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Numerous outcomes have been associated either directly or indirectly with organizational culture. The relationships between organizational culture and various outcomes include organizational performance, employee commitment, and innovation. A healthy and robust organizational culture is thought to offer various benefits, including: [57] [58]
Within and across countries, individuals are also parts of organizations such as companies. Hofstede acknowledges that "the […] dimensions of national cultures are not relevant for comparing organizations within the same country". [5] In contrast with national cultures embedded in values, organizational cultures are embedded in practices.
Hall proposed a "spectrum" of national cultures from "High-Context cultures" to "Low-Context Cultures. [23] Cultural context can also shift and evolve. For instance, a study has argued that both Japan and Finland (high-context cultures) are becoming lower-context with the increased influence of Western Europe and United States culture. [24]
Hofstede was a researcher in the fields of organizational studies and more concretely organizational culture, also cultural economics and management. [5] He was a well-known pioneer in his research of cross-cultural groups and organizations and played a major role in developing a systematic framework for assessing and differentiating national cultures and organizational cultures.
7 Dimensions of Culture. Trompenaars's model of national culture differences is a framework for cross-cultural communication applied to general business and management, developed by Fons Trompenaars and Charles Hampden-Turner. [1] [2] This involved a large-scale survey of 8,841 managers and organization employees from 43 countries. [3]
Schein's model of organizational culture originated in the 1980s. Schein (2004) identifies three distinct levels in organizational cultures: artifacts and behaviours; espoused values; assumptions; The three levels refer to the degree to which the different cultural phenomena are visible to the observer. Artifacts include any tangible, overt or ...
Organizational culture reflects the values and behaviors that are commonly observed in an organization. Investigators who pursue this line of research assume that organizations can be characterized by cultural dimensions such as beliefs, values, rituals, symbols, and so forth. [ 59 ]
Safety culture – the way in which safety is managed in the workplace, which often reflects "the attitudes, beliefs, perceptions and values that employees share in relation to safety." Tea culture; Trash culture; Urban culture; Vernacular culture; Women's culture (Cultural feminism) [10]