual level outcomes. Patterns of observed organizational culture significantly differed in Hong Kong compared to the US and the UK, although most differences were in degree rather than in kind. Respondents indicated no significant differences in job satisfaction, role clarity,stress, turnover intentions or motivation although respondents from Hong Kong reported significantly higher role conflict. Individuals from the UK indicated a higher turnover intention

Simulating Qualitative Research Relating to Values and Lifestyle Segmentation

This study discusses a method for simulating focus-group research regarding the eight prototypic market segments proposed by SRI International’s VALS 2-segmentation system. While the paper does not present the technique in the context of an actual computer simulation, it identifies the key structural elements necessary for such a simulation. It suggests that these might be applied to the development of a research module for a comprehensive marketing simulation game or to a stand-alone simulation exercise for use when discussing either focus group interviews or values and lifestyle segmentation

Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries

Perceptions of which facets of organizational culture are related to leadership and personal effectiveness were examined using archival data from Canada, Hong Kong, New Zealand, South Africa, the United Kingdom, and the United States. Organizational culture was strongly perceived as being related to both leadership effectiveness (explaining 40% of the variance) and personal effectiveness (24% of the variance). Aspects of organizational culture that promote employee fulfillment and satisfaction were uniformly viewed as positively related to leadership and personal effectiveness. The perceived relationship across samples was stronger between organizational culture and leadership effectiveness than between organizational culture and personal effectiveness. The implications of these findings for managers are discussed.Organizational culture National differences Leadership effectiveness Personal effectiveness

Dealing with Power: AN Experiential Exercise Using Movie and Personal Diary Analysis Techniques

Organizations exercise power to enforce formal and informal norms that often conflict with the natural inclinations of individuals who operate within the organizations. This paper presents an experiential exercise that combines insights from exposure to a popular movie with personal diary techniques to sensitize students to the way these norms operate, providing students with insights into how they might survive organizational pressures without losing their sense of power and identity

A Student Exercise for Integrating the Concepts of Power and Motivation

The paper describes a power and motivation exercise, and notes the directions that might be taken to use the exercise to lead into other, related topics, such as leadership

Organizational Factors and Office Workers’ Health After the World Trade Center Terrorist Attacks: Long-Term Physical Symptoms, Psychological Distress, and Work Productivity

Objective: To assess if organizational factors are predictors of workers' health and productivity after the World Trade Center attacks.Methods: We conducted a survey of 750 workers and compared those who had direct exposures to the World Trade Center attacks (south of Canal Street workers; primary victims) with those less directly exposed (north of Canal Street workers; other victims and non-victims).Results: South of Canal Street workers reported headache more frequently than north of Canal Street workers did (P = 0.0202). Primary victims reported headache and cough more frequently than did other victims and non-victims (P = 0.0086 and 0.0043, respectively). Defensive organizational culture was an independent predictor of cough and job stress, and job stress was an independent predictor of on-the-job productivity losses.Conclusion: Organizational variables may modify health and productivity outcomes after a large-scale traumatic event in the workplace.This research was supported in part by the Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health (NIOSH) Grant 5 R21 OH007713-02, and the NIEHS sponsored UMDNJ Center for Environmental Exposures and Disease, Grant NIEHS P30ES005022.This is a non-final version of an article published in final form in Journal of Occupational and Environmental Medicine (50(2):112-25, 2008 Feb) a publication of Lippincott, Williams & Wilkins. The published article is available at http://journals.lww.com/joem/Fulltext/2008/02000/Organizational_Factors_and_Office_Workers__Health.4.asp