Rack BH - Human Dimension - Culture, Climate, Identity - Talking About Organizations Podcast

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Rack BH (Human Dimension): Human Relations School | Org. Culture | Org. Climate | Org. Identity

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What is the Human Dimension of Organization Studies and Why is it Important?

To a great extent, organizations are people. They might be people plus systems, technologies, facilities, structures, and so on, but first and foremost people. Even scientific management and Taylorism, that has been viewed in contemporary times as an impersonal and detached approach to improving work performance, based its concepts on the idea that people could be properly incentivized to increase their output. So the study of people and their relationships with others in the organization, with the work they are performing, and with the societies in which their work impacts has been at the heart of most any subfield in organization studies.

Hence, rather than just embed the people-oriented streams within each literature stream in this resource center, we decided it made more sense to consolidate the various perspectives focused on people here in one place. As an example, the stream on organization culture originated out of the scholarship on organizational development and change from the Hawthorne Studies to sociotechnical systems theory and onward (Schwandt, 2013). This body of work sought to reconcile what was unexplained about why managerially-imposed changes such as new technologies (e.g., Trist & Bamforth’s coal-mining study, Episodes 34 & 114) or efforts to incentivize increased work production through adjustments in pay, work hours, and so on (e.g., Hawthorne Studies, Episodes 9 & 119). It eventually coalesced around notions that in organizations there evolve “ways things are done around here” (Schein, 1990) that can be difficult to overcome.

The human dimension of organizational life has only gotten more important and relevant to scholars in contemporary times where digital transformations are simultaneously increased capabilities and capacities yet arguably disrupting or possibly damaging the social fabric of organizations. From corporate culturalism (Episodes 30 and 49) to the replacement of workers with robots (Episode 68), managerial efforts to improve organization performance raises questions about impacts on job satisfaction (Episode 101), worker commitment (Episode 107), and other people matters.

Some Leading Human Dimension Theories & Concepts

This is just a short list of major concepts focusing on the human dimension of organizations — culture, climate, and identity — with the Human Relations School being a foundational starting point. Each of these streams overlap with other areas in this Aisle of the Resource Center.

The Human Relations School. This school of thought focused on people as the center of productivity, not machines or technology, and as a response to the way productivity was understood and studies during the latter days of the industrial revolution. Beginning with the Hawthorne Studies, Elton Mayo and his followers complied significant research into how paying attention to member needs and desires fostered their greater personal interest and investment in their work. This contradicted the ideas of scientific management that sought to increase productivity through scientific rationalism. Although the title of the Human Relations School is typically attached to the Hawthorne Studies, Elton Mayo, Fritz Roethlisberger and others closely connected to the Hawthorne Studies, its ideas span far beyond — to all those whose research supported two-way communication and member participation as essential elements of organizational success. For example, the socio-technical systems model derived by Eric Trist and Ken Bamforth which we covered in Episodes 34 and 114.

Organizational Culture. The idea of applying the term “culture” to organizational settings came from anthropology where writers such as Kroeber & Kluckhohn (1952) defined culture as “patterns, explicit and implicit, of and for behavior acquired and transmitted.” Edgar Schein (1985) is widely recognized for his extensive work in this area, defining organizational culture as a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration. His three-level framework recognized that the visible “artifacts” of culture — the tangible symbols, stories, and other manifestations — were more malleable than the basic assumptions that were often hidden from direct observation. Other scholars sought to make sense of basic assumptions and how they drive the identities and behaviors of organizations. One is Gareth Morgan’s (1986) Images of Organization (see Episode 41) that identified a series of metaphors that explain how people viewed what an organization is and how to reason about them.

Organizational Climate, Member Commitment, and Job Satisfaction. The aforementioned sociotechnical systems theory identified psychosocial climate as one of the key factors present in organizations, driving how perceptions of the situation among members and leaders can at times overtake the objective realities. Organizational climate was initially presented as a kind of social climate by Lewin et. al (1939), and Argyris (1953) showed through a case study at a bank that it is multi-level and incorporates a complex web of interpersonal relationships within an organizational setting. Although some models of organizational climate arguably overlap with organizational culture, new streams of literature emerged to tease out the feelings, emotions, and connections of members toward their organizations, in other words their “motivation” to work. Constructs of member commitment (Meyer & Allen, 1990) captured three different ways that members identified with their organizations — affective (“I like it here”), normative (“I belong here” or “I owe something to this place”), and continuance (“better to be here than elsewhere”). Meanwhile, various job satisfaction theories have also been introduced such as Herzberg’s two-factor theory of job motivation (see Episode 101) and Hackman & Oldham’s job characteristics theory and their Job Diagnostic Survey (see Episode 77).

