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Organizational effectiveness as a so...

de Capitani, Alberto.

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Organizational effectiveness as a sociality constructed criterion. A study of the relation between culture and the meaning of organizational effectiveness in a large multinational organization.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Organizational effectiveness as a sociality constructed criterion. A study of the relation between culture and the meaning of organizational effectiveness in a large multinational organization./
作者:	de Capitani, Alberto.
面頁冊數:	232 p.
附註:	Source: Dissertation Abstracts International, Volume: 55-07, Section: A, page: 1901.
Contained By:	Dissertation Abstracts International55-07A.
標題:	Education, Social Sciences. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9431669

Organizational effectiveness as a sociality constructed criterion. A study of the relation between culture and the meaning of organizational effectiveness in a large multinational organization.
de Capitani, Alberto.

Organizational effectiveness as a sociality constructed criterion. A study of the relation between culture and the meaning of organizational effectiveness in a large multinational organization. - 232 p.

Source: Dissertation Abstracts International, Volume: 55-07, Section: A, page: 1901.

Thesis (Ed.D.)--The George Washington University, 1994.

The main objective of this study was to explore how organizational cultures influence perceptions of organizational effectiveness. A related question was how subjective interpretations of organizational effectiveness are related to the objective purposes and requirements of an organization.Subjects--Topical Terms:

1019148
Education, Social Sciences.

Organizational effectiveness as a sociality constructed criterion. A study of the relation between culture and the meaning of organizational effectiveness in a large multinational organization.
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245 1 0 $a Organizational effectiveness as a sociality constructed criterion. A study of the relation between culture and the meaning of organizational effectiveness in a large multinational organization.
300 $a 232 p.
500 $a Source: Dissertation Abstracts International, Volume: 55-07, Section: A, page: 1901.
500 $a Director: David R. Schwandt.
502 $a Thesis (Ed.D.)--The George Washington University, 1994.
520 $a The main objective of this study was to explore how organizational cultures influence perceptions of organizational effectiveness. A related question was how subjective interpretations of organizational effectiveness are related to the objective purposes and requirements of an organization.
520 $a Data were collected through a survey of World Bank managers and staff, administered to a random sample of 25% of the total population (N = 1978). Factor analyses (principal component method; varimax rotation) were conducted to determine whether the dimensionality of culture and effectiveness-related items paralleled that obtained by G. Hofstede and R. E. Quinn, respectively. Analyses of variance (ANOVA) of the factor scores thus obtained provided some support to the hypothesis that nationality, role and function contribute to the creation of different organizational subcultures, each of which affects in different ways the social construction of the concept of organizational effectiveness. A higher-order factor analysis showed, in particular, that the cultural dimensions of Uncertainty Avoidance and Power Distance are related to the degree to which organizational actors tend to emphasize either the open systems or the internal process perspective of organizational effectiveness. The analysis also revealed a relationship between Achievement Orientation and Individualism, on one hand, and the relative emphasis placed by employees on goal attainment or human relations as "competing" dimensions of organizational effectiveness.
520 $a The study argues that the theory of organizational culture can not only strengthen the theoretical foundations of Quinn's Competing Values Model of organizational effectiveness, but can also help to establish a link between the interpretive and the functionalist paradigms of organizational effectiveness. The process of organizational learning appears to be the main vehicle through which the functional prerequisites of a social system contribute to shaping the subjective schemas that organizational actors use in making assessments of organizational effectiveness. As functional prerequisites evolve as a result of changes in competitive environments, customers' requirements, societal expectations and the institutional setting, adaptive responses are required of the organization, which depend on organizational learning. In this sense, the analysis converges with the conclusion that the effectiveness of an organization is determined by its long-run adaptive capacity and that the adaptive capacity is ultimately a matter of congruence between performance and learning in each of the functions of the social system.
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791 $a Ed.D.
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