“We used the Organizational Culture Profile (OCP) of O’Reilly et al. (1991), as adapted by Windsor and Ashkanasy (1996), to describe the culture of Australian organizations, as perceived by those organizations’ financial controllers...."
"Strategy was measured with the Snow and Hrebiniak (1980) measure based on the Miles
and Snow (1978) typology of prospector, defender, analyser and reactor strategies".
and Snow (1978) typology of prospector, defender, analyser and reactor strategies".
2. What were the main findings on Baird et al (2007)?
They “found the perceptions of financial controllers of Australian organizational culture to be generally, and quite highly, consistent with the perceptions of managers”.
RANKING OF THE ORGANIZATIONAL CULTURE FACTORS AND COMPONENT ITEMS
1. Performance Orientation
2. Social Responsibility
3. Supportiveness
4. Emphasis on Rewards
5. Stability
6 Competitiveness, innovation
2. Social Responsibility
3. Supportiveness
4. Emphasis on Rewards
5. Stability
6 Competitiveness, innovation
3. How does the culture of Australian organisations relate to their strategy?
It was expected that organizations adopting a prospector strategy would be more likely to have an organizational culture characterised by high Innovation and high OutcomeOrientation than would defenders (with analysers in between), and that defenders wouldbe more likely to have an organizational culture characterised by high Stability and high Attention to Detail than prospectors (with analysers in between). It was also expected thatreactors, with a non-viable strategy, would be lower on all cultural factors".
It was expected that organizations adopting a prospector strategy would be more likely to have an organizational culture characterised by high Innovation and high OutcomeOrientation than would defenders (with analysers in between), and that defenders wouldbe more likely to have an organizational culture characterised by high Stability and high Attention to Detail than prospectors (with analysers in between). It was also expected thatreactors, with a non-viable strategy, would be lower on all cultural factors".
4. How does Roy Green (2009)’s article relates to Australian culture and Australian organisations?
In the text said that the way to fight the crisis is trough innovation, Innovation, Industry, Science and Research Minister Kim Carr took up this theme at his
recent National Press Club speech, where he emphasised the "growing consensus that
innovation is the key to recovery".
"In addition to identifying market needs and adapting their products or services to meet
those needs, firms must also find ways of prompting the market to lock into their
innovations ahead of others".
In the text said that the way to fight the crisis is trough innovation, Innovation, Industry, Science and Research Minister Kim Carr took up this theme at his
recent National Press Club speech, where he emphasised the "growing consensus that
innovation is the key to recovery".
"In addition to identifying market needs and adapting their products or services to meet
those needs, firms must also find ways of prompting the market to lock into their
innovations ahead of others".
Reference:
Baird, Kevin; Harriso, Graeme & Robert Reeve. 2007. The culture of Australian organizations and its relation with strategy. International Journal of Business Studies, 15 (1). 15-41
Green, Roy (2009). Innovation the key to recovery
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