Organizational Identity, Image, & Reputation. “Who are we?” This is an important question for organizational leaders and members to ask. In contemporary times, a frequent comment made by sports commentators is how a team stuck in a losing streak has “lost their identity.” Scholars have likewise tried to explain an organization’s cohesion (or lack thereof) in terms of organizational identity. Albert & Whetten (1985; see Episode 47) proposed a three-component construct of organizational “claims” — of the central character of the organization, of its distinctiveness (ostensibly from other organizations), and of its sense of history or “temporal continuity.” Considerable work followed in the 1990s, leading to questions as to the relationship between individual and organizational identity and other empirical challenges (Whetten, 2006). Organization image is the perception of the organization from both members and those external to the organization. Gioia, Schulz, & Corley (1991) composed a six-factor construct of organizational image that includes what what the organization tries to project to the outside and what outsiders reflect back upon the organization. One of these six is organization’s reputation, itself a multi-factor construct that includes how well-known is the organization, what it is known for, and to what extent the organization is liked (i.e., appreciated, tolerated, welcome) (Lange, Lee, & Dai, 2011).

Contemporary Research Areas

A number of “hot topics” in Aisle C touch on human dimension issues and researchers have been interested in both furthering theory development and solving practical organizational problems. For example, discourse on meaningful work (Rack CW), well-being & mental health (Rack CE), and justice & combatting inequity and discrimination (Rack CI) have only intensified in recent years, and the fate and concerns of real people — workers, their families, the communities to which they belong, etc. — lie at the heart of the discussion.

Getting the Most out of Transformation and Change. Organizations are under constant pressures to adapt or else they risk losing their competitive advantage (Megginson, 1963; paraphrasing Darwin’s Origin of Species). Popularized as “Adapt or Die” in numerous books since, this sentiment arguably reflects a growing management culture that prioritizes change over continuity, which is thus cast as complacency, and in turn prioritizes the organization’s survival over the conditions (or plight) of its individual members. While the practical implications of this culture are subjects of significant onsite research, there are also questions about the constructs of organizational culture, climate, identity, and others. For example, Research by Bartels et al. (2006) examines how employees’ identification with the new organization is influenced by the prevailing culture during a merger, while Rahmadania and Herminingsih (2021) explore the influence of organizational culture on employee performance and emphasize the need for organizations to foster a culture that supports change initiatives in order to avoid problems of active member resistance. There is also the question of preparedness or receptivity to change. This is particularly relevant on matters of digital transformation (see Rack CD). For example, Gfrerer et al. explore how perceptions of digital readiness influence change management practices, highlighting the need for organizations to develop cultures that support digital transformation (Gfrerer et al., 2020).

Improving the Organization’s Reputation. Scholars are interested in the extent to which organizational culture and identity shape organizational branding and reputation. For example, Lam et al. (2015) investigate how perceived organizational support influences employees’ organizational identification, suggesting that identity cues gathered from relationships within the organization can significantly impact employee engagement. Sustainability (see Rack CS) is an example of a factor driving the desire for organizations to sustain or protect their reputations. Gandi et al. (2023) explore how organizational culture influences sustainability practices, emphasizing the role of culture in shaping ethical behavior and corporate social responsibility.

Diversity, Equity, Inclusion, and Accessibility. Also see Rack CI. The fields of organizational culture and identity are highly relevant here as efforts to improve inclusivity are often in conflict with organizational realities, and the nature of the conflict is itself in dispute. On the positive side, Ardiansyah et al. (2020) highlight how organizational culture can influence organizational citizenship behavior and turnover intention, emphasizing the need for inclusive practices that embrace diverse identities. On the other hand, named efforts to enhance diversity, equity, and inclusion (under the umbrella of a “DEI” initiative) are controversial, and their impact, effectiveness, and unintended consequences are active research topics (e.g., Agarwal et al., 2024).

