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

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
		2.5.4 Myth 4: A Stronger and Homogenous Culture Always Better
	2.6 The Cultural Context of an Organization
	2.7 Summary of the most Central Characteristics of Culture
	References
Chapter 3: The Development of Culture and its Subcultures
	3.1 The Founding Stage: Factors Influencing an Organization´s Culture
	3.2 The Developing Stage of Culture
		3.2.1 Challenges Resulting from an Organization´s Growth for Culture
		3.2.2 The Development of Cultural Knowledge
		3.2.3 Development Stages and Related Challenges
		3.2.4 The Development of Subcultures
	3.3 The Maturity Stage
		3.3.1 The Interplay of Subcultures
		3.3.2 The Development of Rites, Rituals, and Ceremonies
		3.3.3 The Problem of Overdetermined Behavior
		3.3.4 The Problem of Long-Term Success
	3.4 Crisis or Rejuvenation?
	3.5 Crisis or Demise?
	References
Chapter 4: The Influences of Culture on Organizations´ Daily-Life
	4.1 How Does an Organization´s Culture Influence Organizational Life?
	4.2 The Influence of Organizational Culture on Strategy and its Development
	4.3 The Influence of Culture on an Organization´s Design
	4.4 The Influence of an Organization´s Culture on Management Systems and Management Instruments
	4.5 The Influence of Organizational Culture on Leaders and Leadership Processes
		4.5.1 The Influence of Organizational Culture on its Type of Leaders
		4.5.2 Influences of Organizational Culture on Leadership and Leaders´ Behavior
	4.6 The Impact of an Organization´s Culture on Employees
		4.6.1 Organizational Expectations Towards its Employees´ Behavior
		4.6.2 The Influence of Organizational Culture on Employees´ Motivation and Identification
		4.6.3 The Influence of an Organization´s Culture on its Members´ Health
		4.6.4 The Influence of an Organization´s Culture on its Members´ Work Performance
	References
Chapter 5: Culture and Organizational Performance
	5.1 Measuring Organizational Performance and Culture
	5.2 Direct Relationship Between Culture and Performance Indicators
	5.3 Different Kinds of Organizational Cultures and their Relation to Performance Indicators
	5.4 Indirect Relationships Between Organizational Culture and Organizational Performance
	5.5 Interaction Effects
	5.6 Non-Linear and Reciprocal Relationships Between an Organization´s Culture and Performance
	5.7 Are Strong Organizational Cultures Better?
	References
Chapter 6: Situations when an Organization´s Culture Needs Special Attention
	6.1 Fast Growth
	6.2 Stagnation
	6.3 A Change in Leadership
	6.4 Joint Ventures (JV)
		6.4.1 Goals and Prerequisites for Successful Joint Ventures
		6.4.2 Cultural Challenges of Joint Ventures and Ways to Overcome Them
	6.5 Mergers and Acquisitions (MandA)
		6.5.1 The Role of Organizational Culture in MandAs
		6.5.2 What Happens when Different Organizations and their Cultures Merge?
		6.5.3 Creating Conditions for a Successful Culture Integration
	6.6 International Expansion
	6.7 Societal Changes
		6.7.1 Demographic Change
		6.7.2 Changing Values
	6.8 Technological Changes: Digitization
	6.9 Politics
	References
Chapter 7: Understanding and Assessing Organizational Culture
	7.1 Organizational Culture Analysis
		7.1.1 Characteristics of Culture Impacting its Analysis
		7.1.2 Designing a Culture Analysis Process
		7.1.3 Data Collection Methods
		7.1.4 Securing Data Quality
		7.1.5 Making Sense of the Data: Potential Dimensions and Visualization
	7.2 Assessing the Results of a Culture Analysis
		7.2.1 Defining the Required Culture
		7.2.2 Visualizing the Results of a Culture Assessment
	7.3 Examples of a Culture Assessment
		7.3.1 Assumption Analysis
		7.3.2 Issue-Focused Culture Assessment
	References
Chapter 8: Developing and Changing Organizational Culture
	8.1 Challenges and Steps of Culture Development and Change
	8.2 Risk Analysis
	8.3 Strategies for Culture Change
