CREATING A COLLECTIVE CORPORATE CULTURE: A SMALL BUSINESS GUIDE TO MAXIMIZE PERFORMANCE A Thesis Presented to the Faculty of the School of Education University of San Francisco In Partial Fulfillment of the Requirements of the Degree of MASTER OF ARTS in ORGANIZATION AND LEADERSHIP by Wendy Jones December 14, 2012
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CREATING A COLLECTIVE CORPORATE CULTURE:
A SMALL BUSINESS GUIDE TO MAXIMIZE PERFORMANCE
A Thesis Presented to the Faculty of the School of Education
University of San Francisco
In Partial Fulfillment of the Requirements of the Degree of
MASTER OF ARTS
in
ORGANIZATION AND LEADERSHIP
by
Wendy Jones
December 14, 2012
CREATING A COLLECTIVE CORPORATE CULTURE: A SMALL BUSINESS GUIDE TO MAXIMIZE PERFORMANCE
In Partial Fulfillment of the Requirements of the
MASTERS OF ARTS
in
ORGANIZATION AND LEADERSHIP
by
Wendy Jones
UNIVERSITY OF SAN FRANCISCO
December 14, 2012
Under the guidance and approval of the committee, and approval by all the members, this thesis has been accepted in partial fulfillment of the requirements for the degree.
Approved
____________________________ ________________
Chairperson Date
____________________________ ________________
Committee Member Date
Acknowledgements
I would like to express my sincere gratitude to my family for their continued support and
enthusiasm as I pursued my degree. I would like to extend a heartfelt thank you to my mother,
father, stepmother, grandparents, siblings and especially, Brian. You have always believed in me
and given me that extra nudge to pursue my dreams. I would not have been able to accomplish
this without you and our pups by my side.
I would like to recognize the faculty and staff at USF for their guidance and support as I
made my way along this journey, specifically Dr. Mitchell for your insight and motivation. I
would like to extend a final appreciation to my group of fellow scholars; Ashley Hanson,
Jennifer Ta and Jane Hackman, without our cohort I might have given up a few times or stayed
in bed on those early Saturdays. Thank you all for the amazing wall of support and love.
Abstract
The purpose of this project was to determine which three traits of corporate culture are
positively related to increased firm performance. Once the three winning traits were determined,
based on reviewed studies and existing literature, a survey was created to measure the degree that
the three specific traits exist in a current corporate culture. The researcher then created a
reference guide to teach organizations how to adopt the three specific traits into their corporate
culture in order to maximize firm performance. The three winning traits that are positively
related to firm financial performance are collectivism, adaptability, and culture strength.
Table of Contents
Acknowledgements ii
Abstract iii
Table of Contents iv
List of Tables vi
List of Figures vii
Chapter I - Introduction 1Statement of Problem 2Background and Need 3Purpose of Project 5Project Objectives 6Limitations 6Ethical Considerations 7
Summary 8
Chapter II - Literature Review 9Introduction 9Defining Collectivism 10Defining Corporate Culture 14Measuring Corporate Culture 18Corporate Culture and Ideal Culture Traits for Predicting Success 24Measuring Performance 34Limitations of Reviewed Studies 36Chapter Summary 40
Chapter III - Methodology 41Research Design 41Instrumentation 42Developing the Survey 43Developing the Handbook 48Summary 65
Chapter IV - Handbook 66
Chapter V - Summary, Conclusion and Recommendations 93Summary 93Conclusion 94Recommendations 95Concluding Thoughts 97
References 98
Appendices 102Appendix A: Peer Reviewers Handout 103 Appendix B: Measuring Collectivism, Adaptability and Strength 104 in Your Corporate Culture Survey
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List of Tables
Table 1: Major Domain Descriptors of Individualism and Collectivism 17
Table 2: Peer Reviewers’ Demographics 48
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List of Figures
Figure 1: Denison's Organizational Culture Model 22
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CHAPTER I
Introduction
The Hay Group, a global management consulting firm, states that due to globalization,
climate change, demographic shifts and the rise of the digital lifestyle, organizations will be
required to adopt new policies and ways of thinking to remain successful. The Hay Group's
regional director, George Vielmetter states, "To thrive in the future, leaders will have to become
more nimble and adaptable, guiding organizations to revolutionize their cultures, structures,
systems and processes” (Hay Group Report, 2011, para. 2). One such organization that has
remained successful through global changes is Hewlett Packard (HP); they have been
consecutively ranked in the top 50 producing firms of Fortune 500 companies since 1988 ("CNN
Money", 2011). According to Leo Apotheker, “technology is a brutal business, if you don’t
innovate and reinvent yourself, you will become obsolete.” (Leo Apotheker as cited in Forster,
2011, p. 23). HP continuously reinvented itself in order to remain in the global technology race.
In the 70 years since HP was founded, the company has seen numerous mergers and law suits,
and has been led by a handful of deficient CEO's (Forster, 2011), but something has made this
company outlast its competitors and has kept HP among the top 50 producing firms. Researchers
agree that this is due to the corporate culture, known as The HP Way, which founders Dave
Packard and Bill Hewlett based all operations on (Forster, 2011; Kotter & Heskett, 1992;
Truskie, 1999). HP's success is attributed to their exemplary culture model, one that other
organizations, not just in the technology field, can learn from.
Organizational culture, also known as corporate culture, sets the tone for how an
organization will operate and often dictates the generally accepted rules for daily conduct.
Specific traits of corporate culture have been linked to varying degrees of financial success
(Gordon & DiTomaso, 1992; Kotter & Heskett, 1992). In the 1980's, the success of many
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Japanese companies raised attention of American firms seeking to be as effective. Several
researchers attributed the Japanese' success to certain humanistic values, "such as concern for the
well-being of employees and an emphasis on consensual decision making" (Wilderom, Glunk &
Maslowski, 2000, p. 195). Japanese corporate culture was defined as collective, where all
employees shared a concern for the greater good of the factory rather than their individual
achievements. Forsyth (2010) defined collectivism as a style "that emphasizes the primacy of the
group or community rather than each individual" (p. 67). The behaviors, values and assumptions
that make up the organization's culture have an impact on daily activities. Shared values and
beliefs about daily practices held by all organizational members can impact how effective, or
ineffective, the workplace is. HP was the subject of previous studies on corporate culture because
they possess a strong corporate model (Chaw & Kirkbride, 1987; Forster, 2011; Kotter &
Heskett, 1992). Japanese corporate culture in the 1980's, as well as The HP Way, are what
separated these organizations from lesser producing ones.
Statement of the Problem
The corporate culture of an organization may undermine strategy and performance if not
managed correctly. Executives, leaders and managers are interested in maximizing performance
and profits. Corporate policies and processes must be supported by a strong culture that is
aligned with the mission and vision statement of the organization to ensure success. New efforts
were undertaken in the last several decades by researchers and scholars to define and measure
corporate culture in order to determine the best practices in the workplace. A variety of industries
were studied, ranging from insurance firms to technology companies, in order to better
understand the components of a successful corporate culture. However, researchers do not agree
on the best tool for measuring corporate culture, or which combination of traits supports long-
term financial performance.
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Measuring and defining corporate culture is a difficult task due to the wide range of
definitions and parameters that exist for the term "culture". Corporate culture cannot be properly
managed and controlled by executives if they are unable to identify the term they are attempting
to manage. Researchers were challenged with the task to best define and measure corporate
culture, but not knowing which specific traits or characteristics to measure presented another
obstacle.
Researchers eventually identified a combination of culture characteristics to support the
hypothesis that specific traits are linked to positive organizational performance. However,
empirical evidence supporting the organizational culture-performance link vary in all aspects of
the research: from population size of the sample firms, number of respondents and ranks within
each firm, the performance measures, to the many different culture dimensions. Few studies
agreed which characteristics of corporate culture were related to sustained performance.
Only a handful of studies replicated previous research in order to confirm which culture
traits supported performance. However, once the specific traits were identified, organizations
were now faced with the problem of determining how to adapt their current culture to include the
winning traits. There are a multitude of instructional materials to educate managers on how to
become better leaders, but managers and leaders lacked a comprehensive guide instructing them
on how to adapt their current culture to include the winning traits.
Background and Need
Executives and managers of companies participating in mergers and acquisitions became
aware that opposing organizational cultures could have the ability to weaken performance and
sought out ways to employ cultural change to improve cooperation. "Under these pressures for
application, a variety of new efforts were undertaken to measure culture through survey research
and quantitative analysis. These efforts were closely associated with increasingly formal
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typologies of culture and the correlation of cultural `types' to specific organizational pathologies"
(Schulman, 2001, p. 238). According to Schulman (2001), less than half of all mergers met
intended financial expectations. Incompatible cultures prevented the successful combination of
two distinct cultures becoming one. In fact, organizations began performing culture audits to
determine compatibility before making a commitment (Truskie, 1999). Varying culture types
implies that there are strong cultures and weak cultures, as well as ineffective and effective
cultures. Aligning the right culture with the goals of the organization will ensure productivity
and support economic growth.
A variety of measurement tools exist to measure different aspects of culture and a range
of researchers presented solutions on how to best define and measure corporate culture. Most
researchers agree that performance is easily measured by financial parameters and that culture
can be measured by the degree that certain dimensions, or traits, are present within a culture
13, 17 and 22 measured employee's perceived opinion that their organization sets group goals
and emphasized team work. Items 10, 24 and 22 measured perceived collective efficacy in the
workplace, and items 18 and 26 measured the perceived level of esprit de corps present in the
organization's culture. Ten items measured perceived adaptability of the organization (3, 6, 11,
14, 19, 21, 23, 27, 30, 34). Items 6, 21 and 34 measured the degree that employees felt that their
organization and leaders initiate a proper change program; items 11, 14, 21 and 30 measured the
degree that employees perceived that their organization and leaders encourage utilizing
innovative technology in the workplace. Ten items measured culture strength (7, 9, 12, 20, 25,
28, 29, 31, 32, 35). Items 9, 12 and 25 measured the employee's perceived level that their leaders
and organization are consistent with all processes, and items 7 and 29 measured the perceived
degree that the mission statement aligns with their individual and group goals. Each item is rated
on a 5-point Likert scale. The Likert scale is one of the more widely used response scales on
surveys (McMillan, 2010). Items measuring each of the three main traits, collectivism,
adaptability and culture strength, were randomized to minimize respondent bias.
