This book examines the relationship between organizational culture and ethical practices among NGOs in Kenya. It highlights the need for greater oversight and anti-corruption policies to better control corrupt practices from within and avoid adverse implications and financial effects due to a lack of accountability and unethical behaviors.

A multidimensional measure of ethical culture was examined for its relationship to person–organization fit, ethical intent and organizational citizenship behavior, using a sample of 525 employees from the financial industry in Spain. As hypothesized, relative to studies using unidimensional assessments, our measure of EC was more strongly related to ethical intent and organizational citizenship. Also, significant differences were found in the degree to which each the EC dimensions related to both ethical intent and OCB. Finally, in a first (...) for the literature, we demonstrated the important role of overall P–O fit in connection with EC, ethical intent, and organizational citizenship. Specifically, as hypothesized, P–O fit moderated positively the association between EC and ethical intent, but mediated the EC–OCB relationship. (shrink)

Employing three methods of assessing meaning, this book demonstrates that the thousands of human identities in English coalesce into groups that are recognizable as role sets in the contemporary social institutions of economy, kinship, religion, polity, law, education, medicine, sport, and arts. After establishing a theoretical and a methodological framework for his empirical work, David Heise presents the results obtained when meanings are assessed via dictionary definitions, collocates, and word associations. A close comparison of the results reveals that similar outcomes (...) are obtained through each of these three different approaches of defining meaning. The final chapter summarizes the study, considers the benefits and limitations of studying society via language, and applies the results to describing how individuals operate social institutions via their daily social interactions. Aspects of this book will be of interest to social psychologists, sociologists, and linguists. (shrink)

The introductory essay to this collection correctly observes that there are many “challenges for rapprochement” between anthropology and (the rest of) cognitive science. Still, the possibilities of fruitful interchanges provide some hope for the parties getting back together, at least on an intermittent basis. This response offers some views concerning the “incompatibility” of psychology and anthropology, reviews why cognitive anthropology drifted away from cognitive science, and notes two areas of contemporary interest within cognitive anthropology that may lead to a re-engagement.

A just culture is a culture of trust, learning and accountability. It is particularly important when an incident has occurred; when something has gone wrong. How do you respond to the people involved? What do you do to minimize the negative impact, and maximize learning? This third edition of Sidney Dekker's extremely successful Just Culture offers new material on restorative justice and ideas about why your people may be breaking rules. Supported by extensive case material, you will (...) learn about safety reporting and honest disclosure, about retributive just culture and about the criminalization of human error. Some suspect a just culture means letting people off the hook. Yet they believe they need to remain able to hold people accountable for undesirable performance. In this new edition, Dekker asks you to look at 'accountability' in different ways. One is by asking which rule was broken, who did it, whether that behavior crossed some line, and what the appropriate consequences should be. In this retributive sense, an 'account' is something you get people to pay, or settle. But who will draw that line? And is the process fair? Another way to approach accountability after an incident is to ask who was hurt. To ask what their needs are. And to explore whose obligation it is to meet those needs. People involved in causing the incident may well want to participate in meeting those needs. In this restorative sense, an 'account' is something you get people to tell, and others to listen to. Learn to look at accountability in different ways and your impact on restoring trust, learning and a sense of humanity in your organization could be enormous. (shrink)

We build on limited research concerning the mediation processes associated with the relationship between ethical culture and employee outcomes. A multidimensional measure of ethical culture was examined for its relationship to overall Person-Organization (P–O) fit and employee response, using a sample of 436 employees from social economy and commercial banks in Spain. In line with previous research involving unidimensional measures, ethical culture was found to relate positively to employee job satisfaction, affective commitment, and intention to stay. (...) New to the literature, ethical culture was also found to be associated positively with employee willingness to recommend the organization to others. These effects were observed even when perceptions of P–O fit were controlled. Importantly, ethical culture was also positively related to overall P–O fit, which in turn, partially mediated the relationship between ethical culture and employee outcomes. Our findings add to studies that focus on the importance of the degree of ethical congruence between the individual employee and the organization. They suggest that ethical culture, with its expected impact on virtuousness and emotional well-being, will positively influence outcomes independently of the degree to which there is a match between employee and organizational values. (shrink)

