FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W399569197> ?p ?o ?g. }

• W399569197 abstract "The purpose of this phenomenological study was to explore how employees with different national identities experience a geocentric organizational culture of a global corporation. A global corporation values both profitability and social acceptance; its units mutually negotiate governance and represent a highly interdependent network where centers of excellence and high-potential employees are identified regardless of geographic locations (Perlmutter, 1985). These companies try to build geocentric, or “world oriented” (Marquardt, 1999, p. 20), organizational cultures. Such culture “transcends cultural differences and establishes ‘beacons’ – values and attitudes – that are comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) for all employees, regardless of their national origins. Creating a geocentric organizational culture involves transforming each employee’s mindset, beliefs, and behaviors so that he/she can become “a world citizen in spite of having a national identity” (Marquardt, 1999, p. 47). National identity refers to one’s “self-location in a group and ... affect towards others in the group...[such as] feelings of closeness to and pride in one’s country and its symbols” (Citrin, Wong, & Duff, 2001, p. 74). National identity fosters a love for one’s homeland and its people, creates a sense of uniqueness and feeling of belonging, and generates a willingness to act in the interests of the group (Kelman, 2001). National identity cannot simply dissolve or be dropped (Citrin et al., 2001). However, how employees with different national identities experience this geocentric organizational culture remains unknown. A lack of this knowledge is regretful because this knowledge can assist human resource development professionals (HRD) in organizations in building geocentric organizational cultures. The purpose of this phenomenological study was to explore how employees with different national identities experience a geocentric organizational culture of a global corporation. The Roots of Organizational Culture Research The concept of organizational culture has been around for only 40 years but became propagated only in the past 25 years (Martin, 2002). The concept was first introduced to the U.S. management literature by Blake and Mouton (1964). In the 1960s, managers were balancing concerns for people, production, and hierarchy. Blake and Mouton (1964) suggested a new meaning of the manager’s task – “developing and maintaining a culture that promotes work” (p. ix). Pettigrew’s (1979) work is considered the first publication on organizational culture in the U.S. academic literature. For Pettigrew, organizational culture embraces such concepts as symbol, language, ideology, belief, ritual, and myth. Organizational culture relates to organizational functioning (e.g., leadership, control, norms, and purpose) and provides a system of meanings that gives people a sense of reality and direction for actions. In 1980s, the phenomenal success of Japanese businesses and the decrease in U.S. production moved researchers to re-examine knowledge on organizational management, which resulted in three bestsellers. In the first bestseller, Ouchi (1981) studied the Japanese approach to business and its" @default.
• W399569197 created "2016-06-24" @default.
• W399569197 creator A5001449124 @default.
• W399569197 date "2013-01-01" @default.
• W399569197 modified "2023-09-27" @default.
• W399569197 title "A Geocentric Organizational Culture of a Global Corporation: A Phenomenological Exploration of Employees’ Experiences" @default.
• W399569197 cites W115394847 @default.
• W399569197 cites W1859502711 @default.
• W399569197 cites W2010699987 @default.
• W399569197 cites W2016356254 @default.
• W399569197 cites W2045126447 @default.
• W399569197 cites W2049025638 @default.
• W399569197 cites W2062571617 @default.
• W399569197 cites W2080511100 @default.
• W399569197 cites W2114010042 @default.
• W399569197 cites W2119003110 @default.
• W399569197 cites W2154200958 @default.
• W399569197 cites W2183565992 @default.
• W399569197 cites W2344284505 @default.
• W399569197 cites W2485419670 @default.
• W399569197 cites W2889143358 @default.
• W399569197 cites W2942970798 @default.
• W399569197 cites W3124872368 @default.
• W399569197 cites W1493334448 @default.
• W399569197 cites W2803436129 @default.
• W399569197 hasPublicationYear "2013" @default.
• W399569197 type Work @default.
• W399569197 sameAs 399569197 @default.
• W399569197 citedByCount "1" @default.
• W399569197 countsByYear W3995691972019 @default.
• W399569197 crossrefType "journal-article" @default.
• W399569197 hasAuthorship W399569197A5001449124 @default.
• W399569197 hasConcept C122980154 @default.
• W399569197 hasConcept C13280743 @default.
• W399569197 hasConcept C144024400 @default.
• W399569197 hasConcept C15744967 @default.
• W399569197 hasConcept C17744445 @default.
• W399569197 hasConcept C19123756 @default.
• W399569197 hasConcept C199539241 @default.
• W399569197 hasConcept C205649164 @default.
• W399569197 hasConcept C2778348171 @default.
• W399569197 hasConcept C39549134 @default.
• W399569197 hasConcept C77805123 @default.
• W399569197 hasConceptScore W399569197C122980154 @default.
• W399569197 hasConceptScore W399569197C13280743 @default.
• W399569197 hasConceptScore W399569197C144024400 @default.
• W399569197 hasConceptScore W399569197C15744967 @default.
• W399569197 hasConceptScore W399569197C17744445 @default.
• W399569197 hasConceptScore W399569197C19123756 @default.
• W399569197 hasConceptScore W399569197C199539241 @default.
• W399569197 hasConceptScore W399569197C205649164 @default.
• W399569197 hasConceptScore W399569197C2778348171 @default.
• W399569197 hasConceptScore W399569197C39549134 @default.
• W399569197 hasConceptScore W399569197C77805123 @default.
• W399569197 hasLocation W3995691971 @default.
• W399569197 hasOpenAccess W399569197 @default.
• W399569197 hasPrimaryLocation W3995691971 @default.
• W399569197 hasRelatedWork W1012643984 @default.
• W399569197 hasRelatedWork W1522784091 @default.
• W399569197 hasRelatedWork W1563939081 @default.
• W399569197 hasRelatedWork W1601670300 @default.
• W399569197 hasRelatedWork W1963851430 @default.
• W399569197 hasRelatedWork W2150490071 @default.
• W399569197 hasRelatedWork W2194613830 @default.
• W399569197 hasRelatedWork W241181331 @default.
• W399569197 hasRelatedWork W2495819864 @default.
• W399569197 hasRelatedWork W2516189332 @default.
• W399569197 hasRelatedWork W258045642 @default.
• W399569197 hasRelatedWork W2623052657 @default.
• W399569197 hasRelatedWork W2788103946 @default.
• W399569197 hasRelatedWork W2795035163 @default.
• W399569197 hasRelatedWork W2984488498 @default.
• W399569197 hasRelatedWork W3123506464 @default.
• W399569197 hasRelatedWork W3124872368 @default.
• W399569197 hasRelatedWork W316877948 @default.
• W399569197 hasRelatedWork W49099331 @default.
• W399569197 hasRelatedWork W3093142583 @default.
• W399569197 isParatext "false" @default.
• W399569197 isRetracted "false" @default.
• W399569197 magId "399569197" @default.
• W399569197 workType "article" @default.