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Through organizational case studies conducted at Guangdong University of Foreign Studies in China and Central European University in Hungary, this paper examines academic culture and citizenship in societies transitioning from communist to market-driven social and economic structures. The article presents a new model of citizenship, representing types of citizenship along the dimensions of locally informed to globally informed and individualist to collectivist. Implications emphasize the hybridization of academic culture and a reinterpretation of cosmopolitan professional identity in faculty life, expanding the concept from Gouldner's focus on disciplinary loyalty to commitments in a global sphere. Keywords Global citizenship * Post-communist transition * Academic culture * Faculty, Introduction The establishment of colleges and universities focusing on global engagement as their core mission is an important trend among internationalization initiatives in higher education (Altbach and Knight 2007). Although [...]

As corporations increasingly support America's philanthropic projects, employees are more likely to receive employer-constructed messages touting the importance of giving and volunteering. This case study employs qualitative methods, including interviews, focus groups, and archival data, to examine how one financial institution communicated its philanthropic values to employees. Findings reveal that the employer communicated giving values through repetition and consistency of philanthropic discourse and actions. As a result, employees viewed charitableness as an integral part of the organization's overall value system and used charitable values to make sense of other company practices, even those outside the conventional notions of corporate philanthropy. DOI: 10.1080/1041794x.2010.504449

This comparative case-study examines to what extent telework adoption among line managers in two subsidiaries of the same ICT-multinational in France and the Netherlands mirrors cultural values. In the Dutch case, a formal telework program was discontinued, but managers viewed informal teleworking an established practice fitting Dutch cultural values. In line with expectations, in the French case, the design of the formal telework policy and managers' telework attitudes and telework management-behaviours reflected power distance and uncertainty avoidance to be valued, which reduced telework practice. Moreover, the French managers mentioned collectivist values, work-life balance, and tradition as arguments against telework. However, their perceptions of telework as an unavoidable work practice in a globalizing economy also reflected a long-term orientation. It is concluded that despite institutional pressures leading to cross-cultural convergence in telework adoption, multinationals' global telework programs should remain sensitive to cultural variations, meanwhile taking the local histories of telework adoption processes into account., Introduction Ongoing technological developments are opening up more and more opportunities for distributed working, such as the substitution of home-based telework for commuting to the central office (Mokhtarian and Sato, [...]

CASE DESCRIPTION The primary subject matter of this case concerns PFF Bank and Trust, a fast growing regional bank located in Southern California. Secondary issues examined include the structure of [...]

An in-depth case study examined faculty and administrator perceptions of how online education affected the organizational culture of a large, suburban community college. Findings suggest that in addition to structural [...]

CASE DESCRIPTION The primary subject matter of this case concerns the critical Human Resource Management issues that arise in organizations. Specifically, the case focuses on the role played by legal [...]

INTRODUCTION Implementation theory and research have outgrown the search for a single theory of implementation--an effort that got mired in a top-down, bottom-up debate--and have entered a new era that [...]

The operations of Zara are discussed.

The purpose of this study was to explore whether and how organizational characteristics help explain client outcome variance. This case study of a child welfare agency revealed paradoxical conditions within the agency that reflect complex relationships between its organizational characteristics and client outcomes. These relationships suggest that organizational characteristics have the potential to impact negatively or positively client outcomes via the case managers--the service providers who have the most contact with clients, and who act as a bridge between the clients and the agency. However, the capability of organizational characteristics (e.g., negative working conditions) to adversely impact client outcomes may be diluted by organizational buffers (e.g., co-worker support). These organizational buffers may serve as protective factors for the workers in promoting good work performance to effect desirable outcomes for their clients. KEYWORDS. Human service organizations, client outcomes, family preservation, case managers, case study, mixed methods

An integration team was established to assist in a smooth transition as Mycogen Seeds acquired Cargill Hybrid Seeds. The blending of corporate cultures is discussed.

This study of Raleigh Industries, one of the leading bicycle manufacturers in the world in the immediate post-war years, argues that its business strategy was in part shaped by a managerial commitment to a dominant company culture which was deeply embedded in Raleigh's history. Using the notion of culture as metaphor, the paper examines the way that core values in the company acted as a guide in the setting of organisational goals and, intended or unintended, impinged upon company performance. In many respects, the culture guided the company well, but our study shows a number of ambiguities, tensions and contradictions between culture and strategy which had negative effects on company behaviour. Thus, Raleigh's attachment to personal capitalism constrained its capacity expansion programme, and, while it adopted what appeared to be a progressive education and training policy, it in effect trained workers for the past rather than the future., In the immediate post-war years Raleigh Industries was one of the leading bicycle manufacturers in the world, and from the late 1940s it embarked upon an ambitious business strategy which [...]

The accepted way duties are performed, processes are patterned and problems are solved make up the organizational culture of a workplace. A healthy organizational culture provides opportunities for realization of full potentials of staff, moves leaders in the workplace to develop strong strength of purpose and direction in performing their duties, also encourages enthusiasm about new ideas and adaptation to change. The 21st century public library needs to embrace changes in order to remain relevant in its community by leveraging on its organizational culture which could be adapted to promote innovative services. Non-traditional SMS information services to People Living With HIV/AIDS (PLWHA), offering library services as well as telling the Library's story through the social media, Job search corner, Idea Exchange and collaborations for promotion of literacy and teaching of digital literacy skills which were all introduced in Anambra State Library Board were driven by tapping into three specific aspects of its organizational culture -modes of communication and interactions, adjustment of the bureaucratic structure to embrace teamwork and the reward/support systems. Descriptive survey design was used. The population of the study was made up of seventy seven (77) employees of the Anambra State Library Board. Frequencies, percentages and mean were used to analyze data. Findings indicate that communications/interactions amongst staff and adjusting the bureaucratic structure of the organization to embrace teamwork both yielded positive significant mean values of 3.0 and 2.99 respectively showing that these two aspects of organizational culture encourage innovations more than the reward/support systems which yielded a significant mean value of 2.44. Keywords--organizational culture, innovative services, communication, teamwork, bureaucracy, public libraries, INTRODUCTION Repositioning the public library in Africa so as to increase its visibility, highlight its relevance to the man on the street, to entire communities, the educational system at all [...]

Sainsbury PLC commenced its international diversification program in 1983 upon its acquisition of a 21% stake in Shaw's Supermarkets in New England, USA. The giant food retailer eventually took full control over Shaw's in Jul 1987 though a 261 pounds sterling million purchase. Sainsbury painstakingly transplanted its corporate culture into Shaw's small, underdeveloped regional chain. This resulted in the successful reinvigoration of Shaw's which provided Sainsbury with a long-term vehicle of growth.

The key premise of this article is that normative and prescriptive value orientation collisions are underlying causes of organizational culture conflict. This article explores the premise by examining the American University in Bulgaria (AUBG); an organization rife with internal conflicts between its major internal constituencies of American faculty, Bulgarian administrators, and Bulgarian students. Arguably, the conflict reduced the effectiveness of the school's educational mission. For better understanding of the causes of conflict at AUBG, I examine the normative and prescriptive values of each constituency within the internal cross-cultural context of the institution. Key words: value orientations, organizational culture, organizational conflict; Bulgaria