Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes

By Brian T. Gregory, S. Harris, A. Armenakis, Christopher L. Shook. 2009

597 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/75776e78ab953c2e8c90fbb7b1931227c923159e

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Promise and Problems of Organizational Culture (2014, result): “Similarly, other researchers have made use of pre-existing surveys that were not designed for culture research but, post hoc, relabeled the constructs as “culture” (e.g., Marcoulides & Heck, 1993).”
Examining the Effects of Internal Communication and Emotional Culture on Employees’ Organizational Identification (2020, background): “, 2004) by enhancing organizational effectiveness (Gregory et al., 2009; Ouchi & Jaeger, 1978), employee performance, cohesiveness, and organizational identification (Schrodt, 2002), just to name a few.”
Organizational climate and culture. (2009, unknown): “Studies relied on a variety of fairly traditional outcomes, including objective ﬁnancial measures of performance (e.g., Gregory et al. 2009, Kotrba et al. 2012, Lee & Yu 2004), customer satisfaction (e.g., Gillespie et al. 2008), goal achievement (e.g., Xenikou & Simosi 2006), and top management…”
The relationship between multidimensional organizational culture and performance (2011, methodology): “, 2008) or employee attitude (Gregory et al., 2009).”
The effect of organizational culture on deviant behaviors in the workplace (2019, unknown): “(Gregory, Harris, Armenakis, & Shook, 2009: p. 674).”
Organizational culture, innovation, and performance: A test of Schein's model (2014, background): ““That organizational culture influences firm effectiveness is an assumption implicitly held by many managers and management researchers, although few empirical studies have provided detailed insight into the relationship” (Gregory et al., 2009, p. 683).”
The roles of absorptive capacity and cultural balance for exploratory and exploitative innovation in SMEs (2017, methodology): “We thereby propose to include innovation contingencies in current AC conceptualizations considering the differentiation perspective of organizational culture (Martin, 1992), where an equilibrium of fundamentally competing values of various cultures (Denison &Mishra, 1995; Gregory et al., 2009; Quinn”
The Hospitality Culture Scale: a measure organizational culture and personal attributes. (2011, background): “Althoughorganizational culture has emerged as one of the dominant themes inmanagement studies for the past 25 years (Gregory et al., 2009; Gordon, 1991; Judge and Cable, 1997; O’Reilly et al., 1991; Schein, 1992, 2004; Schnedier, 1990; Sheridan, 1992), there is still no clear consensus with regard t”