企業(yè)文化的本質與組織績效(文件)
【正文】 有組織都有自己的文化或影響組織成員行為的價值觀，如客服，績效標準，創(chuàng)新能力等。這些措施包括廣泛使用股票期權和對每周工作超過二十小時的員工提供全額補貼。當然，也有很多其他的組織績效應受關注，但這些往往是對一些特殊的公司。由于有可靠的動機，所謂的強勢文化組織被認為有較高的成功率，正如科特和赫斯克特所說，強大的文化說經(jīng)常被認為有助于提高績效，因為它們在員工創(chuàng)造了一個不尋常的動機水平（1992年，第16頁）。 福萊姆霍特茲和蘭德爾，1998年，2000年）。結果所得的數(shù)據(jù)比照后的結果顯示在下圖中。Y軸表示各部門的EBIT（息稅前利潤）值。 Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the pany and (2) the pany’s financial performance.ResultsThe data derived and used in this parison are shown in a graph in Figure 3. The xaxis shows a ‘divisional agreement with corporate culture score.’ This is a measure of the degree of similarity between the desired corporate culture and the culture perceived to exist in each division. It can be viewed as a measure of cultural ‘buyin’ by the divisions. The yaxis presents EBIT values for the various divisions.6 / 7。 Kotter and Heskett, 1992). Explicitly or implicitly, it has been presumed that corporate culture affect
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