Noreen Saher
ABSTRACT
The aim of this paper is to unravel the key characteristics of the organizational culture of local firms in Pakistan, which are continuously growing in the recently liberalized market. This article is based on a qualitative research approach. Field work was conducted in a medical corporation working in the capital city of Pakistan for two years and four months. The results show that the firm has a hybrid organizational culture reflecting both local as well as foreign (western) traits. The flexible workplace environment facilitates workers to satisfy the changing demands of professional modesty without denying the indigenous moralities. This paper contributes to the debate of how national culture influence organizational culture.
- Saher, N. Cultural diversity and human resource management in Pakistan: An Anthropological perspective, 1st South Asian International Conference, Bhurban, Pakistan, 12-14 November, 2008.Google Scholar
- Dennison, D. R., and Mishra, A.K. Toward a theory of organizational culture and effectiveness. Organization Science 6, 2 (1995), 204--223.Google Scholar
- Earley, P. C., and Mosakowski, E. Creating hybrid team cultures: an empirical test of transnational team functioning. The Academy of Management Journal 43 (2000), 26--49.Google ScholarCross Ref
- Kotter, J., and Heskett, J. Corporate Culture and Performance (1992). New York: Free Press.Google Scholar
- Lincoln, J.R., Hanada, R., and Olson, I. Cultural orientations and individual reactions to organizations: a study of employees of Japanese armed forces. Administrative Science Quarterly 26 (1981), 93--115.Google ScholarCross Ref
- Ferris, G.R., & Wagner, J.A. Quality circles in the United States: A conceptual re-evaluation. Journal of Applied Behaviour Science 21(1985), 155--167.Google ScholarCross Ref
- Debrah. S., and Budhwar, P. Managing the human resource in Indian SMEs: The Role of indigenous realities in organizational working. Journal of World Business, 43(2008), 417--434.Google ScholarCross Ref
- Budhwar, P. S., and Sparrow, P. Strategic HRM through the cultural looking glass: Mapping the cognition of British and Indian managers. Organization Studies, 23, 4 (2002), 599--638.Google ScholarCross Ref
- Jackson, T., Amaeshi, K., and Yavuz, S. Understanding African indigenous management: Multiple influences on the success of SMEs in Kenya. Journal of World Business, 43(2008), 400--416.Google ScholarCross Ref
- Ralston, D. A., Holt, D. H., Terpstra, R. H., & Kai-Cheng, Y. The impact of national culture and economic ideology on managerial work values: A study of the United States, Russia, Japan and China. Journal of International Business Studies, 28, 1 (1997), 177--207.Google ScholarCross Ref
- Sinha, D., Kao, H. S. R., and Wilpert, B. Introduction: The emergence of indigenization. In Kao, H. S. R. ed. Management and cultural values: The indigenization of organizations in Asia, India, Sage, 1999, 19--26.Google Scholar
- Schein, E.H. Organizational culture and leadership. Jossey-Bass, San Francisco, 1985.Google Scholar
- Rafaeli, A., and Worline, M. Symbols in organizational culture. In Ashkanasy, N. ed. Hand book of Organizational Culture and Climate, Sage, California, 2000, 71--84.Google Scholar
- Baron, R.A. The physical environment of the work setting on task performance, inter personal relations, and job satisfaction. Research in Organizational Behavior 16 (1994), 11--46.Google Scholar
- Lyon, S. Power and Patronage in Pakistan, Ph.D. Dissertation, Dept. Anthropology, University of Kent, Canterbury, (2002).Google Scholar
- Eglar, Z. A Punjabi Village in Pakistan. Columbia University Press, New York, 1960.Google Scholar
- Khilji, S.E. To or not to adapt: Exploring the role of national culture in HRM-A study of Pakistan. International Journal of Cross Cultural Management, 3, 1(2003), 109--32.Google Scholar
- Gelfand, M.J. Erez, M., and Aycan, Z. Cross cultural organizational behavior. Annual Review of Psychology, 58(2007), 479--514.Google ScholarCross Ref
- Leedy, P. D., and Ormrod, J.E. (ed.). Practical research: Planning and design. NJ: Merrill Prentice Hall, Upper Saddle River, 2001.Google Scholar
- Strauss, A., and Corbin, J. Basics of qualitative research: Grounded theory, procedures and techniques. Sage, Newbury Park, 1998.Google Scholar
- Weber, Y. Corporate culture fit in mergers and acquisitions. Human Relations, 49(1996), 1l81--l202.Google ScholarCross Ref
- Zellmer-Bruhn, M.E., Gibson, C.B., and Aldag, R.J. Time flies like an arrow: tracing antecedents and consequences of temporal elements of organizational culture. In C.L. Cooper C.L. (eds.). The International Handbook of Organizational Culture and Climate, Wiley, New York, 2001, 22--52.Google Scholar
- Sagiv, L., and Schwartz, S.H. Cultural values in organisations: insights for Europe. European Journal of International Management, 1, 3(2007), 176--190.Google Scholar
- Aycan, Z. Managing Inequalities: Leadership and teamwork in developing country context. In Lane, H. Mendebhall, M., and Maznevski, M. (ed.). International Handbook of Management, Blackwell, New York, 2004, 406--423.Google Scholar
Index Terms
- Inter- cultural management and organizational culture: a case study of service sector firm
Recommendations
Organizational Culture and E-Government Performance: An Empirical Study
Government organizations differ significantly from private sector organizations in terms of their processes, culture, and ways of working. Plagued with phlegmatic and often lackadaisical work systems, government organizations tend to resist dramatic ...
Relationship between Universities Organizational Culture, Teachers' Psychological Empowerment and Organizational Citizenship Behavior
CSO '11: Proceedings of the 2011 Fourth International Joint Conference on Computational Sciences and OptimizationThis paper discusses the relationship between University Organizational Culture, Teachers' Psychological Empowerment and Organizational Citizenship Behavior through the questionnaire and analysis. It shows that University Organizational Culture has a ...
The impacts of organizational culture on information security culture: a case study
Information security cannot rely solely on technology. More attention must be drawn to the users' behavioral perspectives regarding information security. In this study, we propose that a culture encouraging employees to comply with information policies ...
Comments