Assessment and Measurement of Culture, Climate, and Identity. Research on assessing and measuring organizational culture (and by extension climate and identity) has been prominent for a long time, among them the work of Geert Hofstede who developed dozens of factors and scales of relevance to managers (see Episode 54). There are also plenty of practical tools on the market, such as the Denison Organizational Culture Survey, based on Denison & Mishra (1995). Questions regarding the extent to which such models are helpful and useful (or can be misleading or wrong) are probably always going to be interesting given the general difficulties of identifying stable, quantifiable metrics of human factors (Dauber et al., 2012).

Cultural Narratives and Storytelling. The role of storytelling in shaping organizational culture and identity is also interesting, as organizations often rely on stories to promote its desired organizational culture. Martin et al., (1983) examined and categorized common organizational stories in organizations and found that they have profound effects on members, and that there are often versions of the stories designed either to promote desired behavior or inhibit what is undesired. More recently, scholars are increasingly interested in the use of organizational narratives to promote either stability or change (Vaara, et al., 2016).

Related TAOP Episodes, Events, and Notes

119: Management & the Worker — Roethlisberger & Dickson

We return for another look at the Hawthorne Studies through Fritz Roethlisberger and William Dickson’s 1939 book Management and the Worker. The work chronicles five years of experiments that initially sought the optimal conditions for increased worker performance but evolved into an examination of the social controls that worker exercise over themselves for self-preservation against managerial decisions. It also includes an introspective look into the researchers themselves as they had to design new experiments to make sense of the surprising and contradictory findings. The book is incredibly detailed and laid the foundation for the development of the Human Relations tradition in organization studies.

112: Hierarchies & Promotion – The “Peter Principle”

The diligent administrative assistant moves up to supervisor but fails. The assembly line worker is promoted to foreman but cannot do the job. A teacher earns a deputy principal position in a school but falls flat on their face. Why is that? Why does this seem to happen across organizations? In The Peter Principle, Lawrence J. Peter and Raymond Hull not only provides answers to these questions, they delve into all the possible implications. The Principle goes like this, “In a hierarchy, everyone rises to their level of incompetence.” How they derived this principle the subject of our conversation that explores one of the funniest but more insightful book on the perils of organizational life ever written.

108: Presentation of Self in Everyday Life – Goffman

Erving Goffman’s 1959 book The Presentation of Self in Everyday Life was an important attempt at explaining both apparent and hidden human behaviors across social and organizational settings. Through a comprehensive framework employing theater as a metaphor, he describes the roles of people as performers and members of an audience who try to shape the unfolding situation in ways suitable to their aims. Meanwhile, there is a backstage where people return to being themselves and proceed to set conditions for the next performance, and rules and protocols seek to protect such backstage behaviors from unwanted observation or disclosure. The aim for each person is to be seen in the best or most purposeful light.

105: Manifest & Latent Roles — Alvin Gouldner

Alvin Gouldner wrote the article, “Cosmopolitans and locals: Toward an analysis of latent social roles” in 1957 to propose that through the 1950s latent roles had been seriously overlooked by scholars. Manifest roles, described as those roles and role identities that are directly related to one’s defined position in the organizational structure, had been the sole focus. Latent roles comprised the complementary roles that members made salient but were not officially recognized. Instead, managers might dismiss such roles as “irrelevant, inappropriate, or illegitimate” to recognize formally despite them being essential in the organization’s social fabric

101: The Motivation to Work — Frederick Herzberg

Frederick Herzberg’s “The Motivation to Work” presents the results of over 200 interviews with engineers and accountants working in the Pittsburgh area regarding what satisfied and dissatisfied them on the job. They would find that factors leading to satisfaction, such as achievement and performance, were very different than those leading to dissatisfaction, such as company policies or relationships with co-workers and managers. The result became known as Herzberg’s Two-Factor Theory of Job Satisfaction, also known as the motivator-hygiene theory.

94: Situated Learning – Lave & Wenger

This month, we discuss Jean Lave & Etienne Wenger’s Situated Learning: Legitimate Peripheral Participation, published in 1991. This short but powerful book presents a new way of thinking about adult learning as a social activity in which experienced members of a group or community of practice share their knowledge with new members to perpetuate the group identity. They present five case studies – one by Lave herself with four from other researchers – to help broaden the perspective of how situated learning works social involvement in which newer members are initiated through the exercise of low-risk or controlled tasks.