The final step in the design of the survey was to create the "Scoring the Collectivism,
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Adaptability, and Strength in Your Corporate Culture Survey", located in Appendix B. The
scoring the survey handout was designed to be used in connection with the survey. It clearly
states how to add up scores for all participants to determine the degree that each trait is present in
an organization's culture. If the average scores for each trait falls in the medium, low or
nonexistent category, then managers are encouraged to consult the handbook to learn what
exercises to implement in the workplace to raise the degree of each trait.
Once the first draft of the survey was completed, it was then reviewed by a peer review
panel comprised of ten individuals for ease of comprehension, appropriate content and overall
opinion. The reviewers were selected through convenience sampling and had to meet certain
criteria; they needed to have at least two years work experience in a corporate or small business
setting. The peer reviewers were not required to possess expertise in collectivism because the
survey was designed to be appropriate for organizations that lack knowledge about collectivism,
adaptability and culture strength. The ten peer reviewers were asked via email to review the
assessment for content validity, on relevancy, if the survey had adequate means to measure each
of the three traits, for clear and comprehensive language, and were asked if any of the questions
were leading or biased. The Peer Reviewer Handout is located in Appendix A. The reviewers
responded to three open-ended questions to discover the strengths, weaknesses and areas in need
of improvement for the survey. The reviewers were also asked to review the "Scoring the
Survey" handout for accuracy and ease of comprehension.
On the basis of the reviewer's comments, revisions to the survey were made. Reviewers
suggested bolding or italicizing certain sections of the survey to ensure the format was
aesthetically pleasing. Peer Reviewer #2 suggested defining "esprit de corps" in question #26;
however, it was not mentioned by any other peer reviewers. Therefore, the researcher maintained
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the verbiage used in item # 26. Both peer reviewers # 2 and # 3 suggested having a "not
applicable" option as a response to each item. Reviewer # 3 also suggested offering open-ended
questions to allow the respondents to elaborate or clarify their responses. However, because the
purpose of the survey was meant to be used in a corporate setting by an employee who would not
necessarily be trained in analyzing responses, the open-ended options were omitted. Table 2
displays the peer reviewers' demographics, including their occupation and the number of years of
work experience.
Table 2: Peer Reviewers' Demographics
Occupation Number of Years in Current position
Peer Reviewer # 1 Administration 4
Peer Reviewer # 2 Sales Administration 5
Peer Reviewer # 3 Vet Technician Supervisor 7
Peer Reviewer # 4 Loan Officer 5
Peer Reviewer # 5 Office Manager 4
Peer Reviewer # 6 Sales Representative 2
Peer Reviewer # 7 Office Manager 4
Peer Reviewer # 8 Web Developer 5
Peer Reviewer # 9 Project Manager 4
Peer Reviewer # 10 Administrative Assistant 3
Developing the Handbook
Once final revisions to the survey were completed and organizations had a tool to
evaluate and measure the degree that each of the three traits were present in their culture, a
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handbook was created to guide the organization in understanding why incorporating these traits
was crucial to their success, as well as how to go about the process. The creation of the handbook
involved researching the need for each trait and learning how to adopt these new traits into the
existing culture. An extensive literature review, scholarly articles, published books and
dissertations were used to collect the information.
The creation of a corporate culture is a top down process; a leader sets the tone and
examples for the values, beliefs, and processes that he or she desires to be present in the
organization (Van den Berg & Wilderom, 2004). Applicants are attracted to a certain
organizational model; employees who are high in person-organization fit will remain with the
organization and are more likely to contribute to the organization's success (Goodman &
Syvantek, 1999). Employees low in organizational fit, those whose values differ from the
corporate culture they are a part of, suffer in contextual and task performance (Goodman &
Syvantek, 1999). To maximize performance, person-organization fit and employee retention, a
leader must ensure applicants share the values and beliefs that are inherent in the organization's
culture. The handbook, "Creating a Collective Corporate Culture: A Small Business Guide to
Maximize Performance", was designed to be applicable to all industries; Collins (2001) stated
that good to great companies can emerge in any industry, as long as the organization employs the
correct strategies that are proven to support sustained profitability.
How to increase collectivism.
Denison (1990), Petty et al. (1995), Sheridan (1992), and Truskie (1999) found
collectivism and collective tendencies to be positively related to firm performance. There are
three steps to increase collectivism in an organization's culture. The first step is to emphasize
team work as a means to accomplish goals and to reward team goals, not individual goals. The
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second step is to increase collective efficacy among groups and departments. The third step to
increase collectivism is to increase synergy and esprit de corps among employees.
The first step to increase collectivism is to set group goals, not individual goals, and
emphasize team work. Working in groups is a universal characteristic across all societies
(Forsyth, 2010). Groups fulfill the need for positive, enduring relationships with others. By
organizing company processes into work groups, a manager is setting the tone for an inclusive
and collective identity to form among group members. Groups tend to value the traditions and
ideologies that are shared by the majority of the members (Forsyth, 2010). Team practices should
create an environment where members avoid disagreement, respect authority and are encouraged
to compromise. When the processes of the group encourage collective tendencies, the members
are more likely to cooperate, rather than compete with their co-workers, and are also more likely
to create long lasting relationships (Forsyth, 2010).
Collectivistic group norms are informal rules and expectations adopted by group
members that encourage and regulate the performance of behaviors that include placing
greater priority on the achievement of team goals, working closely with team members on
team tasks, placing team member needs above individual needs during task performance,
relying on teammates to perform their parts of the team task, performing one’s own
duties in fulfillment of the team’s overall goals, demonstrating concern for the team’s
performance, and accepting responsibility for the team’s outcomes. (Celani & Tasa,
2010, p. 1)
Group and team based work creates a degree of interdependency that leads to a more
collective environment (Forsyth, 2010). Interdependents put the needs of the group before their
own. "They are respectful of other members of their groups, and they value their membership in
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groups, their friendships, and traditions" (Forsyth, 2010, p. 74). When forming a work team to
accomplish a task, managers should offer team based compensation. Team based compensation
can be in addition to regular wages and treated as a bonus. Each team member, including senior
staff, should receive the same percentage based on the performance of the team (Truskie, 1999).
Collins (2001) suggested that compensation be used to keep the right members on the team, not
necessarily to motivate the "right" behaviors from the wrong people. If companies offer rewards
based on self-interest, then employees will tend to be more individualistic, only look out for their
individual interests and will also be less productive (Benkler, 2011). Joyce et al. (2003) found
that winning teams rewarded achievement with pay for performance, but also with
acknowledgement and public recognition.
Teaching members to refer to the team as "us" or "we" encourages the individuals to view
themselves as part of the in-group, which will also increase their commitment to the team's goals
(Forsyth, 2010). Benkler (2011) insisted that organizations need "systems that rely on
engagement, communication, and a sense of a common purpose and identity" (p. 79).
Recognizing group achievements, removing rigid chains of command and teaching conflict
resolution techniques to the group will ensure teams are operating at maximum output. Further,
ensuring team behavior is part of performance appraisals is crucial; employees must understand
their performance as a team member is part of their employee evaluation (Truskie, 1999). A
leader can also provide company gear and clothing for team members to wear and reward
employees who embrace their logos. Team members who physically look similar will find it
easier to identify with the larger group.
Collins (2009) found that one of the five steps to creating great, not just good, companies
was to get the right people on the team. Collins (2001) asserted that the right people must be on
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the team and in the correct roles for the team to operate effectively. In fact, in his study on
Fortune 500 companies that transformed from good to great companies, Collins (2001) found
that the 11 successful companies first hired the right people to comprise their teams before
figuring out where to take the organization. If the CEO or leaders ensure the team is composed of
the right people, then team members will already be highly self-motivated and capable. The
challenge with work groups is to avoid social loafing by ensuring each member carries their own
weight. Collective groups can become unproductive groups if the leader does not adequately
train the group and ensure that the team is comprised of the best members for the job. While a
manger wants to ensure each individual member identifies with their group, the identity of the
individual member must not be lost in the identity of the group. To avoid a loss of individual
identity, Plas (as seen in Truskie, 1999) asserted the following:
Values like individualism that undergird contemporary diversity ideas can subvert
attempts to implement successful community strategies. [She] recommends that work
communities be structured—like a sports team—with a specific role for each member.
This role specialization enables each member to make unique contributions and permits
the personal recognition needed to satisfy the individualist spirit that typifies most
Americans. (p. 49)
The second step to increase collectivism within a corporate culture is to increase
collective efficacy among members; this involves implementing diversity training to bring
attention to the positive contributions of group members who may be viewed as outsiders.
Collective efficacy and cohesion is the physical attraction and identification of members to the
group; when a group is high in cohesion, they are more likely to experience an elevated level of
collective efficacy (Boyt, Lusch, & Mejza, 2005). Collective efficacy is the belief among the
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majority of group members that their team is capable of successfully completing all tasks
(Forsyth, 2010). When members believe that they are part of a successful team they are more
dedicated and committed to achieving the group's goals, and possess more motivation to do what
it takes to accomplish the goals. Groups high in collective efficacy experience greater member
satisfaction and possess less individualistic tendencies.
Work groups should have norms that stress productivity; the degree of success
experienced by the group is positively correlated to their level of collective efficacy. Groups high
in collective efficacy often lead to synergy (Forsyth, 2010). As the degree of collectivism
increases within the organization, so will the degree of productivity of the work groups; the cycle
continues as the success of the group increases cohesion and results in more collective
tendencies. "Features of the organizational context, such as...degree of collectivism in the
organizational culture...will increase the probability that team-based approaches will be
successful" (Forsyth, 2010, p. 375). A team high in collective efficacy will implement more
collective practices. Collective efficacy also results from team members sharing a sense of
ownership in the success of their team. Inspiring a sense of ownership among employees is
expected in a collective environment (Joyce et al., 2003). Ownership can be encouraged by
distributing portions of employee's income in the form of shares. Empowered employees are
more likely to identify with the company and are more committed to achieving the organization's
goals.
