不要因为表现不佳而责怪组织文化
1University of Tasmania, 80 Argyle St, Hobart, Tasmania, 7000, Australia.
概括
组织文化,指导活动的行为,经常被归咎于表现不佳. 然而,有证据表明,改变文化并不能可靠地提高组织绩效.
科学领域:
- 组织行为 组织行为
- 管理科学 管理科学
- 组织社会学组织的社会学.
背景情况:
- 组织文化包括指导组织内部活动的正式和非正式行为.
- 文化经常被认为是表现不充分或表现不足的原因.
- 旨在改善组织绩效的干预措施往往针对文化变化.
研究的目的:
- 批判性地检查改变组织文化的假设会导致更好的绩效.
- 评估组织中文化变革所实施的战略的有效性.
主要方法:
- 本研究审查了有关组织文化和绩效的现有文献和理论框架.
- 它分析了文化变革倡议与绩效结果之间的因果关系.
- 共同的文化变革策略的有效性是基于经验证据来评估的.
主要成果:
- 有有限的经验证据支持声称组织文化变化直接导致绩效提高的说法.
- 为了促进文化变革而实施的战略往往无法改变组织的基本文化.
- 质疑文化是绩效的主要驱动力,易于改变的假设.
结论:
- 组织文化变化与绩效改进之间的联系尚未得到充分证实.
- 目前的文化转型策略往往是无效的.
- 组织应在实施之前批判性地评估文化作用和变革干预措施的有效性.
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