Life, said William James, is a series of flights and perchings. Action is the process of life, and when its natural tempo or freedom is blocked or thwarted, the costs are those of life. Action is the goal-seeking behavior of the organism. All organisms have “goals”; without them they perish. Goals function as satisfiers of needs; without such satisfaction there is no life. Goal-directed action makes claims upon the organism's environments, and the levies are the stuff of life. Action is (...) commerce with a milieu; “drives”—or any other motivational terms—only suggest the intensity and the form of that exchange; “death” is its cessation. The whole organism is involved, and the involvement is insistent, recurring, cyclical: it is the whole body which acts. (shrink)

Previous scholarship has focused on inductive and deductive patterns as the two predominant modes of reasoning. In this paper, we argue that there are many ways that people from diverse cultures organize their justificatory reasoning in conversation with others and that these patterns are connected, in part, to cultural beliefs and values. We report on a study of people who identify themselves as being in one of four cultural groups: African Americans, Asian Americans, Asians, and European Americans. The types of (...) organization they used in their conversations included deductive, inductive, abductive, and narrative patterns. Abduction occurred as often as induction and deduction across groups. Narratives were used equally by all of the groups, but they occurred less frequently than the other types. Asian Americans used inductive patterns more than other types, and Asians were most likely to reason deductively. These choices did not appear to have an effect on partners' judgments, although Asians received the lowest appropriateness ratings, and both Asians and Asian Americans were given the lowest effectiveness ratings. (shrink)

The main aim of the present study was to examine whether an ethical organizational culture is associated with sickness absence in a Finnish public sector organization at both the individual and work unit levels. The underlying assumption was that employees working for organizations that are characterized by a strong ethical organizational culture report less sickness absence. The sample consisted of 2192 employees from one public sector city organization that included 246 different work units. Ethical organizational (...) class='Hi'>culture was measured with the Corporate Ethical Virtues scale covering eight sub-dimensions. Sickness absence was inquired by asking the participants to report how many days they had been absent from work because of their own sickness over the past year. Multilevel structural equation modelling showed that, at the individual level, perceptions of a strong ethical organizational culture were associated with less sickness absences after controlling for the background factors. This link was not found at the work-unit level. The findings indicate that an ethical organizational culture plays a significant role in enhancing employee well-being measured as sickness absence. It seems that especially supervisor’s ethical role modeling and possibilities to discuss about ethical issues are important factors in preventing sickness absence in the organizations. (shrink)

Studies on the ethical culture of organizations have mainly focused on ethical culture at the organizational level. This study explores ethical culture at the team level because this can add a more detailed understanding of the ethics of an organization, which is necessary for more customized and effective management interventions. To find out whether various teams within an organization can have different ethical cultures, we employ the differentiation perspective and conduct a survey of 180 teams (...) from one organization. The results show that there are significant differences between the ethical cultures of teams. These differences are relevant given the different relationships that were established between high and low clusters of team ethical culture and two outcome variables. The results also show that the dimensions of ethical cultures among teams have different patterns, which indicates the usefulness of using a multidimensional scale for capturing further differences among team ethical cultures. (shrink)

Studies on the ethical culture of organizations have mainly focused on ethical culture at the organizational level. This study explores ethical culture at the team level because this can add a more detailed understanding of the ethics of an organization, which is necessary for more customized and effective management interventions. To find out whether various teams within an organization can have different ethical cultures, we employ the differentiation perspective and conduct a survey of 180 teams (...) from one organization. The results show that there are significant differences between the ethical cultures of teams. These differences are relevant given the different relationships that were established between high and low clusters of team ethical culture and two outcome variables. The results also show that the dimensions of ethical cultures among teams have different patterns, which indicates the usefulness of using a multidimensional scale for capturing further differences among team ethical cultures. (shrink)

Studies on the ethical culture of organizations have mainly focused on ethical culture at the organizational level. This study explores ethical culture at the team level because this can add a more detailed understanding of the ethics of an organization, which is necessary for more customized and effective management interventions. To find out whether various teams within an organization can have different ethical cultures, we employ the differentiation perspective and conduct a survey of 180 teams (...) from one organization. The results show that there are significant differences between the ethical cultures of teams. These differences are relevant given the different relationships that were established between high and low clusters of team ethical culture and two outcome variables. The results also show that the dimensions of ethical cultures among teams have different patterns, which indicates the usefulness of using a multidimensional scale for capturing further differences among team ethical cultures. (shrink)

