Levi R. G. Nieminen

Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys

This review traces the development of survey research methods within the organizational culture tradition and focuses specifically on those instruments that measure the aspects of culture that are related to organizational effectiveness. Our review suggests that the reliability and validity of most instruments in this category is quite limited. This review outlines the recommended logic for the development and validation of culture effectiveness surveys and identifies three key challenges for future culture researchers to address: (1) the confirmatory testing of nested models, (2) the guidelines for aggregating data to the organizational level, and (3) the establishing of criterion-related validity. Using data from the Denison Organizational Culture Survey, we present an empirical illustration of the three challenges identified above and conclude by considering limitations and opportunities for future research.

Managing stakeholders in team‐based innovation

Purpose – Team‐based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has focused primarily on the internal team dynamics that facilitate innovation, paying comparatively little attention to team‐stakeholder dynamics. The purpose of this study is to address this limitation by studying the impact of team‐stakeholder networks and shared cognition on the effectiveness of innovation teams.Design/methodology/approach – This study investigates the knowledge and trust linkages between 51 new product development (NPD) teams and their organizational stakeholders using a mixed methods design that combines network analysis, surveys, and qualitative interviews. Multiple indicators of team effectiveness were collected at various stages of the innovation process.Findings – The results show that effective NPD teams establish knowledge ties with many non‐redundant organizational stakeholders and foster a hi...

Leader-Culture Fit Around the Globe: Investigating Fit as Layered within Organizations and National Cultures

Abstract On a global scale, leadership takes place within a complex environment that is molded both by national culture and organizational culture influences. This chapter explores leader-culture (L-C) fit in this global context. Drawing together distinct perspectives on national culture and organizational culture, we identify potential contingencies of L-C fit across these levels. In addition to identifying key gaps and areas for future exploration, we also discuss the practical uses of fit when selecting and developing leaders. Overall, we argue that researchers and practitioners could benefit from an expanded perspective on cultural fit to simultaneously address aspects of national and organizational culture.

Organizational Culture and Coaching

We draw on examples from research and practice to describe three ways in which coaching and culture are intertwined. To be effective, coaches must understand and adapt to the cultural context, while also increasing the cultural awareness of the individuals they coach. Coaching can also be used to facilitate the cultural transformation of an organization. And finally, there are cases in which the objective of the transformation is to create a “coaching culture” characterized by the core principles and behaviors used by coaches.

Nepotism and organizational homogeneity: How the attraction–Selection–Attrition (ASA) process is accelerated by Nonmerit-Based decision making

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