Organizational culture and occupational culture are powerful forces that drive organizations and their members. This study explores their effects on the perception of managerial accounting terms, as measured by semantic differential scales. The sample comprises two occupational groups (i.e. 64 management accountants and 68 non-financial managers) in ten organizations. Organizational culture is ...

Perceptions of which facets of organizational culture are related to leadership and personal effectiveness were examined using archival data from Canada, Hong Kong, New Zealand, South Africa, the United Kingdom, and the United States. Organizational culture was strongly perceived as being related to both leadership effectiveness (explaining 40% of the variance) and personal effectiveness (24% o...

each organization forms its own culture in which the shared values,beliefs, and behaviours of the members of that organization come together and coalesce over period of time. in due course, the leadership style of the top management, and the norms, values and beliefs of the members combine to form the corporate culture. organizational effectiveness may be increased by creating a culture that ac...

in this research, we analyzed and compared different models of organizational culture that include: harrison (1972) and handy (1978), deal & kennedy (1982), quinn (1988), deashpande (1993), schneider (1994), sonenfield (1373), hellringle & slocum (1994), daft (1998), quinn & cameron (1999), deshpande & farely (2004), denison (2007). we collected these models based on competing value framework. ...

Process innovation is vital, but paradoxical, requiring flexibility and empowerment, as well as control and efficiency. Increasingly, literatures stress organizational culture as a key to process innovation. Yet culture remains an intricate, amorphous phenomenon. In this article, we explore how organizational supportive culture – impact a particular process innovation, the implementation of adv...