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.
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.
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|Item Type:||Journal Article|
|Keywords:||Organisational Culture, Knowledge-intensive Service Firms, Human Resource Management, Performance|
|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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