Turning around and changing an organization's culture does not happen by chance. The purpose of this paper is to offer insights into what is needed for an organization to successfully transform itself from a culture and experience that does not support individual ethical behavior. The recent bond trading scandal at Salomon Brothers will be used to demonstrate that a successful ethical turnaround does not just happen spontaneously. In particular, we argue that new leadership, altering policies, structure, (...) behavior, and beliefs are paramount to successfully change to an organizational culture that supports ethical behavior. Schein's five primary mechanisms available to leaders for embedding and reinforcing culture will be used to systematically analyze efforts to change Salomon Brothers' culture. (shrink)

Knowledge hiding is known to have negative consequences on organizational performance. The existing literature mainly focuses on the identification of antecedents and consequences of knowledge hiding. The studies pertaining to the top management role in creating a culture that stops concealing knowledge within an organization are limited. To fill that gap, the paper empirically address the knowledge sharing culture and to explore the management support to avoid knowledge hiding culture in an organization. This study based (...) on an empirical study carried out in a United Kingdom-based laboratory within a high-tech global corporation, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper seeks to address why members of the case organization is reluctant about knowledge hiding among themselves. The study reveals that the management role is important in creating a culture that help discourage employees to withhold knowledge. The paper identifies the actions that top management takes to stop concealing knowledge within an organization. This study has provided several contributions. The findings of the study may be useful to managers and practitioners. For managers, this paper presents some important organizational factors that can be nurtured to avoid a knowledge-hiding culture in the organization. They can also take the management actions of the case organization as lessons to create a culture that encourage their employees to avoid knowledge hiding behavior. (shrink)

As Allaire and Firsirotu (1984) pointed out over a decade ago, the concept of culture seemed to be sliding inexorably into a superficial explanatory pool that promised everything and nothing. However, since then, some sophisticated and interesting theoretical developments have prevented drowning in the pool of superficiality and hence theoretical redundancy. The purpose of this article is to build upon such theoretical developments and to introduce an approach that maintains that culture can be theorized in the same way (...) as structure, possessing irreducible powers and properties that predispose organizational actors towards specific courses of action. The morphogenetic approach is the methodological complement of transcendental realism, providing explanatory leverage on the conditions that maintain for cultural change or stability. (shrink)

This paper proposes an initial epistemological course related to the notions of life, cognition, and culture from the fundamental elements of the complexity theory and, specifically, related to the notion of self-eco-organization. With these, we pretend to search isomorphic or transverse properties to all these notions; emphasizing the ideas of complexity, autonomy and dependence. El presente trabajo propone un derrotero epistemológico preliminar en torno a las nociones de vida, cognición y cultura, desde la base de algunos elementos de (...) la teoría de la complejidad y en específico, en torno a la noción de auto-eco-organización. Con ellos, se pretende la búsqueda de isomorfismos o propiedades transversales a todas estas nociones, centrándose en la ideas de complejidad, autonomía y dependencia. (shrink)

As a topic, organization design is poorly understood. While it is featured in most management books as a chapter dedicated to organizational structures, it is unclear whether organization design is a one-off event or an ongoing process. Thus, it has traditionally been understood to be the same as an organizational configuration, with neat lines of communication and distribution of responsibilities following pre-set typologies. Yet what can be said to constitute organizational structure in this first half of the 21st (...) century? The extraordinary growth of digital communications, the decreasing relevance of hierarchical bureaucracies, and the general demise of command-and-control have all but decimated the traditional notion of organizational structure. Organization design needs a theoretical revamping. Using a mix of design and social science theories and concepts, Rodrigo Magalhães outlines a new human-centric interpretation of design, design principles, and design culture. He puts forward a paradigm where the organization, for purposes of its design, is considered to be a social actor in a permanent state of transformation, with significant repercussions for social and economic life. He also proposes a model of 'leaderful organization design', distinguished as practice-based, guided by values of democratic participation, and driven by design logics which places meaning-making and meaning-taking at the center of organizational life and can be adopted and adapted to suit different environments. (shrink)