Diversity training is another key component to creating a more collective organization.
When individuals view their contributions as more important than those of their co-workers, an
in-group out-group bias can occur (Forsyth, 2010; Dyer, Dyer, & Dyer, 2007). A manager must
create a culture that values and respects the talents of the individual employees. Members of a
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group are more likely to undervalue the contributions of members from the out-group. "If the
organization's culture encourages collectivistic values and minimizes distinctions based on tenure
and status, then diverse teammates tend to behave more cooperatively then they would in more
traditional organizations" (Forsyth, 2010, p. 365).
To avoid an in-group out-group bias from creating a void in an organization, a manger
should support positive contact, create superordinate goals and encourage decategorization
(Forsyth, 2010). Creating positive contact promotes different groups to interact collaboratively
and encourages personal interaction. Creating superordinate goals results in opposing groups
relying on the other to help them achieve their own goals. A leader must encourage
decategorization of group members and a recategorization to combine conflicting departments or
groups into a larger single team (Forsyth, 2010). The recategorization increases the cohesion
between departments and results in higher collectivism as more employees place their group
goals above their own for the greater good of the organization.
The third step to increase collectivism in corporate culture is to increase synergy and
esprit de corps among groups and employees. Synergy occurs when the group as a whole is
greater than the sum of its parts (Forsyth, 2010). The group is able to collectively achieve a goal
that the individual members would have been unable to accomplish on their own. "Synergy also
becomes more likely when the group members are highly motivated to find the correct solution"
(Forsyth, 2010, p. 303). In a group setting, valuing each opinion and taking the time to hear each
view results in a larger pool of ideas, allowing each member to contribute to a solution that the
individuals would not have found on their own. "By combining their knowledge, insights, and
ideas, groups often make better decisions than would have been made by the group members
acting independently. Positive synergy resulting from group decisions may well include the
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generation of more ideas, more creative solutions, increased acceptance of the decision by group
members, and increased opportunity for the expression of diverse opinions" (DuFrene, 2010,
para. 5). Synergy will not simply occur by combining employees into teams. A manager must
ensure that the team values each member’s contributions. Harmony and cooperation will not
occur automatically; a team would benefit from participating in team building to set a strong
foundation for synergy to occur.
A final way to increase collectivism in a corporate culture is to increase the esprit de
corps among employees. Esprit de corps is different from collective efficacy and cohesion in that
it is "an individual level phenomenon resulting from one's interaction in a group" (Boyt et al.,
2005, p. 689). Organizational esprit de corps occurs when individual employees share a strong
desire and interest for the success of the company, as well as "enthusiastically shares the values
and goals of an organization" (Boyt et al., 2005, p. 690). The increase of esprit de corps results
in several positive behaviors, as well as a more collective mindset. There is a new vitality in the
department, with more chatting and bonding between employees and less complaining. Members
who possess this feeling of unity and enthusiasm for their group more often help other team
mates or co-workers, protect the organization, make constructive suggestions, and spread
goodwill among the organization (Boyt et al., 2005; Forsyth, 2010). When esprit de corps is
present in a work group, members experience higher job satisfaction, compliance with group
norms, increased cohesion, show more helping behavior and are more productive (Boyt et al.,
2005). Esprit de corps is a positive affective tone that encourages solidarity among members of
the organization. Esprit de corps creates a work environment that is not solely based on a
monetary exchange, but also fulfills a social exchange. More fulfilling and collective
environments develop when social exchange relationships trump economic exchange (Boyt et
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al., 2005).
To increase corporate solidarity and esprit de corps, corporate leaders must maintain
high performance standards and lead their organizations competently (Boyt et al., 2005).
Leaders must also ingrain a sense of trust among employees to encourage esprit de corps. Trust
encourages employees to take risks and place faith in their leaders and co-workers. Managers
must build confidence and faith in the organization's ability to be successful. A manager should
share a common, higher purpose that will motivate the team, as well as lead by example (Boyt et
al., 2005). A leader seeking change should promote greater esprit de corps through brown bag
lunches, social events outside of work, and holiday parties (Northouse, 2007). Scheduling
quarterly events such as an annual family day encourages members to view their organization
positively and increases the level of esprit de corps (Truskie, 1999).
A manager must also care for their employees and show their appreciation through group
rewards, recognition and positive reinforcements (Martin, 2007).When morale and esprit de
corps is high, employees are more likely to maintain a collective positive outlook and have faith
in their organization's ability to succeed. Deal and Kennedy (1982) referred to culture solidarity
builders as play, ritual and ceremony. Play is the creative side of corporate life, the purpose of
which is to relieve tension; ceremony is a cultural extravaganza to help the company celebrate a
milestone or a team member. Rituals guide behavior, but are more than just habits of action, they
"give meaning to action and bring order to the chaos" (Deal & Kennedy, 1982, p. 62). An
organization's recognition rituals could include a grand festival with all employees present and a
stage where exemplary employees receive gifts and praise. Play, rituals and ceremony all
contribute to creating and sustaining corporate solidarity. Deal and Kennedy (1982) found that
some of the strongest cultures elevated their ceremonies to an extravagant level. The festivities
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serve to "educate, motivate, inspire and entertain" (Deal & Kennedy, 1982, p. 74) employees.
How to increase adaptability.
Denison (as cited in Sackman, 2006), Denison and Mishra (1995), Gordon and DiTomaso
(1992), and Kotter and Heskett (1992) established that adaptability was a strong predictor of firm
growth. According to Denison (as cited in Sackman, 2006) adaptable organizations transform the
demands of the environment into action. "Recent studies clearly show that, in a complex and
turbulent market environment, adaptability is one of the key prerequisites for a good business
performance" (Tuominen et al., 2004, p. 495). The ability to alter one's culture or processes
offers a sustainable competitive advantage as the firm finds a fit with the changing environment.
There are two steps to increase the adaptability of the organization. The first step is to initiate a
proper change program. The second step is innovate the interior environment.
Leaders must initiate a proper change program by getting people on board, as well as
balancing tradition and innovation. "Top management is encouraged to become aware of the
current culture and then change that culture by developing explicit statements of value, by
building consensus, by the reinforcement of these values via managerial behavior and reward
systems, and by the socialization of the members of the organization" (Petty et al., 1995, p. 128).
Roi (2006) found that companies that "apply adaptive change leadership practices and values are
more likely to realize long term financial success" (p. 63). Change leaders are those who focus
on employees, shareholders and customers. The ability for a leader to manage all three
stakeholders during a change in corporate culture or practices leads to greater financial
performance (Kotter & Heskett, 1992; Roi, 2006).
By reviewing team performance, leaders can assess if any aspect needs to be modified in
order to allow the team to perform at its maximum potential. Dyer et al. (2007) stated that
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engaging in team building allows change to occur in the context, composition or competencies of
the team in order to improve team performance. Authors Kotter and Schlesinger (2008)
suggested three steps to manage change in teams successfully: analyze situational factors,
determine the optimal speed of change and consider methods for managing resistance.
Kotter and Schlesinger (2008) stated that most organizations must "undertake moderate
organizational changes at least once a year and major changes every four to five" ( p. 2). Most
efforts to introduce change encounter problems and severe resistance; as a result managers must
follow the three steps Kotter and Schlesinger (2008) suggested in order to make the change go
smoothly. Due to misunderstandings or lack of trust, employees can misinterpret the specifics of
what a manager is trying to change. As Dyer et al. (2007) stated, most conflict arises out of one
party violating the expectations of another party. When expectations are not shared, one party
might inadvertently violate them. Similarly, if the expectations of change are not shared among
the organization, employees could raise more resistance and prevent the change from occurring.
Kotter and Schlesinger (2008) offered suggestions on how to deal with change, including using
education and communication, participation and involvement, facilitation and support,
negotiation and agreement, manipulation, and explicit and implicit coercion. It is the leader's
responsibility to analyze the situation to determine the best means for dealing with change.
The leader is vital in convincing company members that the change program is a smart
endeavor, and that all personnel will benefit from the change. Helping employees develop a new
mind set is critical to the success of change programs. Employees will resist change because of
self interests, misunderstandings, and inherent limited tolerance for change (Truskie, 1999).
Truskie claimed that employees and organizations travel through five stages during a change
model. Employees start in a pre-contemplative stage where they see nothing wrong with the
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status quo. In stage two, they become aware that a problem exists and are in what Truskie calls
contemplation. During this stage employees weigh the pros and cons of different solutions, but
members are not completely committed to change. The third stage, preparation, allows members
to adopt new practices or behaviors and make plans to take action in the near future. Stage four is
action. The major challenge to step four is for members to maintain the new behavior or
processes indefinitely. The fifth stage is maintenance, where the organization takes steps to
prevent a relapse to old behaviors or practices. Many change plans fail because leaders do not
ensure that their members are in the proper stage before moving forward. Employees might resist
the new practices that encourage team work if they are still in the contemplative stage. Leaders
must help employees move through each stage before reaching the action stage. To help
members move from the pre-contemplative to contemplative stage an outside consultant or
leader could present a training seminar to help members understand the direction of the firm.
During this program, members become engaged in self-evaluation and evaluation of the firm to
understand the problem areas. Members are asked their opinions and suggestions to achieve
directional goals.
The second step to increase a firm's adaptability is innovate the environment by updating
technology systems, and encouraging organizational learning. Innovation is a characteristic of
high performing organizational cultures (Jain, 1998). "How a company reacts to technological
change is a good indicator of its inner drive for greatness versus mediocrity" (Collins, 2001, p.
162). Great companies are driven by the desire to turn unrealized potential into greatness.
Managers can innovate the work environment by introducing pioneering devices that remove
burdens from their employees. By introducing small innovative changes that aid employees in
their everyday positions, employees become accustomed to accepting innovations because they
lxviii
understand the value they bring. This process minimizes anxiety associated with change as
employees gradually accept the idea that the innovative changes will help them fulfill their
responsibilities.
Managers can also enhance firm innovativeness through technology management and
increasing employees' involvement in strategic market planning (Tuominen et al., 2004).
