AN EMPIRICAL EXPLORATION OF MEASURES OF SOCIAL RESPONSIBILITY ACROSS THE SPECTRUM OF ORGANIZATIONAL TYPES

Organizational culture now and going forward

Purpose

The purpose of this paper is to examine the fundamental premises (i.e. perspectives on organizations and intrinsic research contributions) embodied in the literature on organizational culture and offer insights into where organizational culture research should be headed now and going forward.

Design/methodology/approach

This research provides an integrative review of organizational culture research and investigates commonalities and differences in terms of the fundamental premises between North America and Europe.

Findings

The findings include that the modern perspective was most pervasive (87 percent) in both regions, with Europe slightly more open to varied perspectives such as symbolic and postmodern ones; approximately 70 percent of the studies were geared toward organization-level contributions, less than 10 percent toward individual-level contributions, and less than 20 percent toward mega-level contributions as the underlying research intent; and (c) in terms of the perspective-contribution combination, the pair of modern perspective and organization-level contribution was most dominant in both regions, while the individual-level contribution was paired with no other perspectives than the modern one.

Research limitations/implications

This research suggests that the research community shape a whole new discourse on organizational culture and recommends several promising research avenues.

Originality/value

By engaging in fundamental discussions on how an organization has been perceived and what purpose it has meant to deliver, this research offers an overarching view of where we stand currently and possibly where we should be heading in terms of organizational change management.

Critiquing Human Resource Development's Dominant Masculine Rationality and Evaluating Its Impact

The purpose of this article is to critique human resource development's (HRD) dominant philosophy, practices, and research; illustrate how they negatively affect women HRD practitioners and recipients; and recommend alternative conceptualizations of the field. This article is grounded in a critical feminist theoretical framework, draws on critical theory and critical management studies, and is inspired by the author's ongoing disenchantment HRD's overreliance on “performative” ideas and practices.