X hits on this document

492 views

0 shares

0 downloads

0 comments

144 / 185

Conclusion

In this study, I explored the influence of organizational culture on employee roles

and behaviors. Analysis involving data collected from about a hundred different

organizations in a variety of industries provided support for the overall proposition that

culture shapes employee roles, and that, in some cases, roles lead to behaviors. These

findings have both practical and theoretical implications.

Specifically, the results lend support to the role that organizational leaders can

play in shaping the role orientations of employees through creating the right culture

environment. This phenomenon is evidenced in organizations such as Apple famous for

their innovative capacity, which is often times attributed to the culture that CEO Steve

Jobs has established.

Theoretically, the findings contribute to our overall understanding of roles and

behaviors at work. A large body of literature has accumulated arguing that citizenship

behavior at work is important, and is partially driven by roles and social exchange factors

in organizations (Wayne et al., 1997; Masterson et al., 2000; Morrison, 1994; Settoon et

al., 1996). At its core, good citizenship can be defined as roles and behaviors valued by

the organization.

Here, I advocated a culture perspective on roles and behaviors, which emphasized

the importance of organizational culture (and leadership) in defining what constitutes

good citizenship, as well as valued roles, and behaviors at work. Organizations

emphasizing innovation, for example, are also likely to induce innovative roles in their

employees, while de-emphasizing the value of compliant orientation. The cultural context

134

Document info
Document views492
Page views492
Page last viewedWed Dec 07 23:10:17 UTC 2016
Pages185
Paragraphs6580
Words41049

Comments