Encouraging employee involvement when deciding on new technology to introduce into the
workplace or making strategic decisions increases their commitment to the change program.
"Adaptability in terms of searching and utilizing the newest technology is critical to performing
well in technologically turbulent environments" (Tuominen et al., 2004, p. 505). What set
winning organizations apart from their competitors was their ability to excel in industry
transforming innovations (Joyce et al., 2003). Winning organizations were eager to adopt
innovative ideas and to create a technological breakthrough that could transform their industry.
Innovation is one of the four secondary areas of management practices that Joyce, et al.
(2003) stated was a key to sustained business success. Although the risks and financial burdens
are high with innovation, an organization's willingness to undertake the endeavor shows their
commitment to rise above and beyond their competitors. Winning organizations did not just
improve upon old products, but introduced groundbreaking, disruptive technologies (Joyce et al.,
2003). Winning companies also used breakthroughs to advance internal and external goals.
Technology should accelerate change, not cause it; adapting to new technology should
not occur through a revolutionary process, but through a gradual transformation (Collins, 2001).
Collins (2001) suggested the crawl, walk, run approach to adopting new technology. First, a
company should slowly approach the new concept and think how the advancement could help
them improve performance. Next, the company can begin to walk by finding ways to incorporate
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the new technology into daily operations. The steps should be thoroughly evaluated, with a
conscious pursuit of understanding all consequences before adopting the new processes. The last
step is to run with the new concept, once the organization has figured out how to harness the new
technology to set them in a forward motion (Collins, 2001). Carefully selected technology should
be used as a tool to accelerate momentum (Collins, 2001). If the technology will not support the
organization in becoming the best in their industry, then it should not be adopted. The successful
culture thinks about technology differently, does not shy away out of the fear of the unknown,
but is driven to be bigger and better and understand that which they do not (Collins, 2001).
Encouraging and supporting organizational learning is the final step in creating an
adaptable organization. In organizational learning, "the organization receives, translates, and
interprets signals from the environment into opportunities for encouraging innovation, gaining
knowledge, and developing capabilities" (Denison, as cited in Sackman, 2006, p. 16).
Organizational learning can take the form of training seminars to teach the use of a new product
or team-based learning to help employees maximize their productivity when working in groups.
Organizational learning benefits the employees who are asked to participate in the new training
experience, as well as co-workers who work with the employee. Learning opportunities
introduce new concepts, practices and innovative ideas into a stagnant workplace. Encouraging
organizational learning in the workplace allows managers to send the message that they reward
employees who are invested in their own future, and who want to participate in opportunities to
increase their contribution in the workplace.
How to increase culture strength.
Deal and Kennedy (1982), Gordon and DiTomaso (1992) and Kotter and Heskett (1992)
found a relationship between strong cultures and positive firm performance. Culture strength is
lxx
the extent that the perceived culture is similar, understood, and adopted across all divisions and
levels of the organization, as well as the strength of bonds linking individuals to the larger group
(Forsyth, 2010). Managers may perceive a high degree of collectivism among their subordinates,
but the subordinates may in fact be employing individual practices to accomplish their goals. To
measure culture strength, employees from a variety of management and non-management levels
can be given a survey to measure degrees of work practices and work place beliefs; their
responses can then be compared across groups within the organization.
Negative conflict is kept at a minimum in organizations with a strong and balanced
culture. The goal for leaders is to integrate appropriate characteristics to achieve a strong culture
(Truskie, 1999). According to Deal and Kennedy (1982), “a strong culture has almost always
been the driving force behind continuing success in American business" (p. 5). Deal and
Kennedy (1982) stated that any organization can acquire a strong culture, as long as the leaders
can recognize the deficiencies in the current culture and then adapt it to fit the needs of their
environment. When an organization has a weak culture, confusion and conflict occur (Banton,
2002). Employees may become confused on policies and will muddle the goals of the
corporation with their own goals, resulting in personal financial motivations trumping those of
the work groups. "Strong culture companies care about all of their people and take pains to see
they are all treated appropriately" (Deal & Kennedy, 1982, p. 130). To increase culture strength
an organization can take two steps, the first is to reiterate the corporate mission statement, and
the second is to be consistent with all processes throughout the organization.
To increase the strength of the culture, leaders and managers must first re-iterate the
corporate mission statement and ensure that group goals are aligned with the vision and mission
statements. Possessing a mission statement is the fourth trait that Denison (as cited in Sackman,
lxxi
2006) found linked to organizational performance, and was the strongest predictor for return on
assets of all cultural traits (Denison & Mishra, 1995). When members of an organization share a
set of core values, employees have a clear set of expectations (Denison, as cited in Sackman,
2006). The mission statement provides a clear sense of purpose and direction, as well as
expresses a vision for the future of the organization. A strong mission statement allows an
organization to "shape current behavior by envisioning a desired future state" (Denison, as cited
in Sackman, 2006, p. 16). The Organizational Culture Model measures mission by three
indexes: strategic direction and intent, goals and objectives, and vision (Denison, as cited in
Sackman, 2006). Leaders should abide by the three indexes when updating their current mission
statement to ensure the goals of team members are aligned with the mission of the organization.
Establishing and abiding by clear company values is one of the characteristics that
winning cultures possessed in Joyce's et al. (2003) 4 + 2 model for success. In a strong culture,
employees are more likely to make choices that support the values they were taught to uphold. A
leader can reinforce the mission statement and core values by incorporating them into daily
communications, such as memos and emails. Posting the mission and vision statement in
multiple locations will ensure that employees are reminded of these values. This can also be done
by instructing employees and managers to read the statements annually and sign a written
confirmation that they received the information (Joyce et al., 2003).
Truskie (1999) stated that a well defined, balanced and integrated culture utilizes
employees who know and believe in the vision of the organization and who are emotionally
committed to the core values. The values and mission statement may be well communicated to
employees, but the content may be too abstract, broad, or too general. The leaders must
reformulate organizational direction using SMART goals, goals that are specific, measureable,
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attainable, realistic and timely. When employees are involved in creating the mission statement
they are more likely to feel committed to the goals of the organization. Truskie (1999) also stated
that organizational direction must be clear, concise and current in order to be compelling. The
mission, vision and business plan should be easy to understand and should clearly identify the
direction of the firm. The statements should "translate into meaningful words relating to the work
roles and responsibilities of all members of the organization" (Truskie, 1999, p. 66). The mission
and vision should be brief enough that employees and stakeholders can remember it. According
to Deal and Kennedy (1982), shared values impact performance in three ways, managers and
employees will "give extraordinary attention to whatever matters are stressed in the corporate
value system,... down-the line managers make marginally better decisions because they are
guided by their perception of the shared value ... and people simply work a little harder because
they are dedicated to the cause" (p. 33).
The second step to achieve a strong culture is to be consistent with all processes
throughout all levels. According to Denison (as cited in Sackman, 2006) consistent and well
integrated organizations are more effective. Consistency is one of the four traits that has a
positive impact on organizational performance and will lead to a stronger shared culture
according to Denison's Organizational Cultural Model (Denison, as cited in Sackman, 2006).
Consistent organizations develop an internal governance system that is agreed upon by managers
and subordinates that creates a clear list of "do's" and "don'ts". Employees from consistent
organizations are more committed to their positions, and the consistency acts a "powerful source
of stability" (Denison, as cited in Sackman, 2006, p. 14).
In addition to cooperation, consistency is one of the four models that Truskie (1999)
included in his L4 Strategy to obtain a balanced culture. The leader should set clear objectives
lxxiii
and targets, implement standard operating procedures, establish standards and rules, ensure
consistency in treatment of employees and in the communication chain of command (Truskie,
1999). Collins (2001) found that establishing a consistent culture was one of the five steps to
achieving a great company; "the good-to-great companies built a consistent system with clear
constraints, but they also gave people freedom and responsibility within the framework of that
system " (p. 125). Strong cultures communicate to their employees exactly how they are
expected to behave, through constant standards and procedures. Providing employees with
consistent modes of action and practices, and consistently rewarding them for adhering to the
established practices reinforces the positive behavior, resulting in a more organized and cohesive
work environment.
Summary
Using research and development, the researcher created a survey tool to measure the
degree of collectivism, adaptability and culture strength in an organization's culture. The peer
review panel established the validity of the created instrument. The “Measuring Collectivism,
Adaptability and Strength in Your Corporate Culture Survey" bridged the gap in the existing
literature on the culture-performance link because it presented the opportunity to measure all
three of the traits that were found to increase firm productivity. The responses of the survey will
allow managers to determine which of the three traits are absent in their culture. The researcher
then created a handbook, presented in chapter four, to guide managers in taking steps to adopt
more effective practices into their culture.
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Chapter IV- Handbook
Creating a Collective Corporate Culture:
A Small Business Guide to
Maximize Performance
Corporate Culture
Values
Beliefs
Norms
Organization Practices
Rituals
Power Structures
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Table of Contents
Introduction
Who Should Use This Guide? 68
When Should This Guide Be Used? 68
How to Increase Collectivism 70
Set Group Goals and Emphasize Team Work 70
Increase Collective Efficacy Among Members 72
Increase Esprit de Corps 73
Collectivism Activity 1 76
Collectivism Activity 2 77
Collectivism Activity 3 78
How to Increase Adaptability 79
Initiate Proper Change Programs 79
Innovate Interior Environment 81
Adaptability Activity 1 84
Adaptability Activity 2 85
How to Increase Culture Strength 86
Re-iterate Mission Statement 86
Be Consistent With All Processes 88
Culture Strength Activity 1 89
Culture Strength Activity 2 90
76
References 91
Creating a Collective Corporate Culture: A Small Business Guide to Maximize Performance
"Leaders can help their organizations become more effective and achieve superior long-term results by establishing an integrated, balanced organizational culture"
(Truskie, 1999, p. 78)
Corporate Culture is the shared philosophy of values and beliefs that guide everyday processes and interactions. Does your company emphasize team work as a means to accomplish goals, or does it encourage individual work and personal accomplishments? Creating a collective corporate culture that supports the goals of the mission and vision statements allows for congruency in the workplace and will result in more satisfied and productive employees.
