British Journal of Management‚ Vol. 13‚ 31–49 (2002) The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes* L. C. Harris and E. Ogbonna Cardiff Business School‚ Cardiff University‚ Colum Drive‚ Cardiff CF10 3EU‚ UK email: HarrisLC1@Cardiff.ac.uk The topic of managing culture has been central to organizational culture research for the last two decades. Although critical theorists argue that culture management efforts are prone to unintended consequences‚ few empirical
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significant influence of marketing function over strategic decision-making and outweighing the authority of other functions within organizations suggest that other professionals are not employed to manage these functions (Homburg et al. cited in Harris & Ogbonna 2003‚ p. 487). In conclusion‚ it has been shown from the above that the province of marketing clearly encompasses the management of people‚ processes and physical environment of businesses within organizations BIBLIOGRAPHY American
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The fact and fantasy of organizational culture management: a case study of Greek food retailing Cardiff Business School‚ Cardiff University‚ Colum Drive‚ Cardiff‚ CF10 3EU‚ UK Abstract The management‚ manipulation or interference in organizational culture has become central to many theories and prescriptions of management. However‚ despite frequent prescriptions to manage culture in diverse national contexts‚ little empirical evidence has been forwarded in contexts other than the UK and
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European Journal of Marketing Emerald Article: The organizational barriers to developing market orientation Lloyd C. Harris Article information: To cite this document: Lloyd C. Harris‚ (2000)‚"The organizational barriers to developing market orientation"‚ European Journal of Marketing‚ Vol. 34 Iss: 5 pp. 598 - 624 Permanent link to this document: http://dx.doi.org/10.1108/03090560010321956 Downloaded on: 25-12-2012 References: This document contains references to 87 other documents Citations:
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In the study of management of organisations‚ the culture of organisation has become a vital theme in this field. This essay examines why organisational culture is considered as one of the most important factors to organisational success by explain three viewpoints. First is how organisational culture improves the effectiveness of the organisation. Second‚ organisational culture can be a source of competitive advantage. Third‚ organisational culture has influence on organisational creativity and innovation
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To what extent can organisational culture be managed? Is organisational culture critical to the success of an organisation? Within the field of management‚ the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture‚ a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values‚ beliefs‚ assumptions and symbols that define the way in which an organisation conducts and
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CULTURE AND IDENTITY WORD COUNT: 2‚241 28/11/13 Introduction Culture‚ this is a way that an individual attaches themselves to a certain community from which they are from‚ a way in which an individual is brought up based on what that community believes in; according to theorists culture is “the shared philosophies‚ ideologies‚ values‚ assumptions‚ beliefs‚ expectations‚ attitudes and norms that knit a community together…” Meek (1988‚ p.457) when considering an organisation‚ the
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old regulations as a belief of their cultural persistency. Organizational culture‚ therefore‚ can be seen as the shared values‚ norms‚ belief and assumptions that an individual hold in common with members within a corporate firm or social group (Ogbonna‚ 1992). This essay is aimed to establish that organizational culture is manageable. By taking one of Linda Smircich’s approaches (1983)‚ culture is seen as a dependent variable that an organization has. It is possible to argue that culture can
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applied‚ and in many cases the definition utilised is paired with a most suitable methodology according to the researcher (Burrell and Morgan 1979‚ Ogbonna 1990 and Smircich 1983). These disagreements on the nature and scope of organisational culture have contributed strongly to the inconclusiveness of research conducted on the subject (Harris and Ogbonna 2000‚ Lim 1995). In order to examine the extent to which culture can be managed however‚ a generalised concept of ‘culture’ must
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The preferred strategy to increase sales of a repertoire brand is to seek new customers in order to gain a larger market share. First and foremost‚ many marketers considered brand loyalty as the central theme in formulating marketing strategy for the various market types. Organizations with larger base of loyal customers ’ have been associated with greater profitability and higher rates of return of investment (Buzzell et al. 1975‚ p. 98). The measurement of brand loyalty varies in different
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