88: Social Defenses Against Anxiety — Isabel Menzies

This month’s episode examines one of the classic studies from the Tavistock Institute, Isabel Menzies’ “A Case-Study in the Functioning of Social Systems as a Defence Against Anxiety.” This famous study of how a teaching hospital developed odd and somewhat dysfunctional methods for protecting its nurses from anxiety and stress by effectively isolating nurses from the patients to prevent emotional attachment. Nursing students witnessing these methods in practice found them in violation of their expectations regarding care and their professional calling, and were quitting. What were these methods and why did they come about?

78: Patterns of Bureaucracy — Alvin Gouldner

We discuss a classic 1954 book by Alvin Gouldner titled, Patterns of Industrial Bureaucracy. This describes the results of an ethnographic study conducted at a gypsum processing plant that included both a mine and a production line for construction materials. Gouldner and his team uncovered three distinct patterns of bureaucratic rules based on the acceptance and compliance of bureaucratic rules by workers and management – patterns still relevant today.

66: Workplace Isolation – Forester

In this episode (which took place in the early days of the COVID-19 pandemic), we explore the social and emotional impacts to the worker on having to work from home. For some workers, the concept of telework is hardly new. But many other vocations place great value on regular social contact with clients and customers. These include teachers, doctors, lawyers, public servants, and many others. The sudden thrust to teleworking for an unknown period of time has raised questions as to how these workers are coping with the new normal.

59: Theory X and Y – Douglas McGregor

In this episode, we examine Douglas McGregor’s most famous work, The Human Side of Enterprise, that proposed two “theories” encapsulating management assumptions about human behavior. His Theory X described the dominant thinking of the 1950s, where managers held a dim view of employees, who were assumed to be disinclined to work and had to be coerced into doing so. McGregor felt that Theory X led to adversarial relationships between managers and workers, resulting in poorer performance and an unhealthy environment. His Theory Y saw employees as wishing to be challenged and fulfilled if properly empowered and engaged.

54: Measuring Organizational Cultures – Hofstede

We cover Hofstede’s classic 1990 paper, “Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases.” Through surveys and interviews among members of twenty units within ten large organizations, Geert Hofstede’s team proposed six distinct determinants of organizational culture that could be compared and contrasted across all organizations.

53: Taylorism in Motion — Charlie Chaplin’s Modern Times

We discuss Charlie Chaplin’s 1936 film “Modern Times” balances great physical comedy with powerful social commentary. Chaplin portrayed a hapless Worker on an assembly line who is tormented both by supervisors and the work itself. After being subjected to a humiliating experiment intended to improve the line’s efficiency, the Worker runs through a series of rotating jobs, stints in jail, and other misadventures as he tries to find his purpose in life.

49: Engineered Culture and Normative Control – Gideon Kunda

Originally published in 1992, Gideon Kunda’s ethnographic study of a high-tech corporation altered the discourse on organizational culture. “Tech,” the firm being studied, was a firm on the rise and saw itself as a leader and ground breaker in the rapidly growing high-tech industries of the 1980s. But as the firm grew, it began indoctrinating its tried-and-true hard-work formula in aggressive and unhelpful ways.

47: Organizational Identity — Albert & Whetten

“Who are WE?” The pursuit of an answer to this tantalizingly simple question began with a book chapter written in 1985 by organization theorists Stuart Albert and David Whetten. “Organizational Identity” established the construct of identity at the organizational level and described it as the sum of three types of claims — claims of an organization’s central character, claims of its distinctiveness from other organizations, and claims of temporal continuity that tie the present organization to its history.

Milton Hershey and an Organization’s Commitment to its Members

As a contrast to the gig economy discussions of recent episodes, Tom offers an example of an organization and its leader who exercised high organizational commitment to its members. This is the story of Milton Hershey, the founder of both the Hershey Chocolate Factory and the small town that grew from it, then located in a rather remote spot east of Harrisburg, Pennsylvania.

38: Socialization and Occupational Communities – Van Maanen

In this episode, we examine John Van Maanen’s classic ethnographic study of police recruits from an urban police department in the U.S. “Police socialization: A longitudinal examination of job attitudes in an urban police department,” published in Administrative Science Quarterly in 1975, presents Van Maanen’s study on the socialization process of new police officers from their training and indoctrination at the police academy to their early months on the beat.

