Open Access
Subscription Access
Open Access
Subscription Access
Organisational Culture: A Case Study
Subscribe/Renew Journal
Culture plays an important role in the performance of the organisation and in how potential employees perceive the company as an employer. A review of organisational culture and the lessons learnt from other successful organisations is imperative for the growth of the organisations. With the Schein’s model of organisational culture as a theoretical framework, this paper discusses the employee-centric culture of Asia Pacific International Limited (APIL). The paper reviews the strengths and weaknesses of APIL in terms of its organisational culture. The paper would then discuss the case-studies of two successful organisations, J.C Penny and Infosys, both of which have a strong employee-centric culture like APIL. Based on the lessons learnt from these two case studies, we recommend a few organisational changes in the culture of APIL, which would lead to the success and growth of APIL.
Keywords
Organisational Culture, Norms, Artifacts, Values, Human Capital Management.
Subscription
Login to verify subscription
User
Font Size
Information
- Barley, S. R., Meyer, G.W., & Gash, D. C. (1988). Cultures of culture: Academics, practitioners, and the pragmatics of normative control. Administrative Science Quarterly, 33(1), 24-60. Deal, T. E., & Kennedy, A. A. (1983). Corporate cultures: The rites and rituals of corporate life. Business Horizons, 26(2), 82-85. Cummings, T. G., & Worli, C. G. (2009). Theory of Organizational Development and Change, 9th ed, Delhi: Cengage Learning. Deresky, H. (2009). International Management: Managing Across Borders and Cultures Text and Cases, 6th ed. New Jersey, NJ: Pearson Education Inc. Delong, T. J. (2006). Infosys (A) Strategic Human Resource Management, Harvard Business School-9-406-010, 1-11 Dowding, H. (2002). Dowding’s Model for Managing Organisations. Cirencester: Management Books Drucker, P. F. (1994). The Practice of Management, NY, New York: Evanston Edgar, H. S. (1997). Organizational Culture and Leadership, 3rd Ed. SA, San Francisco: Jossey-Bass. Gallagher, T. (2001). The value orientations method: A tool to help understand cultural differences. Journal of Extension, 39(6). Retrieved from http://www.joe.org/ joe/2001december/tt1.html. Handy, C. B. (1985). Understanding Organizations, 3rd Ed., Oxford, Oxford University Press Hill, C.W. L., & Jones, G. R. (2001). Strategic Management, Boston, MA: Houghton Miffl in College Div. Hill, C.W. L., & Jones, G. R. (2009). Strategic Management Theory: An Integrated Approach, 9th ed. OH, Mason: South Western Cengage Learning. Hofstede, G. (1980). Culture’s consequences: International differences in work related values. Journal of Economic Psychology, 7(2), 249-256. Johnson, G. (1988). Rethinking Incrementalism. Strategic Management Journal, 9(1), 75-91. Offerman, T., Sonnemans J., & Schram A. (1996). Value orientations, expectations and voluntary contributions in public goods. The Economic Journal, 106(437), 817–845. O’Reilly, C. W., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profi le comparison approach to person-organization fi t. Academy of Management Journal, 34 (3), 487-516. Purkayastha, D. (2007). Remaking JC Penney’s organizational culture. ICFAI Center for Management Research (ICMR), 1-18 Williams, A., Dobson, A. P., & Walters, M. (1993). Changing Culture: New Organisational Approaches, London: Iinstitute of Personal Management (IPM)
Abstract Views: 529
PDF Views: 0