Cultural Inertia and Uniformity in Organizations

Cultural Inertia and Uniformity in Organizations 1

We analyze aspects of the structure of organizational culture. We show that old and culturally uniform organizations are prone to cultural inertia, that is, they are reluctant to adopt a different culture in response to a change in the environment. Cultural uniformity can be beneficial because the associated inertia ex-post protects and therefore ex-ante encourages culture-specific investments ...

Cultural changes in urban management and nongovernmental organizations (NGOs)

Problem and objective: Analysis of cultural challenges and presenting appropriate strategies for coping therewith, as much as is necessary will be a hard work and access thereto is difficult. Investigation of cultural changes and its relationship with NGOs and presenting an appropriate strategy for coping therewith is the topic of this study. Nowadays, the greatest threat against us is cultural...

role of cultural iran in promotion of multilaieralism in central asia and caucasus

cultural iran is a scope that is more extended than the political territories of iran as a political unit. this concept means that cultural geography(mehdi moghanlo-1383-1) of iran is greater than its political geography which, according to history, has a long history extending west-east from kandahar to the euphrates and north-south from the persian gulf to the caucasus including transoxiana a...

Organizations and Management in Cross-cultural Context

Qualitative Explanation of Cultural and Environmental Factors Reducing Organizational Silence in Social Service Organizations

INTRODUCTION: The efficiency and development of any organization largely depend on the proper use of human resources. In today's organizations, to reduce organizational silence, employees express their ideas and share their views to increase organizational efficiency. This study was conducted to qualitatively explain the cultural and environmental factors that reduce organizational silence in g...