		8.3.1 Need for Revolutionary Change
		8.3.2 Need for Evolutionary Culture Development
	8.4 Implications of a Culture Change Process
		8.4.1 Incremental Vs. Quantum Change
		8.4.2 Steps and Stages in a Culture Change Process
		8.4.3 Individual Differences in Coping with Change
	8.5 Culture Change in Organizations: Peculiarities of Human Systems
		8.5.1 In a Culture Change Process, Individuals May Need to Change
		8.5.2 Isolated Change Initiatives and Interventions Are Set up for Failure
		8.5.3 Resistance Is Part of a Change Process
	8.6 Culture Change Interventions in an Evolutionary Change Process
		8.6.1 Change Interventions Concerning Culture Carriers
			8.6.1.1 Culture-Sensitive HR Planning and Selection
			8.6.1.2 Onboarding of New Organizational Members
			8.6.1.3 Staffing, Promotion, and Transfer
			8.6.1.4 Job Rotation
			8.6.1.5 Education and Training
			8.6.1.6 Management and Leadership Development
		8.6.2 Culture Change Interventions Focusing on the Organizational Context
			8.6.2.1 Organization Design
			8.6.2.2 Compensation and Reward Systems
			8.6.2.3 Management Systems and Instruments
			8.6.2.4 Technologies and Techniques
			8.6.2.5 Architecture and Interior Design
	8.7 Culture Change Interventions in a Revolutionary Change Process
	8.8 Some Concluding Remarks Regarding Culture Change and Development
	References
Chapter 9: Characteristics of Culture Sustaining Competitiveness and Viability
	9.1 Clearly Communicated Identity and Purpose
	9.2 Consistent Strategic (Goal-) Orientation
	9.3 Customer Orientation
	9.4 Learning Orientation and Ability to Adapt
	9.5 Ability to Innovate
	9.6 Utilizing the Potential of all Organizational Members
	9.7 Partnership-Based and Culture-Mindful Leadership
	9.8 Open and Trust-Based Communication
	9.9 Performance Orientation
	9.10 Balanced Stakeholder-Orientation
	9.11 Three Quality Criteria
		9.11.1 Strategic Fit
		9.11.2 Multidimensional Orientation
		9.11.3 Congruence Between Normative Expectations and Practiced Behavior
	9.12 Concluding Comments
	References
Chapter 10: Culture-Mindful Management, Leadership, and Leaders
	10.1 The Role of Managers and Leaders in Culture-Mindful Management and Leadership
		10.1.1 Managers and Leaders Personify an Organization´s Culture
		10.1.2 Leaders Are Role Models
		10.1.3 Leaders Demonstrate the Cultural Priorities
		10.1.4 Leaders Set Standards
	10.2 The Role of the Founder and Leaders at the Top in Culture-Mindful Leadership
		10.2.1 Deciding on the Core Cultural Beliefs and Reviewing them Regularly
		10.2.2 Authentic Communication of the Core Beliefs
		10.2.3 Consistent Reinforcement of the Cultural Beliefs
	10.3 Characteristics of Culture-Mindful Management and Leadership
		10.3.1 Knowledge about the Meaning of Organizational Culture and its Impact
		10.3.2 Cultural Sensitivity
		10.3.3 Valuing the Past while Being Open for Necessary Adjustments and Changes
		10.3.4 Adjusting Cultural Beliefs when Faced with a Crisis
		10.3.5 Dealing Effectively with the Cultural Dynamics
		10.3.6 Handling the Cultural Network
		10.3.7 Designing Culture Appropriate Socialization Processes
	10.4 Characteristics of Culture-Mindful Managers and Leaders
		10.4.1 Culture-Mindful Managers and Leaders Radiate Commitment
		10.4.2 Culture-Mindful Managers and Leaders Set Clear and High Expectations for their People
		10.4.3 Culture-Mindful Managers and Leaders Repeat Important Things Regularly and Consistently
		10.4.4 Culture-Mindful Managers and Leaders Think Positively and Search for Opportunities
		10.4.5 Culture-Mindful Managers and Leaders Explain Situations and their Interrelationships
		10.4.6 Culture-Mindful Managers and Leaders Set Examples and Live the Desired Culture
		10.4.7 Culture-Mindful Managers and Leaders Take Time for their People
		10.4.8 Culture-Mindful Managers and Leaders Pay Attention to Small Things
		10.4.9 Culture-Mindful Managers and Leaders Continue to Learn and Develop Themselves
	References