FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W96706534> ?p ?o ?g. }

• W96706534 endingPage "21" @default.
• W96706534 startingPage "7" @default.
• W96706534 abstract "1.introductionMore and more frequently it is be- lieved that quality management improve- ment is influenced not only by the so-called hard management aspects, but also by the soft ones, such as organisational culture or leadership. In this publication the results of studies conducted within the framework of a research project devoted to the influ- ence of organisational culture on quality management improvement have been pre- sented. Taking into consideration the results of detailed analyses, an author's typology of organisational culture based on two variables - the attitude to uncertainty and status as- cription - has been developed. This provided a basis for distinguishing four types of organ- isational cultures, to which the investigated organisations have been assigned. It has been determined which organisational culture and why has the most pro-quality character.2.typologies of cultural dimensionsThere is a number of studies conducted to isolate those factors that are most impor- tant and the largest contribution to cultur- al diversity (Ailon 2008; Aniszewska 2007; Aniszewska 2008; Boski 2009; Cameron and Quinn 2006; Glinska-Newes 2007; Krzemien and Wolniak 2004; Mikula 1995; Schein 2004; Sikorski 2002; Sitko-Lutek 2004; Sulkowski 2002; Zbiegien-Maciag 2005). Belong to the most well-known study by G. Hofstede and study Ch. Hampden-Turner and Trompenaars A.There are five Hofstete cultural di- mensions (Chiang 2005; Hunt 1981; Jefferson 2002; Korman 1983; Kwek 2003; McSeeeney 2003; Robinson 1983, Sorge 1983):* Power distance - This dimension deals with the fact that all individuals in societies are not equal - it express- es the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that pow- er is distributed unequally.* individualism - The fundamental is- sue addressed by this dimension is the degree of interdependence a so- ciety maintains among its members. It has to do with whether peoples self-image is defined in terms of I or We. In Individualist societies peo- ple are supposed to look after them- selves and their direct family only. In Collectivist societies people belong to 'in groups' that take care of them in exchange for loyalty.* Masculinity / Femininity - A high score (masculine) on this dimension indicates that the society will be driv- en by competition, achievement and success, with success being defined by the winner / best in field - a value sys- tem that starts in school and continues throughout organisational behaviour. A low score (feminine) on the dimen - sion means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The funda- mental issue here is what motivates people, wanting to be the best (mascu- line) or liking what you do (feminine).* uncertainty avoidance - The dimen- sion Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have cre- ated beliefs and institutions that try to avoid these is reflected in the UAI score.* long term orientation - The long term orientation dimension is closely related to the teachings of Confucius and can be interpreted as dealing with society's search for virtue, the extent to which a society shows a pragmat- ic future-oriented perspective rather than a conventional historical short- term point of view.In 1998, management consultants Trompenaars and Hampden-Turner pub- lished their Seven Dimensions of Culture model to help explain national cultural dif- ferences in organisations and to show how managing these differences in a heteroge- neous business environment is a major chal- lenge for international managers. …" @default.
• W96706534 created "2016-06-24" @default.
• W96706534 creator A5087156433 @default.
• W96706534 date "2013-01-01" @default.
• W96706534 modified "2023-09-26" @default.
• W96706534 title "A typology of organizational cultures in terms of improvement of the quality management" @default.
• W96706534 hasPublicationYear "2013" @default.
• W96706534 type Work @default.
• W96706534 sameAs 96706534 @default.
• W96706534 citedByCount "3" @default.
• W96706534 countsByYear W967065342016 @default.
• W96706534 countsByYear W967065342021 @default.
• W96706534 crossrefType "posted-content" @default.
• W96706534 hasAuthorship W96706534A5087156433 @default.
• W96706534 hasConcept C111472728 @default.
• W96706534 hasConcept C138885662 @default.
• W96706534 hasConcept C144024400 @default.
• W96706534 hasConcept C162324750 @default.
• W96706534 hasConcept C17744445 @default.
• W96706534 hasConcept C187736073 @default.
• W96706534 hasConcept C19165224 @default.
• W96706534 hasConcept C202444582 @default.
• W96706534 hasConcept C2779530757 @default.
• W96706534 hasConcept C2781316041 @default.
• W96706534 hasConcept C33676613 @default.
• W96706534 hasConcept C33923547 @default.
• W96706534 hasConcept C36289849 @default.
• W96706534 hasConcept C39549134 @default.
• W96706534 hasConcept C67356462 @default.
• W96706534 hasConcept C67674302 @default.
• W96706534 hasConcept C75795011 @default.
• W96706534 hasConceptScore W96706534C111472728 @default.
• W96706534 hasConceptScore W96706534C138885662 @default.
• W96706534 hasConceptScore W96706534C144024400 @default.
• W96706534 hasConceptScore W96706534C162324750 @default.
• W96706534 hasConceptScore W96706534C17744445 @default.
• W96706534 hasConceptScore W96706534C187736073 @default.
• W96706534 hasConceptScore W96706534C19165224 @default.
• W96706534 hasConceptScore W96706534C202444582 @default.
• W96706534 hasConceptScore W96706534C2779530757 @default.
• W96706534 hasConceptScore W96706534C2781316041 @default.
• W96706534 hasConceptScore W96706534C33676613 @default.
• W96706534 hasConceptScore W96706534C33923547 @default.
• W96706534 hasConceptScore W96706534C36289849 @default.
• W96706534 hasConceptScore W96706534C39549134 @default.
• W96706534 hasConceptScore W96706534C67356462 @default.
• W96706534 hasConceptScore W96706534C67674302 @default.
• W96706534 hasConceptScore W96706534C75795011 @default.
• W96706534 hasIssue "17" @default.
• W96706534 hasLocation W967065341 @default.
• W96706534 hasOpenAccess W96706534 @default.
• W96706534 hasPrimaryLocation W967065341 @default.
• W96706534 hasRelatedWork W1512314343 @default.
• W96706534 hasRelatedWork W1562768313 @default.
• W96706534 hasRelatedWork W1979005191 @default.
• W96706534 hasRelatedWork W1995713397 @default.
• W96706534 hasRelatedWork W2007750226 @default.
• W96706534 hasRelatedWork W2037199651 @default.
• W96706534 hasRelatedWork W2070406315 @default.
• W96706534 hasRelatedWork W2323801240 @default.
• W96706534 hasRelatedWork W2462187742 @default.
• W96706534 hasRelatedWork W2498894438 @default.
• W96706534 hasRelatedWork W2504251903 @default.
• W96706534 hasRelatedWork W2573392910 @default.
• W96706534 hasRelatedWork W269892261 @default.
• W96706534 hasRelatedWork W2892976491 @default.
• W96706534 hasRelatedWork W3022100884 @default.
• W96706534 hasRelatedWork W82802871 @default.
• W96706534 hasRelatedWork W888841969 @default.
• W96706534 hasRelatedWork W98617937 @default.
• W96706534 hasRelatedWork W997171756 @default.
• W96706534 hasRelatedWork W3149137190 @default.
• W96706534 hasVolume "17" @default.
• W96706534 isParatext "false" @default.
• W96706534 isRetracted "false" @default.
• W96706534 magId "96706534" @default.
• W96706534 workType "article" @default.