35: The Managed Heart – Arlie Hochschild

The Managed Heart, originally published in 1983 by Dr. Arlie Hochschild, introduced the concept of emotional labour as a counterpart to the physical and mental labour performed in the scope of one’s duties. The importance of emotional labour is made clear in Dr. Hochschild’s descrption of flight attendants, who regardless of the dispositions of airline passengers, turbulence in the flight, or personal stress is required to act and behave in ways that minimize passenger anxiety and encourage them to fly with that airline again. Thus, the book explores the challenges of stress, protecting one’s personal identity and private life, differentiated (and often unfair) gender roles, miscommunication between supervisors and workers or workers and clients, and others.

34: Sociotechnical Systems – Trist and Bamforth

We discuss important article by Eric Trist and Ken Bamforth, “Some Social and Psychological Consequences of the Longwall Method of Coal-Getting,” published in the journal Human Relations in 1951. Eric Trist was a British social scientist best known for his contributions to the field of organization development and one of the founders of the Tavistock Institute. Ken Bamforth was a miner and industrial fellow of the Tavistock Institute. The article’s subtitle is an examination of the psychological situation and defences of a work group in relation to the social structure and technological content of the work system, and explores how a technological change in the coal-mining industry tore apart the social structure of the workers who were supposed to have benefitted from the change. The technological change in question was the mechanization of the process of mining and extracting coal along a very long face, as opposed to the previous ‘hand-got’ methods where small teams would dig out coal from smaller faces.

Reflections on Wieliczka

Tom reflects on an experience that arose during his preparations for Episode 34 (Trist & Bamforth, 1951). In this post, he reminisces on a bus tour taken in the summer of 2001 from Heidelberg, Germany to the Wieliczka Salt Mines located only a short drive from Krakow. These mines are famous for the salt sculptures and engravings that the miners carved out of the walls as a means of overcoming the harsh and isolated environment.

33: Foreman – Master and Victim of Doubletalk

This episode covered Fritz J. Roethlisberger’s classic 1945 article from Harvard Business Review (HBR), “The FOREMAN: Master and Victim of Double Talk.” The article resulted from a study concerning the dissatisfaction of foremen in mass production industries at the time. Foremen suffered under low pay and poor wartime working conditions. Meanwhile, management addressed the foremen’s concerns through short-sighted “symptom-by-symptom” corrective actions to little effect. As a result, foremen were leaning toward unionization, while management found itself unable to keep pace with the social implications of rapidly advancing technologies on the supervisory structure.

32: Organizational Stupidity with Mats Alvesson and Bjorn Erik Mork LIVE

“Functional stupidity” is the term used by Alvesson and Spicer to describe a strange phenomenon they observed in practice: smart people in organizations that do seemingly not smart things because people are discouraged to think and reflect. Mats Alvesson and Bjørn Erik Mørk sit down with Ralph to talk about functional stupidity and real world implications for nearly an hour after Mats’ keynote speech at the conference.

18: Gig Economy, Labor Relations and Algorithmic Management

We discuss an article by Sarah O’Connor exploring the impact of gig economy and algorithmic management on the employees – what their experience is like, how their work is structured, and whether being a gig economy employee is everything it panned out to be. Gig economy, as well as its benefits and limitations, has been subject to much debate in social policy and labour relations.

17: Tokenism – Rosabeth Moss Kanter

In this episode, we read Rosabeth Moss Kanter’s paper “Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women” (1977) which features as a chapter in her classic book, “Men and Women of the Corporation.” In this article, Kanter explores how interactions within a group or an organization are affected by the different numbers of people from distinct social types. In particular, she focuses on groups with skewed gender ratios: a high proportion of men and a small number of women – the tokens. The study is based on observations and interviews with sales team which had recently started to incorporate women in its workforce and shows how structural factors stifled their potential.

13: Banana Time – Donald Roy

One of the most famous ethnographic works, Banana Time: Job Satisfaction and Informal Interaction describes Donald F. Roy’s experience of working as a drill press operator (as in the picture on this page) for two months. Set against the backdrop of Taylor-inspired Scientific Management, the paper provides a thick description of the setting, the tools of work and, most importantly, behaviour and dynamics of the group of workers whom Roy was assigned to work with.

