The Role of Organizational Culture and Climate in Innovation and Effectiveness.
The Role of Organizational Culture and Climate in Innovation and Effectiveness.
复制标题
DOI：
10.1080/23303131.2015.1087770
复制
发表时间：
2015
期刊：
影响因子：
--
通讯作者：
Glisson C
中科院分区：
文献类型：
--
作者：
Glisson C
一个多世纪以来，通过创新提高组织效率的挑战在组织研究和实践中一直发挥着核心作用。早期的改进工作牢牢植根于工业革命，最好的代表是弗雷德里克·泰勒(Frederick Taylor)(1911)的《科学管理》(Science Management)，它基于自上而下的假设，即组织有效性是组织领导人为提高生产率和效率而仔细指定、明确联系和严格控制的个人工作行为的函数。尽管随后的经验研究和对工作行为和绩效的日益复杂的观点对许多早期的假设提出了挑战，但近一个世纪后，利斯贝思·肖尔指出，这些机械论模型的基本哲学在许多人性化服务组织采取的管理方法中仍然显而易见：“作为一个政治体，我们如此渴望，为了消除公务员做错任何事情的可能性，我们使他们几乎不可能做任何正确的事情“(第65页)。当前基于经验的组织创新和效率模型超越了一个世纪前的机械模型，许多人强调，创新和效率既是为了创造最合适的组织社会背景，也是为了实施最新的技术。组织的社会背景与创新和有效性相关这一观点被许多组织领导人接受，社会背景的两个不同维度--组织文化和气候--经常被认为是决定组织在广泛领域的表现的关键因素。研究人员、从业者和新闻媒体已经使用这些术语来解释组织在例如科学(例如NASA)、宗教(例如天主教会)、信息技术(例如Google)、体育(例如NFL)、医疗保健(例如退伍军人管理局)、制造业(例如GM)、媒体(例如BBC)、金融(例如JP摩根大通)、高等教育(例如宾夕法尼亚州立大学)和能源生产(例如BP)方面的表现。尽管文化和氛围这两个术语在上述和许多其他例子中被广泛用于解释组织绩效，但这些术语经常被管理者、研究人员和媒体含糊其辞地使用，甚至不恰当地使用。人们对这些术语的确切含义及其对组织所做工作的明确影响存在混淆。对于那些感兴趣的人来说，这些都是重要的问题
The challenge of improving organizational effectiveness through innovation has played a central role in organizational research and practice for well over a century. The early improvement efforts, firmly rooted in the industrial revolution and best represented by Frederick Taylor’s (1911)“scientific management,” were based on the top down assumption that organizational effectiveness is a function of individual work behaviors being carefully specified, explicitly linked, and tightly controlled by organizational leaders to improve productivity and efficiency. Although subsequent empirical studies and increasingly complex views of work behavior and performance challenged many of these early assumptions, Lisbeth Schorr (1997) noted almost a century later that the underlying philosophy of these mechanistic models was still evident in the managerial approaches taken in many human service organizations:“We are so eager, as a body politic, to eliminate the possibility that public servants will do anything wrong that we make it virtually impossible for them to do anything right”(p. 65).Current empirically based models of organizational innovation and effectiveness transcend the mechanistic models of a century ago and many emphasize that innovation and effectiveness are as much about creating the most appropriate organizational social context as about implementing the latest technology. The idea that an organization’s social context is associated with innovation and effectiveness is accepted by many organizational leaders and two distinct dimensions of social context—organizational culture and climate—are mentioned often as the key factors that determine an organization’s performance in a wide range of areas. Researchers, practitioners and the news media have used the terms to explain organizational performance in, for example, science (eg NASA), religion (eg Catholic Church), information technology (eg Google), athletics (eg NFL), healthcare (eg Veterans Administration), manufacturing (eg GM), media (eg BBC), finance (eg JP Morgan Chase), higher education (eg Penn State), and energy production (eg BP). Although the terms, culture and climate, are widely used to explain organizational performance in these and many other examples, the terms are often used vaguely and even inappropriately by administrators, researchers, and the media. There is confusion regarding the precise meanings of the terms and their explicit effects on what organizations do. These are important issues for those interested in
登录
查看更多内容
DOI：
10.1016/j.jaac.2013.02.005
发表时间：
2013-05-01
影响因子：
13.3
作者：
Glisson, Charles;Hemmelgarn, Anthony;Williams, Nathaniel J.
通讯作者：
Williams, Nathaniel J.
影响因子：
5.9
作者：
Glisson, Charles;Schoenwald, Sonja K.;Chapman, Jason E.
通讯作者：
Chapman, Jason E.
影响因子：
2.1
作者：
Lewin, Kurt;Lippitt, Ronald;White, Ralph K.
通讯作者：
White, Ralph K.
DOI：
10.1007/s10488-007-0148-5
发表时间：
2008-03-01
影响因子：
2.6
作者：
Glisson, Charles;Landsverk, John;Green, Philip
通讯作者：
Green, Philip
影响因子：
10.5
作者：
Verbeke, W;Volgering, M;Hessels, M
通讯作者：
Hessels, M