Who should read this: Managers of all levels, Human Resources directors, scholars interested in corporate culture, entrepreneurs who desire to create a strong, collective corporate culture, and employees who want to operate more efficiently. While culture change is initially instigated by top management, anyone can educate themselves on how to create a more profitable and successful culture.
When should this guide be used: First, hand out the survey tool. Next, reference "Scoring the Survey", if the score for any of the three traits falls below the optimum score, then consult this handbook on how to adapt your current culture.
This handbook should not replace a code of conduct or an employee handbook. It is to be used to adapt current practices and create a more collective and successful corporate culture.
What types of organizations should use this guide: Awareness is the first step in recognizing when an organization is operating below par. Creating a strong, collective and adaptive culture requires examination, reflection and adaptation (Truskie, 1999). The following handbook is for organizations that are not yet in a crisis, and have ample time to take less radical steps towards a rebalance move. If performance and financial levels are adequate, but are not operating at full potential, a rebalance is more appropriate.
According to Petty, Beadles, Lowery et al., (1995) "the starting point in guiding
employees’ behavior and performance is a formal statement of management
philosophy and key values, supported by actual managerial practice" (p. 487).
77
The DILEMMA
What happens in an acquisition or merger and two opposing cultures attempt to combine? What does the resulting company look like? It will most likely be an imbalanced culture with employees who are confused about every day practices.
The SOLUTION
Provide a random sample of both companies' employees with the Culture Survey. Once the manager is aware of which winning trait(s) are missing in the current culture, then refer to this guide to implement the activities from the section that requires more attention.
After implementing activities:
Company A is
described as...
Company B is
described as...
Innovative
Adaptive
Collectivists
Strong Culture
Indiviudalists
Culture C is described as...
A Strong Culture
Adaptive
Collective
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HOW TO INCREASE COLLECTIVISM
Collectivism and collective tendencies are positively related to firm performance. There are three
steps to increase collectivism in an organization. The first step is to emphasize team work as a
means to accomplish goals and to reward team accomplishments. The second step is to increase
collective efficacy among groups and departments. The third step to increase collectivism is to
increase synergy and esprit de corps among employees.
1. Set group goals, not individual goals, and emphasize team work. Working in
groups is a universal characteristic across all societies (Forsyth, 2010). Groups fulfill the need for
positive, enduring relationships with others. By organizing company processes into work groups,
a manager is setting the tone for an inclusive, collective identity to form between group
members. Groups tend to value the traditions and ideologies that are shared by the majority of
the members. The process of interacting on a team creates an environment where members avoid
disagreement, respect authority and are encouraged to compromise. When the processes of the
group encourage collective tendencies, the members are more likely to cooperate, rather than
compete with their co-workers, and are also more likely to create long-lasting relationships
(Forsyth, 2010).
Group and team-based work creates a degree of interdependency that leads to a more
collective environment (Forsyth, 2010). Interdependents put the needs of the group before their
own. When forming a work team to accomplish a task, leaders should encourage employees to
view themselves as part of a larger group identity, and offer team based compensation. Team
based compensation can be in addition to regular wages and treated as a bonus. Each team
member, including senior staff, should receive the same percentage based on the performance of
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the team (Truskie, 1999). Collins (2001) suggested that compensation be used to keep the right
members on the team, not necessarily to motivate the "right" behaviors from the wrong people. If
companies offer rewards based on self interest then people will tend to be more individualistic
and only look out for their own interests, and will also be less productive (Benkler, 2011). Joyce
et al. (2003) found that winning teams rewarded achievement with pay for performance, but also
with acknowledgement and public recognition.
Teaching members to refer to the team as "us" or "we" encourages the individuals to view
themselves as part of the in-group, which also increases their commitment to the team's goals.
Recognizing group achievements, removing rigid chains of command and teaching conflict
resolution techniques to the group ensures your teams operate at maximum efficiency. Further,
ensuring team behavior is part of performance appraisals is crucial; employees must understand
their performance as a team member is part of their employee evaluation (Truskie, 1999). A
leader can also provide company gear and clothing for team members to wear and reward
employees who embrace their logos. Team members who physically look similar will find it
easier to identify with the larger group.
Collins (2001) found that one of the five steps to creating great, not just good, companies
was to get the right people on the team. Collins (2001) asserted that the right people must be on
the team and in the correct roles for their skill level for the team to operate effectively. If the
CEO or leaders ensure the team is composed of the right people with the right skill sets, then
team members will already be highly self-motivated and capable. Collective groups can become
unproductive groups if the leader does not adequately train the group and ensure that the team is
composed of the best members for the job. While a manger wants to ensure each member
identifies with their group, the identity of the individual member must not be lost in the identity
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of the group.
2. Increase collective efficacy among members, this involves implementing diversity
training to call attention to the positive contributions of group members who may have
once been viewed as outsiders. Collective efficacy and cohesion is the physical attraction and
identification of members to the group (Boyt, Lusch, & Mejza, 2005). Collective efficacy is the
belief among the majority of group members that their team is capable of achieving the group's
goals and successfully completing all tasks (Forsyth, 2010). When members believe that they are
part of a successful team, they are more dedicated and committed to achieving the group's goals,
and possess more motivation to do what it takes to accomplish the goals. Groups high in
collective efficacy experience greater member satisfaction and possess less individualistic
tendencies.
Work groups should have norms that stress productivity; the degree of success
experienced by the group is positively correlated to the level of collective efficacy. Groups high
in collective efficacy often lead to synergy (Forsyth, 2010). As the degree of collectivism
increases within the organization, so will the degree of productivity of the work groups; the cycle
continues as the success of the work group increases cohesion and results in more collective
tendencies. Collective efficacy also results from team members sharing a sense of ownership in
the success of their team. Inspiring a sense of ownership among employees is expected in a
collective environment (Joyce et al., 2003). Ownership can be encouraged by distributing
portions of employee's income in the form of shares. Empowered employees are more likely to
identify with the company and are more committed to achieving the organization's goals.
Diversity training is another key component to creating a more collective organization.
When individuals view their contributions as more significant than those of their co-workers, an
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in-group out-group bias can occur (Forsyth, 2010; Dyer et al., 2007). A manager must create a
culture that values and respects the talents of individuals because members of the in-group are
more likely to undervalue the contributions of members from the out-group.
"If the organization's culture encourages collectivistic values and minimizes distinctions based on tenure and status, then diverse teammates tend to behave more cooperatively then
they would in more traditional organizations" (Forsyth, 2010, p. 365).
To avoid an in-group out-group bias from creating a void in an organization, a manger
should create positive contact, create superordinate goals and encourage decategorization
(Forsyth, 2010). Creating positive contact promotes different groups to interact collaboratively
and encourages personal interaction. Creating superordinate goals results in opposing groups
relying on the other to help them achieve their own goals. A leader must encourage
decategorization of group members and a recategorization to combine conflicting departments or
groups into a larger single team (Forsyth, 2010). The recategorization increases the cohesion
between departments and results in higher collectivism as more employees place their group
goals above their own for the greater good of the organization.
3. The third step to increase collectivism in corporate culture is to increase synergy
and esprit de corps among groups and employees. Synergy occurs when the group as a whole
is greater than the sum of its parts (Forsyth, 2010). The group is able to collectively achieve a
goal that the individual members would have been unable to accomplish on their own. "Synergy
also becomes more likely when the group members are highly motivated to find the correct
solution" (Forsyth, 2010, p. 303). In a group setting, valuing each opinion and taking the time to
hear each view results in a larger pool of ideas, allowing each member to contribute to a solution
that the individuals would not have found on their own. "By combining their knowledge,
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insights, and ideas, groups often make better decisions than would have been made by the group
members acting independently. Positive synergy resulting from group decisions may well
include the generation of more ideas, more creative solutions, increased acceptance of the
decision by group members, and increased opportunity for the expression of diverse opinions"
(DuFrene, 2010, para. 5). For synergy to occur, a manager must ensure that the team values each
member’s contributions. A team would benefit from participating in team building to set a strong
foundation for synergy to occur.
A final way to increase collectivism in a corporate culture is to increase the esprit de
corps among employees. Esprit de corps is different from collective efficacy and cohesion in that
it is "an individual level phenomenon resulting from one's interaction in a group" (Boyt, Lusch,
& Mejza, 2005, p. 689). Organizational esprit de corps occurs when individual employees share
a strong desire and enthusiasm for the success of the company, as well as "enthusiastically shares
the values and goals of an organization" (Boyt et al., 2005, p. 690). The increase of esprit de
corps results in several positive behaviors, as well as a more collective mindset. There is a new
vitality in the department, with more chatting and bonding between employees and less
complaining. Members who possess this feeling of unity and enthusiasm for the group more
often help other team mates or co-workers, protect the organization, make constructive
suggestions, and spread goodwill among the organization (Forsyth, 2010; Boyt et al., 2005).
When esprit de corps is present in a work group, members experience higher job satisfaction,
compliance with group norms, increased cohesion, show more helping behavior, and are more
productive (Boyt et al., 2005). Esprit de corps is a positive affective tone that encourages
solidarity among members of the organization. Esprit de corps creates a work environment that is
not solely based on a monetary exchange, but also fulfills a social exchange. More fulfilling and
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collective environments develop when social exchange relationships trump economic exchange.
An organization that experiences esprit de corps will produce happier and more motivated
employees (Boyt et al., 2005).
To increase corporate solidarity and esprit de corps, corporate leaders must maintain
high performance standards and lead their organizations competently (Boyt et al., 2005).
Leaders must also ingrain a sense of trust among employees to encourage esprit de corps. Trust
encourages employees to take risks and place faith in their leaders and co-workers. Managers
must build confidence and faith in the organization's ability to be successful. A manager should
share a common, higher purpose that will motivate the team, as well as lead by example (Boyt et
al., 2005). A leader seeking change should promote greater esprit de corps through brown bag
lunches, social events outside of work, and holiday parties (Northouse, 2007). Scheduling
quarterly events such as an annual family day encourages members to view their organization
positively and increases the level of esprit de corps (Truskie, 1999).
