Cultural drivers of high performing knowledge-intensive service organisations

Edgar, F., Gray, B, Browning, V., & Dwyer, K. (2014) Cultural drivers of high performing knowledge-intensive service organisations. Journal of Management & Organisation, 20(1), pp. 56-78.

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Abstract

Organisational culture is considered an important influence on performance, particularly for service firms that rely on values-driven social controls to enhance human interactions (O’Reilly & Chatman, 1996). Using a qualitative approach, we show how the modified Organisational Culture Profile developed by Sarros, Gray, Densten, and Cooper (2005) to assess Australian organisations provides a framework for exploring the cultural drivers of high performing knowledge-intensive service firms in New Zealand. Our study provides rich insights into how six key cultural dimensions–competitiveness, innovation, performance orientation, emphasis on rewards, supportiveness and social responsibility–are translated into strategic human resource management practices.

Impact and interest:

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2 citations in Web of Science®

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ID Code: 69634
Item Type: Journal Article
Refereed: Yes
Keywords: Organisational Culture, Knowledge-intensive Service Firms, Human Resource Management, Performance
ISSN: 1833-3672
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)
Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 2014 Cambridge University Press
Deposited On: 02 Apr 2014 02:13
Last Modified: 08 Dec 2014 05:12

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