Culture has always been a concept with many interpretations. These interpretations can vary depending on the type of that industry, the extent of their social development, and the values that govern each company. ُSo, here comes two challenging questions:
1. What is your definition of "culture" in an industrial and organizational scale?
2. How do you think the culture of a particular industry can be changed in today's world?
Dear Milad,
Regarding the first question, you have a classical answer by D.Dennison - https://www.jstor.org/stable/258997?seq=1#metadata_info_tab_contents
For the second question, you need to address not management or organizational studies, but historical anthropology, which defines pre-historic "cultures" by specific remaining artifacts like "tape ceramic culture "which in turn, present the whole set of specific knowledge, tools, habits, beliefs and the way the societies (communities) were organized. You can apply similar instruments and techniques regarding the changing culture of a particular industry. First, you may look at the established and emerging technological processes in a particular industry, next the absorption of new technologies determines the competitiveness of particular firms. Further "the heavy artillery" of industrial organization can be applied to determine the changing structure of an industry within a particular country or globally. Finally, you proceed to common beliefs within and especially about the industry (like the belief that this is "a declining industry") that is also a part of the culture of a particular industry.
Dear Milad,
Regarding the first question, you have a classical answer by D.Dennison - https://www.jstor.org/stable/258997?seq=1#metadata_info_tab_contents
For the second question, you need to address not management or organizational studies, but historical anthropology, which defines pre-historic "cultures" by specific remaining artifacts like "tape ceramic culture "which in turn, present the whole set of specific knowledge, tools, habits, beliefs and the way the societies (communities) were organized. You can apply similar instruments and techniques regarding the changing culture of a particular industry. First, you may look at the established and emerging technological processes in a particular industry, next the absorption of new technologies determines the competitiveness of particular firms. Further "the heavy artillery" of industrial organization can be applied to determine the changing structure of an industry within a particular country or globally. Finally, you proceed to common beliefs within and especially about the industry (like the belief that this is "a declining industry") that is also a part of the culture of a particular industry.
Good Day and good question, Milad.
In the context of change, organizational culture has to be seen as one of four roots for profound systemic innovation (with their respective emphasis) relating to products (utility gaps and chances), processes (effectiveness), relations (social relevance), and, focusing on the question, culture and cultural shifts (adapting and innovating) (source: Garon, 2012, Mortgaging the Meme: Lessons for Financing Disruptive Innovation).
As exemplified in the case of an ongoing Design Science Research (DSR) project aiming for a novel personal and generative Knowledge Management (KM) system (see latest references below), these cultural shifts are closely linked (being affected as well as effecting) to the acceptance of artefacts as a dominant design, the adoption of their provided novel affordances, and the utilization of their generative spawning potential for further downstream inventing and innovating.
Current wanting KM practices are a case in point: Aiming to explicate individuals' tacit knowledge for merely organizational utility, they are often failing to enthuse a skeptical workforce. To re-frame this cultural and technological paradigm, the DSR project alluded to aims to decentralize KM and to strengthen the autonomous role of an individual as contributor to and beneficiary of organizational and societal performances. Appealing to knowledge workers' self-interest in this way is expected to effectively foster a fruitful co-evolution between novel individualized and traditional institutionalized KM Systems.
https://www.researchgate.net/publication/334431858
https://www.researchgate.net/publication/334523656
The culture of organisational is define by their mission and vision. It can changed by positive interventions.
Dear Prof. Igor Gurkov ,
Thank you for sharing your valuable insights with us.
Dear Prof. Ulrich Schmitt ,
Thank you very much for your kind comment and sharing your knowledge with us. Also, the links you shared with us were helpful.
Culture is a fuzzy word. Why not use ‘institution’ for structure and ‘organisation’ for agent? What are the inadequacies in that duality? That definition serves many scholars well, avoiding the use of ‘culture’. Cf. Article Parsing Competitive Dialogue in Public-Private Partnerships:...
The organizational culture in contemporary enterprises, companies, corporations, financial institutions, etc. covers many interrelated spheres of activity in a given organization, from the management model used, through the applied procedures and systems of organization, work, production, logistics, innovation, risk management, etc. to relations with contractors and clients. A well-functioning organizational culture should combine different levels of organization in vertical terms and various departments and departments in a horizontal perspective of organizational structure. An effective two-sided flow of information should be implemented between individual departments, departments, subsidiaries, between individual levels in the organizational structure thanks to a properly designed and functioning organizational culture. In recent years, corporations and large enterprises have been developing and improving processes and systems that create an organizational culture focused on the development of innovation and / or employee participation in the management process, sometimes in combination with simplifying the organizational structure, flattening this structure to increase the effectiveness of the organization. Therefore, in many corporations, the pro-innovative, pro-development, pro-social or pro-ecological culture of the organization is currently being improved. In the future, due to the growing need to carry out ecological reforms, including the development of ecological innovations, an ecological organization culture can be developed and improved in many enterprises. In many enterprises and also public institutions, the culture of organization subordinated to the philosophy of good governance and / or development of e-governance in connection with the implementation of ICT information technologies and advanced data processing technologies Industry 4.0 is improved. In addition, the organizational culture can also be improved in the area of raising the level of security of systems and processes operating in the enterprise. Then, improving the organizational culture in the field of security is implemented by building and constantly updating risk management systems.
Best wishes
Dariusz Prokopowicz
Dear Dr. Dariusz Prokopowicz ,
Thank you for sharing your valuable insights with us.
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. Changing organizational culture is not an easy undertaking. Employees often resist change and can rally against a new culture. Thus, it is the duty of leaders to convince their employees of the benefits of change and show through collective experience with new behaviors that the new culture is the best way to operate to yield success.
Thank you for your comment and sharing your knowledge with us dear Prof. Ali Alhayany .
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