A manager must also care for their employees and show their appreciation through group
rewards, recognition and positive reinforcements (Martin, 2007).When morale and esprit de
corps is high, employees are more likely to maintain a collective positive outlook and have faith
in their ability to succeed. Deal and Kennedy (1982) referred to culture solidarity builders as
play, ritual and ceremony. Play is the creative side of corporate life, the purpose of which is to
relieve tension, ceremony is a cultural extravaganza to help the company celebrate a milestone or
a team member. Rituals guide behavior, but are more than just habits of action, they "give
meaning to action and bring order to the chaos" (Deal & Kennedy, 1982, p. 62). Play, rituals and
ceremony all contribute to creating and sustaining corporate solidarity. Deal and Kennedy (1982)
found that some of the strongest cultures elevated their ceremonies to an extravagant level. The
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festivities serve to "educate, motivate, inspire and entertain" (Deal & Kennedy, 1982, p. 74).
Collectivism Activity 1
Skills Achieved: Increasing Team Performance, Achieving Team Commitment and Trust
How to Maximize Team Performance
Source: Dyer et al. (2007)
1. Form a team of highly qualified, diverse individuals
2. Inform the team that their bonus depends on the success of the team
3. Determine goal(s) or problems of the group
4. Encourage the team to gather data through surveys, interviews and data sharing
5. Summarize data, determine priorities, and determine which issues can be solved by the team
6. Develop action plans and specific roles for each member
7. Ensure commitment by all members to the action plan; implement the changes
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8. Evaluate results and determine areas still in need of improvement, set future goals for continued success
86
Collectivism Activity 2
Skills Achieved: Team Building, Collective Efficacy, Synergy, Collaboration
The Appreciative Inquiry Approach to Team Building
Source: Dyer et al. (2007)
Directions: Ask team members to fill out this form and then share their responses with the group
1. Think of a time when you were on a hugely successful team, a time that you felt energized, fulfilled, and the most effective- when you were able to accomplish even more than you imagined. What made it such a good team? Tell the story about the situation, the people involved, and how the team achieved its breakthrough.______________________________________________________________________________
2. Without being humble, what was it about you that contributed to the success of the team? Describe in detail these qualities and what you value about yourself that enables team success.______________________________________________________________________________
3. It is one year from today and out team is functioning more successfully that any of you imagined. What are we doing, how are we working together differently, what does this success look like and how did we make it happen?______________________________________________________________________________
The classification game can be a quick icebreaker or a more complex activity. Before splitting
the room into teams of four, explain the concept of “pigeon-holing someone,” which means
classifying someone as something or stereotyping someone. It should be made clear that this type
of classification is subjective and unhelpfully judgmental. Instruct the participants to introduce
themselves to those in their team and quickly discuss some of their likes, dislikes, etc. After the
introductions, reveal to the teams that it will be their job to discover how they should classify
themselves- as a team- into two or three subgroups by using criteria that contains no negative,
prejudicial, or discriminatory judgments. Examples of these subgroups can include night owls
and morning people, pineapple pizza lovers and sushi lovers, etc. This exercise encourages co-
workers to get to know each other better and enables them to collectively consider the nature of
all individuals within the team.
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HOW TO INCREASE ADAPTABILITY
Adaptability is a strong predictor of firm growth; adaptable organizations transform the
demands of the environment into action. "Recent studies clearly show that, in a complex and
turbulent market environment, adaptability is one of the key prerequisites for a good business
performance" (Tuominen et al., 2004, p. 495). The ability to alter one's culture or processes
offers a sustainable competitive advantage as the firm finds a fit with the changing environment.
There are two steps to increase the adaptability of the organization. The first step is to initiate a
proper change program. The second step is innovate the interior environment.
1. Leaders must initiate a proper change program by getting people on board, as
well as balancing tradition and innovation. "Top management is encouraged to become aware
of the current culture and then change that culture by developing explicit statements of value, by
building consensus, by the reinforcement of these values via managerial behavior and reward
systems, and by the socialization of the members of the organization" (Petty et al., 1995, p. 128).
Roi (2006) found that companies that "apply adaptive change leadership practices and values are
more likely to realize long-term financial success" (p. 63). Change leaders are those who focus
on employees, shareholders and customers. The ability for a leader to manage all three
stakeholders during a change in corporate culture or practices leads to greater financial
performance (Kotter & Heskett, 1992; Roi, 2006).
By reviewing team performance, leaders can assess if any aspect needs to be modified in
order to allow the team to perform at its maximum potential. Dyer et al. (2007) stated that
engaging in team building allows change to occur in the context, composition or competencies of
the team in order to improve team performance. Authors Kotter and Schlesinger (2008)
suggested three steps to manage change in teams successfully: analyze situational factors,
89
determine the optimal speed of change and consider methods for managing resistance.
Kotter and Schlesinger (2008) stated that most organizations must "undertake moderate
organizational changes at least once a year and major changes every four to five" ( p. 2). Most
efforts to introduce change encounter problems and severe resistance; as a result managers must
follow the three steps Kotter and Schlesinger (2008) suggested in order to make the change go as
smoothly as possible. Due to misunderstandings or lack of trust, employees can misinterpret the
specifics of what a manager is trying to change. As Dyer et al. (2007) stated, most conflict arises
out of one party violating the expectations of another party. When expectations are not shared,
then one party might inadvertently violate them. Similarly, if the expectations of change are not
shared among the organization, employees could raise more resistance and prevent the change
from occurring. Kotter and Schlesinger (2008) offered suggestions on how to deal with change,
including using education and communication, participation and involvement, facilitation and
support, negotiation and agreement, manipulation and co-optation, and explicit and implicit
coercion.
The leader is vital in convincing company members that the change program is a smart
endeavor, and that all personnel will benefit from the change. Helping employees develop a new
mind set is critical to the success of change programs. Employees will resist change because of
self interests, misunderstandings, and inherent limited tolerance for change (Truskie, 1999).
Truskie claimed that employees and organizations travel through five stages during a change
model. Employees start in a pre-contemplative stage where they see nothing wrong with the
status quo. In stage two, they become aware that a problem exists and are in what Truskie calls
contemplation. During this stage, employees weigh the pros and cons of different solutions, but
members are not completely committed to change. The third stage, preparation, allows members
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to adopt new practices or behaviors, and make plans to take action in the near future. Stage four
is action. The major challenge to step four is for members to maintain the new behavior or
processes indefinitely. The fifth stage is maintenance, where the organization takes steps to
prevent a relapse to old behaviors or practices. Many change plans fail because leaders do not
ensure that their members are in the proper stage before moving forward. Employees will resist
the new practices if they are still in the contemplative stage. Leaders must help employees move
through each stage before reaching the action stage. To help members move from the pre-
contemplative to contemplative stage an outside consultant or leader could present a training
seminar to help members understand the direction of the firm. During this program, members
become engaged in self-evaluation and evaluation of the firm to understand the weaker areas.
Members are asked their opinions and suggestions to achieve directional goals.
2. The second step to increase a firm's adaptability is it innovate the environment by
updating technology systems. "How a company reacts to technological change is a good
indicator of its inner drive for greatness versus mediocrity" (Collins, 2001, p. 162). Great
companies are driven by the desire to turn unrealized potential into greatness. Managers can
innovate the work environment by introducing pioneering devices that remove burdens from
their employees. By introducing small innovative changes that aid employees in their everyday
positions, employees become accustomed to accepting innovations because they understand the
value they bring. This process minimizes anxiety normally associated with change programs as
employees gradually accept the idea that the innovative changes will help them fulfill their
responsibilities.
Managers can also enhance firm innovativeness through technology management and
increasing employees' involvement in strategic market planning (Tuominen et al., 2004).
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"Adaptability in terms of searching and utilizing the newest technology is critical to performing
well in technologically turbulent environments" (Tuominen et al., 2004, p. 505). What set
winning organizations apart from their competitors was their ability to excel in industry
transforming innovations (Joyce et al., 2003). Winning organizations were eager to adopt
innovative ideas and to create a technological breakthrough that could transform their industry.
Innovation is one of the four secondary areas of management practices that Joyce, et al.
(2003) stated was a key to sustained business success. They stressed the importance of making
innovations that were industry transforming. Although the risks and financial burdens are high
with innovation, an organization's willingness to undertake the endeavor shows the company's
commitment to rise above and beyond their competitors. Winning organizations did not just
improve upon old products, but presented groundbreaking, disruptive technologies (Joyce et al,
2003). Winning companies also used breakthroughs to advance internal and external goals.
Technology should accelerate change, not cause it; adapting to new technology should
not occur through a revolutionary process, but through a gradual transformation (Collins, 2001).
Collins (2001) suggested the crawl, walk, run approach to adopting new technology. First, a
company should slowly approach the new concept and think how the advancement could help
them do what they do better. Next, the company can begin to walk by finding ways to
incorporate the new technology into daily operations. The steps should be thoroughly evaluated,
with a conscious pursuit of understanding all consequences before adopting the new processes.
The last step is to run with the new concept once the organization has figured out how to harness
the new technology to set them in a forward motion (Collins, 2001). Carefully selected
technology should be used as a tool to accelerate momentum. If the technology will not support
the organization in becoming the best in their industry, then it should not be adopted (Collins,
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2001). The successful culture thinks about technology differently, does not shy away out of the
fear of the unknown, but is driven to be bigger and better and understand that which they do not
(Collins, 2001).
Adaptability Activity 1
Skills Achieved: Initiating a Proper Change Program, Achieving Employee Commitment
Embracing Change in the Workplace
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Adapted from Dyer et al. (2007)
1st step- Recognize an imbalanceAre our work teams operating below par? ________________________________
Are any of the following symptoms present in our work teams?
Loss of production or output
Continued unexplained increase in costs
Increase in complaints from members
Complaints from users or customers Evidence of conflict
Confusion about assignments Apathy or lack of interest
Lack of initiative or imagination
Poor decision making Negative reactions to
manager
2nd step- Conduct survey with employees
Ask employees the above questions to discover what areas they feel require attention.
3rd step- Examine which area requires more attention
Which of the above symptoms were the most common?
