Predicting corporate performance from organizational culture

Article Abstract:

This article investigates the relationships of culture strength and two substantive cultural values with corporate performance. Culture strength is measured by the consistency of responses to survey items across people and the two cultural values are measured by items on the survey that relate to either adaptability or stability. The data, from management surveys of 11 US insurance companies in 1981, were correlated with asset and premium growth rates from 1982 to 1987. Results indicate that both a strong culture regardless of content and a substantive value placed on adaptability are associated with better performance for two to three subsequent years on both criterion measures. The results support the findings of Denison (1990) that strength of culture is predictive of short-term performance. The present results, however, suggest a more complex contingency model than that proposed by Denison. (Reprinted by permission of the publisher.)

Research, Corporate culture

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The dual meaning of managerial careers: organizational and individual levels of analysis

Article Abstract:

A theoretical framework is proposed which brings out the duality of managerial careers by distinguishing between organizational and individual levels of analysis. At the organizational level, careers can be seen as part of a process of social reproduction, which points the way to linking organizational form and behaviour with comparatively stable career patterns characteristic of particular firms or kinds of firm. At the individual level careers are expressed as a sequence of work role transitions, representing choices between opportunities presented to managers by organizations. Each level of analysis illuminates a different aspect of managerial careers, but it is equally important that each should be seen in the light of the other. (Reprinted by permission of the publisher.)

Management, Behavior, Career changes, Organizational behavior

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