This article gives a practice-based and theoretical overview of the transformation from a traditional hierarchical organization in the care and cure sector towards a so-called Community-driven organization providing human happiness to 6000 elderly people. The actual case study is intertwined with conceptual information for better understanding of the innovative transition which took place at Humanitas. The case description includes its initial situation, its new core values, mission and objectives and shows the sequence of emerging policies and interventions that (...) resulted in a stakeholder oriented business model for the care sector. The selected concepts are Graves' Emerging Cyclical Level of Existence Theory (or Spiral Dynamics), Ken Wilber's Four Quadrant Model, Roberts Simons' Four Levers of Control and various elements from the European Corporate Sustainability Framework sponsored by the European Commission. The conclusion marks the match between theory and practice in transforming Humanitas Rotterdam into providing cure, care, housing and well-being to elderly people. (shrink)

Many engineering corporations are attempting to adapt successful manufacturing quality initiatives to the office environment. These adaptations can be improved by considering the cultural domains in which knowledge is created and transferred. Ethnographic research conducted at a research engineering company identifies several shared cultural domains within the systems engineering group. It is suggested that the elements in these domains be incorporated into quality improvement, new employee training, and career development opportunities. This research identifies technology design as a common concern for (...) both anthropologists and engineers. The nature of emerging technology practice will change to the degree that these and other disciplines interact to shape choices affecting how technology is designed rather than waiting to discuss how it should be used. (shrink)

This article attempts to establish analogies between the recent introduction into architectural thought of notions such as the human body movement, events and scenarios, and the development of navigation and interaction principles and conventions in the computer world. The study of the human–computer interface contributes to an understanding of the major role of the computer screen as a point of convergence of different representational forms, and the emergence of new ones belonging to the digital culture. The compositional structure of (...) interactive multimedia works is on the one hand a visual, spatial composition and on the other a narrative and navigational structure. (shrink)

We propose a research program grounded in cultural theory and believe that this theory enables researchers to gain traction in Business and Society research. Grid-group cultural theory is a useful tool for examining organizational behavior. Organizational culture governs organizational social expression. Corporate Social Responsibility is a specific domain which benefits from exploration using cultural theory. Finally, objectives and aspirations of this research program are outlined.

The purpose of this study was to examine the nature and extent to which cultural differences bear on perceptions of ethical Organizational Development consulting behaviors. U.S. (n=118) and Taiwanese (n=267) business students evaluated eleven vignettes depicting potential ethical dilemmas. Respondents judged the ethicality of each vignette, the likelihood of the event's occurrence and the party responsible for the event's occurrence. Multivariate Analyses of Variance revealed significant cultural differences in perceptions of ethicality, and group differences in perceptions of the events' likelihood (...) of occurrence. U.S. subjects provided higher ethicality ratings than the Taiwanese, and lower ratings on the likelihood of occurrence. Response distributions resulting from the identification of the responsible party were similar for six of the eleven vignettes. When differences did occur, it appeared that the Taiwanese were more inclined than the U.S. subjects to view responsibility as shared by the client and the consultant. The results suggest the need for the incorporation of cultural differences in a code of ethics for the profession and the need for cross-cultural ethics training for partitioners. (shrink)

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability (...) were negatively related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: lay-off, career challenges, dissatisfaction with the job or organization, organizational change, and decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization. (shrink)

This article gives a practice-based and theoretical overview of the transformation from a traditional hierarchical organization in the care and cure sector towards a so-called Community-driven organization providing human happiness to 6000 elderly people. The actual case study is intertwined with conceptual information for better understanding of the innovative transition which took place at Humanitas. The case description includes its initial situation, its new core values, mission and objectives and shows the sequence of emerging policies and interventions that (...) resulted in a stakeholder oriented business model for the care sector. The selected concepts are Graves'' Emerging Cyclical Level of Existence Theory (or Spiral Dynamics), Ken Wilber''s Four Quadrant Model, Roberts Simons'' Four Levers of Control and various elements from the European Corporate Sustainability Framework sponsored by the European Commission. The conclusion marks the match between theory and practice in transforming Humanitas Rotterdam into providing cure, care, housing and well-being to elderly people. (shrink)