11: Culture and High Reliability – Bierly and Spender

We discuss Culture and High Reliability Organizing (HRO). While not universally known within management and organization studies, High Reliability is concerned with formal structure and process, as well as informal commitment, motivation and trust. HRO describes a subset of hazardous organizations that enjoy a high level of safety over long periods of time. What distinguishes types of high-risk systems is the source of risk, whether it is the technical or social factors that the system must control or whether the environment, itself, constantly changes.

9: Hawthorne Studies – Elton Mayo

The Hawthorne studies take their name from the Hawthorne works, a factory near Chicago which belonged to Western Electric. Even though these studies are traditionally solely associated with Mayo’s name, most of the experimental work was carried out by Fritz Roethlisberger (his graduate assistant) and William Dickson (head of the department of employee relations at Western Electric). The experiments took place between 1924 and 1932 and were commissioned because the company wanted to understand which was the optimal level of lighting to increase workers’ productivity. Mayo’s work “The Social problems of an Industrial Civilization” (1945) is the text we are reading for this episode. In this book, Mayo reports on a number of his research projects – including the studies in the Textile Mill in Philadelphia and the Hawthorne Studies previously mentioned – and provides an ambitious social commentary on industrial society.

3: Theory of Human Motivation – Abraham Maslow

We discuss “A Theory of Human Motivation” by Abraham H. Maslow, one of the most famous psychology articles ever written. Originally published in 1943, it was in this landmark paper that Maslow presented his first detailed representation of Self-Actualization – the desire to become everything that one is capable of becoming – at the pinnacle of a hierarchy of human needs. What Maslow is most famous for, however, is the pyramid of human needs.

Aisle B – Major Theoretical Perspectives and Schools

Curated list of resources regarding major theories and schools of thought in organization studies. Groups a wide range of theoretical perspectives in line with common categorizations; other perspectives are welcome.

Rack BA — Classic Organization and Management Theory

Curated list of resources regarding the major “classical” theories that initiated the field of organization studies, beginning with Taylorism and scientific management and continuing with the theories Fayol, Weber, and others.

Rack BB1 – Organizational Behavior (Micro-Individual)

Curated list of resources regarding the major theories of organization behavior such as emotions, sensemaking, socialization and organizational climate, and many others.

Rack BB2 — Organizational Behavior (Meso-Groups and Teams)

Curated list of resources regarding theories on groups, teams, and other small collections of individuals within an organizational context, from the worker level to top management teams.

Rack BB3 — Organizational Behavior (Macro-Org/System)

Curated list of resources on open systems theory and its many descendents such as general systems theory, cybernetics, and organizational ecology

Rack BC — Contingency Theory

Curated list of resources regarding the major theories regarding the organizational context and how particular situations influence organizational structures, behaviors, and so on. Includes classic contingency theories and pragmatism.

Rack BD — Organizational Design

Curated list of resources on theories related to organizational structures and design, including control structures, power, and job design

Rack BG — Organizational Development and Change

Curated list of resources regarding various theories regarding the external environment in organizations, such as labor relations, resource dependence theory, and others.

Rack BH – Human Dimension – Culture, Climate, Identity

Curated list of resources regarding sustainability and corporate social responsibility such as sustainable business practices, responses to climate change, sociomateriality, and ethical considerations

Rack BI — Institution Theory

Curated list of resources on theories related to strategic management, including competitive forces models, resource-based perspectives, and organizational strategies and strategic change

Rack BL — Leadership Theories

Curated list of resources on theories related to leadership in organizations including classic trait theory, behavioral theories of leadership, and transactional / transformational leadership

Rack BM – Modern Management Theories

Curated list of resources regarding the major schools of thought and the theoretical perspectives they established. Includes the Carnegie-Mellon School, Aston School, and others.

Rack BQ — Postmodern and Critical Theories

Curated list of resources on postmodernist views of organizations and organizing and contrasting them with the modernist view. Includes critical management studies and complexity theory

References

Agarwal, G. (2024). DEI practices in organizations: Effectiveness, impact, and unintended consequences. Academy of management proceedings. https://doi.org/10.5465/AMPROC.2024.20645symposium

Albert, S., & Whetten, D. A. (1985). Organizational identity. Research in organizational behavior, 7, 263-285.

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18.

Anthropic. (2024). What is the relationship that the fields of organizational culture and identity have with other literature streams in organization studies. Claude (March 2024 version) [Large Language Model].

