Abstract
Development of a compelling organizational culture continues to be an imperative for organizations seeking a competitive advantage. Identifying culture deficiencies or gaps is an important step in creating such a culture. For culture development efforts to be successful, leaders must first know the reality of the current organizational culture, however assessing the organizations’ true culture may be more complicated than it appears. Several theoretical frameworks illustrate how highly committed mangers may have difficulty in this regard. The following study links theory with application providing an action research based model of culture assessment. First, the rationale and conceptual model of cultural analysis is provided based on past research. Next, a five-step model analyzing ten cultural areas is proposed, and recommendations are provided for implementation.
Highlights
As competition increases and customers become more demanding, organizational leaders are faced with the dilemma of creating a sustainable competitive advantage
In organizations that provide services, customer perceptions are critical for success and culture may be an even more important variable as it has been linked to work-related attitudes (Bimbaum & Sommers, 1986), and can influence individual and group behavior (Trefry, 2006)
What do the physical components of the organization say about the culture? Is there consistency behind the scenes? How does it feel?
Summary
As competition increases and customers become more demanding, organizational leaders are faced with the dilemma of creating a sustainable competitive advantage. One method of developing such an advantage is to actively build a compelling organizational culture This may true in organizations where stakeholders deal directly with customers. Mainstream examples of cultural disparity abound with problem companies such as Enron, BP and Home Depot In these troubled organizations, espoused values were in direct conflict with actual organizational practices. A full section focused on disparities in leader perceptions of organization culture is provided to further support the importance of the audit. In this more complete paper, examples of fieldwork using the model are provided as well. It is hoped that this effort can be used in taking a proactive approach to improving organizational effectiveness as well as a means for diagnosing the source of chronic organizational problems
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