The whistleblower system assumes that an element necessary for proper functioning about an organization is to see irregularities occurring in it. For this reason, whistleblowing and follow-up internal investigations occupy a central place in the organization’s compliance management system and an important role in the organization’s culture. These two areas constantly complement each other. However, compliance systems seem to be a broader concept, where the organization’s culture is part of it. The culture of (...) an organization represents the habits, traditions, and customs of organizations, which are not always written down. It is often referred to as the “company atmosphere.” Compliance is a system of procedures and rules, most often written down, which define procedures for dealing with specific situations, rights and obligations of employees, co-workers, or contractors. The regulations that emerge from the compliance system derive from laws, industry regulations, ethical norms, including the culture of a particular organization. Well-developed and implemented whistleblowing procedures that become part of the organization’s culture for good influence the existence of a highly developed compliance system that guarantees the multifaceted success of the organization. (shrink)

This paper elaborates three approaches to the issue of state autonomy, and uses two empirical cases (British and American treasury policy during the 1930s) to illustrate them. The three approaches are the group affiliations approach, which considers the social characteristics of the individuals who work in an organization; the structural dependence approach, which considers the structural position of the organization within a network of resource flows; and a cultural approach, which considers the role of ideology in the determination (...) of organizational autonomy. The application of these three approaches to the two cases gives some support to all three, but the cultural approach proves especially useful in conjunction with the other two. (shrink)

This paper elaborates three approaches to the issue of state autonomy, and uses two empirical cases (British and American treasury policy during the 1930s) to illustrate them. The three approaches are the group affiliations approach, which considers the social characteristics of the individuals who work in an organization; the structural dependance approach, which considers the structural position of the organization within a network of resource flows; and a cultural approach, which considers the role of ideology in the determination (...) of organizational autonomy. The application of these three approaches to the two cases gives some support to all three, but the cultural approach proves especially useful in conjunction with the other two. (shrink)

With this paper, from the perspective of ethics at the workplace, we problematize the taken-for-granted assumptions embedded in the use of artistic freedom in creative processes. Drawing on the notion of inequality regimes (e.g. Acker, 2006) and using empirical material from a performing arts organization in Sweden, we explore how the assumptions of artistic freedom facilitate and legitimize the emergence of inequality regimes in invisible and subtle manners. Our findings indicate that non-reflexive interpretations of the concept of artistic freedom (...) result in ethical dilemmas that impact the organization's pursuits of equality work. The aesthetic ethics oriented around the notion of ‘art for the sake of art’ tends to camouflage the centralization of aesthetic authority in processes where formal hierarchical structures are missing. Consequently, asymmetrical power relations between the Directors, actors, and producers are legitimized. Ethics of quality of art and that of the social ideal of equality have been constructed as dichotomic notions indicating that aesthetic ethics of art can only be preserved at the expense of social objectives of equality. We argue that the current interpretative practices of ‘artistic freedom’ in some cultural organizations add little value of ethics to the freedom of expressing artistic opinions and in achieving the social ideal of equality but lead to the emergence of inequality regimes in the artistic work processes. (shrink)

Cultural accounts of scientific ideas and practices have increasingly come to be welcomed as a corrective to previous—and still widely held—theories of scientific knowledge and practices as universal. The editors caution, however, against the temptation to overgeneralize the work of culture, and to lapse into a kind of essentialism that flattens the range and variety of scientific work. The book refers to this tendency as culturalism. The contributors to the volume model a new path where historicized and cultural accounts (...) of scientific practice retain their specificity and complexity without falling into the traps of culturalism. They examine, among other issues, the potential of using notions of culture to study behavior in financial markets; the ideology, organization, and practice of earthquake monitoring and prediction during China's Cultural Revolution; the history of quadratic equations in China; and how studying the "glass ceiling" and employment discrimination became accepted in the social sciences. Demonstrating the need to understand the work of culture as a fluid and dynamic process that directly both shapes and is shaped by scientific practice, Cultures without Culturalism makes an important intervention in science studies. Contributors. Bruno Belhoste, Karine Chemla, Caroline Ehrhardt, Fa-ti Fan,Kenji Ito, Evelyn Fox Keller, Guillaume Lachenal, Donald MacKenzie, Mary S. Morgan, Nancy J. Nersessian, David Rabouin, Hans-Jörg Rheinberger, Claude Rosental, Koen Vermeir. (shrink)

What is the right thing to do? -- "You have nothing to fear if you've done nothing wrong" -- Between culpable and blameless -- Are all mistakes equal? -- Report, disclose, protect, learn -- A just culture in your organization -- The criminalization of human error -- Is criminalization bad for safety? -- Without prosecutors, there would be no crime -- Three questions for your just culture -- Why do we blame?