Argyris, C. (1958). Some problems in conceptualizing organizational climate: A case study of a bank. Administrative science quarterly, 501-520.

Bartels, J., Douwes, R., Jong, M., & Pruyn, A. (2006). Organizational identification during a merger: determinants of employees’ expected identification with the new organization*. British Journal of Management, 17(S1). https://doi.org/10.1111/j.1467-8551.2006.00478.x

Dauber, D., Fink, G., & Yolles, M. (2012). A configuration model of organizational culture. Sage Open, 2(1), 2158244012441482.

Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization science, 6(2), 204-223.

Gandi, G., Rostiati, N., & Roswaty, R. (2023). The effect of organizational culture and compensation on employee satisfaction at PT. Pertamina Unit Business SPBG, Palembang. International Journal of Marketing & Human Resource Research, 4(2), 65-73. https://doi.org/10.47747/ijmhrr.v4i2.1146

Gfrerer, A., Hutter, K., Füller, J., & Ströhle, T. (2020). Ready or not: managers’ and employees’ different perceptions of digital readiness. California Management Review, 63(2), 23-48. https://doi.org/10.1177/0008125620977487

Kroeber, A. L., & Kluckhohn, C. (1952). Culture: A critical review of concepts and definitions. Papers. Peabody Museum of Archaeology & Ethnology, Harvard University.

Lam, L., Liu, Y., & Loi, R. (2015). Looking intra-organizationally for identity cues: whether perceived organizational support shapes employees’ organizational identification. Human Relations, 69(2), 345-367. https://doi.org/10.1177/0018726715584689

Lange, D., Lee, P. M., & Dai, Y. (2011). Organizational reputation: A review. Journal of management, 37(1), 153-184.

Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates.” The Journal of Social Psychology, 10, 271–299. https://doi.org/10.1080/00224545.1939.9713366

Martin, J., Feldman, M. S., Hatch, M. J., & Sitkin, S. B. (1983). The uniqueness paradox in organizational stories. Administrative science quarterly, 438-453.

Megginson, L. C. (1963). Lessons from Europe for American business. The Southwestern Social Science Quarterly, 3-13.

Morgan, G. (1986). Images of organization. Sage.

Rahmadania, S. and Herminingsih, A. (2021). The influence of organizational culture, work motivation, and work discipline on employee performance. Dinasti International Journal of Education Management and Social Science, 3(1), 100-115. https://doi.org/10.31933/dijemss.v3i1.1020

Schein, E. (1985). Organizational culture and leadership. Wiley.

Schwandt, D. (2013). HOL 8703: Human systems change [Course Syllabus]. The George Washington University.

Scite. (2024). What is the relationship that the fields of organizational culture and identity have with other literature streams in organization studies; What are the key foundational works of organizational culture and identity from before 1970; Why are the fields of organizational culture and identity so important for contemporary organization studies; What are major areas of contemporary research in organizational culture and identity. Scite (April 2024 version) [Large Language Model].

Trist, E. L., & Bamforth, K. W. (1951). Some social and psychological consequences of the longwall method of coal-getting: An examination of the psychological situation and defences of a work group in relation to the social structure and technological content of the work system. Human relations, 4(1), 3-38.

Vaara, E., Sonenshein, S., & Boje, D. (2016). Narratives as sources of stability and change in organizations: Approaches and directions for future research. Academy of management annals, 10(1), 495-560.

Whetten, D. A. (2006). Albert and Whetten revisited: Strengthening the concept of organizational identity. Journal of management inquiry, 15(3), 219-234.

The inclusion of external links and resources does not necessarily constitute endorsement by TAOP or any of its members.

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Rack BH (Human Dimension): Human Relations School | Org. Culture | Org. Climate | Org. Identity

Resources: Main Page | Research Methods (A) | Major Theories (B) | Issues and Contemporary Topics (C) | Professional Education (D)

Rack BH – Human Dimension – Culture, Climate, Identity

TAOP Resources Page -- Aisle C (Contemporary Topics and Issues)

Jump to: Importance | Theories | Research Areas | TAOP Episodes | References

What is the Human Dimension of Organization Studies and Why is it Important?

Some Leading Human Dimension Theories & Concepts

Contemporary Research Areas

Related TAOP Episodes, Events, and Notes

Available Resource Pages

References

Jump to: Importance | Theories | Research Areas | TAOP Episodes | References