Form focus groups comprised of employees representing a sample of all levels of the organization to brainstorm solutions to remedy each symptom. Have each focus group share their solutions with the larger group.
4th step- The leader starts consistently thinking about the mental image of what the culture should look like.
Share the ideas from the brainstorm section with the organization. Express what symptoms were bringing production down and how the solution(s)
will remedy the problem(s). Encourage employees to embrace the new ideas and changes. Implement new ideas in the work place. Reflect on how successful the changes were. Adapt changes as needed or revisit Step 3.
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Adaptability Activity 2
Skills: Increasing Innovation
How to Adopt Innovative Technology
Source: Collins (2001)
Crawl
First, a company should slowly approach the new concept and think how the advancement can help them do what they do better.
Walk
Next, the company can begin to walk by finding ways to tie in the new technology to daily operations. The steps should be calmly thought out, with a deliberate pursuit of understanding all consequences before adopting the new processes.
Run
The last step is to run with the new concept, once the organization has figured out how to harness the new technology to set them in a forward motion.
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HOW TO INCREASE CULTURE STRENGTH
Culture strength is the extent that the perceived culture is similar, understood, and
adopted across all divisions and levels of the organization, as well as the strength of bonds
linking individuals to the larger group (Forsyth, 2010). Managers may perceive a high degree of
collectivism among their subordinates, but the subordinates may in fact be employing individual
practices to accomplish their goals. A strong culture does not develop over night; the goal for
leaders is to develop a strong, balanced culture by integrating appropriate characteristics
(Truskie, 1999). Any culture can acquire a strong culture, as long as the leaders can recognize
the deficiencies in their current culture and then adapt it to fit the needs of their environment.
Negative conflict is kept at a minimum in organizations with a strong and balanced
culture. When an organization has a weak culture, confusion and conflict occur (Banton, 2002).
Employees may become confused on policies and will muddle the goals of the corporation with
their own goals. When this occurs, personal goals based on financial motivations may trump
those of the work groups. To increase culture strength, an organization can take two steps, the
first is to reiterate the corporate mission statement, and the second is to be consistent with all
processes throughout the organization.
1. Leaders and managers must re-iterate the corporate mission statement, and
ensure that goals are aligned with the vision and mission statements. When members of an
organization share a set of core values, employees have a clear set of expectations (Denison, as
cited in Sackman, 2006). The mission provides a clear sense of purpose and direction, as well as
expresses a vision for the future of the organization. A strong mission statement allows an
organization to "shape current behavior by envisioning a desired future state" (Denison, as cited
in Sackman, 2006, p. 16). In a strong culture, employees are more likely to make choices that
96
support the values they were taught to uphold. A leader can reinforce the mission statement and
core values by incorporating them into daily communications, such as memos and emails.
Posting the mission and vision statement in multiple locations will ensure that employees are
reminded of these values. This can also be done by instructing employees and managers to read
the statements annually and sign a written confirmation that they received the information (Joyce
et al., 2003).
Truskie (1999) stated that a well defined, balanced and integrated culture utilizes
employees who know and believe in the vision of the organization and who are also emotionally
committed to the core values. The values and mission statement may be well communicated to
employees, but the content may be too abstract, broad, or too general. The leaders must
reformulate organizational direction using SMART goals, goals that are specific, measureable,
attainable, realistic and timely. When employees are involved in creating the mission statement,
they are more likely to feel committed to the goals of the organization. Truskie (1999) also stated
that organizational direction must be clear, concise and current in order to be compelling. The
mission, vision and business plan should be easy to understand and should clearly define the
direction of the firm. The mission and vision should be brief enough that employees and
stakeholders can remember it. According to Deal and Kennedy (1982), shared values impact
performance in three ways, managers and employees will "give extraordinary attention to
whatever matters are stressed in the corporate value system,... down-the line managers make
marginally better decisions because they are guided by their perception of the shared value ... and
people simply work a little harder because they are dedicated to the cause" (p. 33).
2. The second step to achieve a strong culture is to be consistent with all processes
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throughout all levels. According to Denison (as cited in Sackman, 2006) consistent and well
integrated organizations are more effective. Consistency is one of the four traits that has a
positive impact on organizational performance and will lead to a stronger shared culture
(Denison, as cited in Sackman, 2006). Consistent organizations develop an internal governance
system that is agreed upon by managers and subordinates that creates a clear list of "do's" and
"don'ts". Employees from consistent organizations are more committed to their positions, and the
consistency acts as a "powerful source of stability" (Denison, as cited in Sackman, 2006, p. 14).
The leader should set clear objectives and targets, implement standard operating
procedures, establish standards and rules, ensure consistency in treatment of employees and a
consistency in the communication chain of command (Truskie, 1999). Employees who perceive
fairness in treatment between themselves and their co-workers are more likely to respect the
values of the organization. Strong cultures communicate to their employees exactly how they are
expected to behave through constant standards and clear constraints. Providing employees with
consistent modes of action and practices, and consistently rewarding them for adhering to the
established practices reinforces the positive behavior, resulting in a more organized and cohesive
work environment.
Culture Strength Activity 1
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Skills achieved: Determining Consensus on Employee Operations
Determining Your Culture Strength Through Employee Agreement
Source: Dyer et al. (2007)
Confirmation- Disconfirmation Process. Group members summarize how they view themselves and their own work performance- their strengths and areas that need improvement. Others are asked to confirm or disconfirm the person's diagnosis. This will provide an idea of the degree of consensus among employees.
Management Profile. Each person presents the profile of his or her effectiveness from previously gathered data. The group confirms or disconfirms the profile.
99
Culture Strength Activity 2Skills achieved: Aligning Goals with the Corporate Mission Statement
Individual Goals and Our Mission Statement
Directions: Distribute to individuals quarterly, discuss responses within work teams.
1. What are my individual work goals?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
2. What are the goals of my group?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
3. List at least three of the organization's core values:__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
4. Paraphrase the organization's mission statement:__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
5. How do my individual goals help the organization achieve our mission statement?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
6. How do my group's goals help achieve the organization's mission statement?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
7. Are my co-workers helping achieve the organization's goals as well?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
100
Handbook References
Banton, M. (2002). A study of corporate culture and its relationship to the financial performance of an organization. (Doctoral dissertation). Retrieved from Proquest Dissertations and Thesis. H Wayne Huizenga School of Business and Entrepreneurship, Nova Southeastern University.
Benkler, Y. (2011). The unselfish gene. Harvard Business Review, 89(7), 77- 85.
Boyt, T., Lusch, R., & Mejza, M. (2005). Theoretical models of the antecedents and consequences of organizational, workgroup, and professional esprit de corps. European Management Journal, 23(6), 682-701.
Collins, J. (2001). Good to great: Why some companies make the leap..and others don't. New York, NY: Harper Business.
Deal, T., & Kennedy, A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading, MA: Addison-Wesley.
DuFrene, D.D. (2012). History of synergy, individuals and synergy. Retrieved from http://www.referenceforbusiness.com/management/Str-Ti/Synergy.html#b
Dyer, W.G., Dyer, W., & Dyer, J.H. (2007). Team building: Proven strategies for improving team performance. San Francisco, CA: Jossey-Bass.
Forsyth, D.R. (2010). Group Dynamics. Belmont, CA: Wadsworth Publishing.
Huddle. (2012). Building teamwork. Retrieved from http://www.huddle.com/blog/building-teamwork-10-quick-and-easy-team-building-exercises-for-improving-communication-and-problem-solving-skills-part-1/
Jain, A.K. (1998). Corporate excellence. New Delhi, India: PK Publishers.
Joyce, W., Nohria, N., & Roberson, B. (2003). What really works: The 4+2 formula for sustained business success. New York, NY: Harper Business.
Kotter, J.P. & Heskett, J.L. (1992). Corporate culture and performance. New York: Free Press; New York: Maxwell Macmillan International.
Kotter, J.P. & Schlesinger, L.A. (2008). Choosing strategies for change. Harvard Business Review, 86(7), 2008.
Martin, R. (2007). The secrets of morale and cohesion. Retrieved from http://www.alcera.ca/en/newsletters/leaders-edge-newsletter-january-2007.php
Roi, R.C. (2006). Leadership, corporate culture, and performance. (Unpublished doctoral dissertation). Retrieved from Proquest Dissertations University of San Francisco, CA.
Truskie, S.D. (1999). Leadership in high performance organizational cultures. Westport, CT: Quorum Books.
Tuominen, M., Rajala, A., & Moller, K. (2004). How does adaptability drive firm innovativeness? Journal of Business Research, 57(5), 495-506.
102
Chapter V- Summary, Conclusion and Recommendations
Introduction
The purpose of this project was to create a survey tool to evaluate the current state of a
corporation's culture and then create a handbook to guide a corporation in implementing more
effective practices into their culture. The corporate beliefs and values of an organization have
credibility as predictors of the firm's success. In order to enhance performance, an organization
would benefit from achieving a strong culture with a combination of collective and adaptable
practices. Research and development, including preliminary testing and revision, was used to
create the survey questionnaire. The creation of the handbook consisted of research and
planning, resulting in a final survey and handbook. The extensive literature review validated the
need to adapt the current culture of an organization.
Summary
Three traits are related to sustained firm performance; when an organization encourages
collective practices, increases their degree of adaptability and shares a strong culture, they are
more likely to experience positive stakeholder satisfaction, employee retention and higher
profits. The researcher created a survey tool to measure the degree that each of the winning traits
exist in an organization's culture. Once managers collect the survey responses, they can then
refer to the "Creating a Collective Corporate Culture: A Small Business Guide to Maximize Firm
Performance" to learn what types of exercises and practices to implement in the workplace. The
survey and handbook are not meant to be a complete answer to achieving perfect organizational
performance, but rather a tool to help achieve a more balanced and effective culture.
Although the United States values individual contributions, collective practices such as
team work result in higher productivity in the work place. With the globalization of the
workplace comes the need for unique and untraditional means to accomplish tasks. The
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untraditional team may include members across time zones who communicate solely through
electronic sources or via web cams. Collaborating with fellow employees and accomplishing
goals set for the group results in an all around more successful and fulfilling environment. The
survey and handbook will empower managers with a means to create successful teams, both of
the traditional and not so traditional sorts. Learning to work with different personalities, from
different generations, and across different medias is the new task for team members to master.
