Organisational Culture

The identity that drives success

An organisation’s culture is often seen as its very identity, embodying the values, beliefs, and principles that are instilled in its workforce. It serves as a guiding framework, shaping behaviours and attitudes within the organisation. According to Harrison (1993), organisational culture is a tool that enables continuous learning, helping organisations to anticipate and respond to challenges posed by both internal and external stakeholders.

Tianya (2015) explores the relationship between employee behaviour and corporate culture, observing that a strong culture influences staff to act in ways that reflect the organisation’s mission. This alignment suggests that employees internalise the identity projected by the organisation, thereby harmonising their personal ambitions with its strategic vision and objectives. A well-developed culture can lead to improved economic performance, which in turn enhances infrastructure and strengthens competitive advantage.

The roots of organisational culture are extensive, with various models illustrating its role in reinforcing corporate identity. Hofstede’s (1991) five cultural dimensions present a foundational perspective, emphasising the value of collectivism over individualism. This collective orientation fosters a collaborative environment where employees are encouraged to share ideas and work cohesively.

Handy (1985) and Schein (1985) also contribute significantly to the discourse on organisational culture, highlighting the importance of leadership in shaping and maintaining cultural direction. They argue that leadership plays a pivotal role in embedding values and guiding the evolution of cultural practices.

Ultimately, organisational culture is a cornerstone of operational effectiveness. It not only offers a structured approach to work but also establishes the policies and procedures that underpin efficient business operations. In this way, culture becomes both the foundation and the driver of long-term organisational success.

References

Harrison, C. (1993), Organisational Culture, Blagdon, Mendip Papers. 

Hofstede, G. (1991). Cultures and Organisations: Software of the Mind. London: McGraw-Hill 

Schein, E H (1985) Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA

Tianya L. (2015). Organizational Culture & Employee Behavior Case Study; [thesis], Lahti University of  Applied Sciences Degree Programme in Business Information Technology

Handy, C. (1985). Understanding organizations. 3rd eds. London: Penguin Books