Conclusion
Researchers agree that organizational performance is attributable to organizational
culture. Performance can be maximized by adapting an existing culture to include more effective
processes. Specifically, cultures that adopt collective tendencies and encourage employees to
hold their organization in high regard will flourish. The three research questions were answered
through the process of this project.
How is corporate culture best defined and measured? Corporate culture can be defined
by varying degrees of collectivism or individualism, as well as by a large multitude of defining
characteristics. However, the individualism-collectivism distinction acts as an effective and
accurate means of categorizing corporate culture. Culture can be measured through a variety of
questionnaires to determine where a company stands on the collectivism-individualism spectrum.
Using a combination of existing measurement tools, a survey was created to measure the degree
of collectivism, level of adaptability, and strength of an organization's culture. The next step in
the process of evaluating and increasing corporate culture effectiveness would be to test the
survey for reliability and implement the activities laid out in the Guide into existing businesses.
What traits of corporate culture are related to productivity and firm effectiveness? The
literature review presented three dominant traits and dimensions that were continually related to
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firm effectiveness and financial success. Collective tendencies, such as team based work, a firm's
ability to adapt to changing internal and external environments, and the strength of the shared
culture are all positively related to firm effectiveness. Although all three traits were found to be
positively related to firm effectiveness, a study on the combined effect the three have on culture
is missing from the literature. The next step would be to perform a study to measure the degree
that the combination of collectivism, adaptability and culture strength increase an organization's
financial earnings and stakeholder satisfaction.
How would an organization adopt these traits into their corporate culture? An
organization can take several steps to adopt collectivism, adaptability and strength into their
current culture. Using the "Creating a Collective Corporate Culture: A Small Business Guide to
Maximize Performance", 21st century organizations now have a tool to help them achieve a
more collective corporate culture in order to maximize their organization's performance.
Recommendations
The results of the survey and guide can assist contemporary companies in creating a more
profitable and effective corporate culture. Between technological advances, volatile markets, and
mergers and acquisitions, organizational cultures are forced to adopt new practices to remain in a
competitive market. By adopting the specific traits outlined in this review an organization can
maximize their firm's performance. Most empirical studies on the culture-performance link found
a correlation between specific corporate traits and profitability; however the existing research
lacked studies that concentrated solely on collectivism, adaptability and strength. This project
closed the gap by determining which three traits were most strongly related to enhanced and
sustained performance. This project presented a unique opportunity to measure the current state
of one's culture in order to determine which areas need improvement. Once the manager is aware
105
of the areas in need of change, they can refer to the guide in order to adopt certain practices to
enhance their profitability. Understanding how the three core traits, collectivism, adaptability and
culture strength, can improve performance is a valuable asset to managers and leaders seeking to
strengthen their organization's culture.
The implications of this project apply to both scholars and corporate members. Scholars
may apply this information to existing bodies of knowledge on corporate culture to better
understand the relationship between culture and firm performance. Learning to work in teams
effectively is yet another skill to master at the educational level, especially given that these skills
will be required in future employment. Given the evidence that collective team practices result in
more satisfied employees, one can infer that the same positive responses would be experienced
in an educational setting. Organizational development executives and leaders can apply this
information as a practical application to enhance firm performance, as well as understand how
their current culture can impact their performance. Learning to be an effective team member, as
well as learning to effectively manage teams is a valuable skill for corporate members of all
ranks.
Based on the results of this project, there are several recommendations for further
research. First, the created survey tool could be tested for validity. The survey was peer reviewed
for use and clarity, but further research to field test the survey would determine how valid the
tool is to measure collectivism, adaptability and strength. Additionally, adding another
measurement tool, such as employee observation, in addition to the survey, would present a more
accurate description of the current corporate culture, and allow for data triangulation (McMillan,
2012). Finally, for further research, the guidebook could be peer reviewed for ease of use and
clarity, as well as appropriateness. Additional reviewers as well as field testing would establish
106
validity of the survey and the guidebook, and would reinforce their value to scholars and
corporate members.
Concluding Thoughts
This project allowed the researcher to create a survey and handbook to contribute to the
corporate culture and performance link. The process of reviewing established literature on the
subject was enlightening and aided in the formation of the research questions. There was a large
gap in the existing literature on the culture-performance link; previous studies neglected to
discover the combined impact of the winning traits on an organization's performance. This
project presented evidence why collectivism, adaptability and strength are the winning
combination of traits for corporate culture.
During the process, the researcher practiced time management, research skills, and
commitment to complete the project. Although the researcher did not apply collective practices
while accomplishing all of the goals of the project, interactions with others through the peer
review process and advisor input was a collaborative effort. The researcher shared the project
objectives with the peer reviewers; when the reviewers aided the researcher in achieving the
goals, the collaborative efforts enhanced the experience. When the researcher experienced
satisfaction and camaraderie when accomplishing the goals with a team, it solidified the
discovery that collective practices result in more productive work groups. The researcher
experienced firsthand the collectivism-individualism distinction. However, the complete process
of research and development was a fulfilling experience that opened up a new array of research
questions to guide the researcher's future interest in corporate culture. It is the researcher's desire
that the survey and handbook eventually be field tested and found to significantly impact the
effectiveness of an organization's culture.
107
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Appendices
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APPENDIX A
Dear Peer Reviewer,
Thank you for taking the time to review this survey. Please read through each survey item and review the survey using this form. The survey will be used for organizations to conduct an evaluation of their current culture to determine if they are incorporating the three factors shown to increase profitability: collectivism, adaptability and culture strength.
Yes NoAre the questions appropriate for the purpose of the survey?
Are the questions relevant for the purpose of the survey?
Do the questions adequately have a means to measure collectivism?
Do the questions adequately have a means to measure adaptability?
Do the questions adequately have a means to measure culture strength?
Is the writing clear and comprehensive?
Does the order make sense?
Does "Scoring the Survey" seem appropriate?
Does "Scoring the Survey" have clear instructions?
Are any questions biased or leading?
Open Ended Questions:What are strengths of the format?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What are weaknesses of the format/ content?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What suggestions do you have for improvement?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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APPENDIX B
Measuring Collectivism, Adaptability and Strength in Your Corporate Culture Survey
Directions to Distributers: Select a random population of employees to take the survey; a relatively large sample would provide the most accurate results. Distribute surveys, notifying participants that responses will help inform what areas of the culture need improvement. Ask participants to return the survey anonymously by dropping it off at a box in front of the HR department.
Directions to participants: Please circle your response to each of the below statements. When complete, please submit the survey anonymously to the drop box in front of the HR department.
1. I prefer to work with co-workers to accomplish a difficult task, rather than by myself. 1 2 3 4 5
2. I make an effort to avoid disagreements with my group members. 1 2 3 4 5
3. Employees are encouraged to apply innovative ideas. 1 2 3 4 5
4. Finding solutions for product problems increases cooperation between departments. 1 2 3 4 5
5. People in this company are rewarded for outperforming one another. 1 2 3 4 5
6. Our leaders ask our opinions before making changes to our daily operations. 1 2 3 4 5
7. Employees have a clear sense of the mission and values that guide their work. 1 2 3 4 5
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8. Before making a decision, I always consult with others. Strongly Somewhat Neither agree Somewhat Strongly disagree disagree nor disagree agree agree 1 2 3 4 5
9. The employees in my department are consistently treated equally. 1 2 3 4 5
10. My team can accomplish any task we are given. 1 2 3 4 5
11. Our company invests in improving the knowledge and skills of our employees. 1 2 3 4 5
12. We apply a clear and consistent set of values to govern the way we do business. 1 2 3 4 5
14. Our leaders are attentive at addressing the changing needs of employees. 1 2 3 4 5
15. Our leaders recognize an individual's contributions to the success of projects. 1 2 3 4 5
16. People here tend to avoid conflict and work hard to keep relationships pleasant. 1 2 3 4 5
17. Our departments collaborate closely with one another. 1 2 3 4 5
18. There is team spirit throughout the company. 1 2 3 4 5
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19. Our current production technology is based on new technology. Strongly Somewhat Neither agree Somewhat Strongly disagree disagree nor disagree agree agree 1 2 3 4 5
20. I am constantly reminded of our organization's vision statement and goals. 1 2 3 4 5
21. When introducing changes to our workplace, our leaders always inform us first. 1 2 3 4 5
22. Our leaders foster collaboration by promoting cooperative goals and trust building.
1 2 3 4 5
23. We are normally the first in our industry to adopt new technology.
1 2 3 4 5
24. I am more successful working in a group than by myself.
1 2 3 4 5
25. I share the same values and beliefs about daily operations with our leaders. 1 2 3 4 5
26. Our company lacks an ‘‘esprit de corps’’. 1 2 3 4 5
27. Our leaders encourage employees to speak up when change in daily operations is needed. 1 2 3 4 5
28. I have a clear sense of purpose and direction at work. 1 2 3 4 5
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29. My goals are aligned with helping our company achieve our vision. Strongly Somewhat Neither agree Somewhat Strongly disagree disagree nor disagree agree agree 1 2 3 4 5
30. We are encouraged to use a variety of technology to communicate with co-workers and customers, such as tablets, email, smart phones, and other online media. 1 2 3 4 5
31. If my co-worker and I were to ask our supervisor a similar question, we would receive similar answers. 1 2 3 4 5
32. I am constantly reminded of our organization's mission statement. 1 2 3 4 5
33. My team members generate diverse ideas that I would not normally think of. 1 2 3 4 5
34. My co-workers and I tend to groan when we hear our managers are changing something at work. 1 2 3 4 5
35. We have a strong culture at work. 1 2 3 4 5
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Scoring the "Collectivism, Adaptability and Strength in Your Corporate Culture Survey"
Every "Strongly agree" response = 5 pointsEvery "Somewhat agree" response = 4 points Every "Neither agree nor disagree" response = 3 points Every "Somewhat disagree" response = 2 points Every "Strongly disagree" response = 1 point