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Leading by Leveraging Culture
16 references·16 citing·39 second hopsampled
Leading by Leveraging Culture (2003)Leading by Leveraging CultureHandbook of Social Psychology (2013)Handbook of Social PsychologyPsychological Safety and Learning Behavior in Work Teams (1999)Psychological Safety and Lear…The Human Equation: Building Profits by Putting People First. (1998)The Human Equation: Building …Attraction and close relationships. (1998)Attraction and close relation…Winning through innovation : a practical guide to leading organizational change and renewal (1997)Winning through innovation : …Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do (1997)Motivating Creativity in Orga…Built to last: Successful habits of visionary companies (1996)Built to last: Successful hab…Toward a Theory of Organizational Culture and Effectiveness (1995)Toward a Theory of Organizati…ASSESSING THE RELATIONSHIP BETWEEN INDUSTRY CHARACTERISTICS AND ORGANIZATIONAL CULTURE: HOW DIFFERENT CAN YOU BE? (1994)ASSESSING THE RELATIONSHIP BE…Corporate Culture and Performance (1992)Corporate Culture and Perform…Matching People and Organizations: Selection and Socialization in Public Accounting Firms (1991)Matching People and Organizat…Corporations, Culture, and Commitment: Motivation and Social Control in Organizations (1989)Corporations, Culture, and Co…Power in organizations (1981)Power in organizationsCompetitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Strategy: Techniq…The nature of human values (1973)The nature of human valuesThe actor and the observer : Divergent perceptions of the causes of behavior (1972)The actor and the observer : …Strategic design of culture for digital transformation (2024)Strategic design of culture f…Corporate Culture (2022)Corporate CultureToo Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction (2019)Too Much of a Good Thing? On …Leadership and innovation: The moderator role of organization support for innovative behaviors (2017)Leadership and innovation: Th…How does TMT attention to innovation of Chinese firms influence firm innovation activities? A study on the moderating role of corporate governance (2014)How does TMT attention to inn…Creating shared value as a differentiation strategy – the example of BASF in Brazil (2012)Creating shared value as a di…The Rise and Fall of Job Analysis and the Future of Work Analysis (2011)The Rise and Fall of Job Anal…Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success (2011)Merge Ahead: A Research Agend…A framework for the human resources role in managing culture in mergers and acquisitions (2011)A framework for the human res…Solving the sustainability implementation challenge (2010)Solving the sustainability im…Organizational Preferences and Their Consequences (2010)Organizational Preferences an…Innovative corporate social responsibility: the founder's role in creating a trustworthy corporate brand through “green innovation” (2010)Innovative corporate social r…Leadership and Organizational Culture Transformation in Professional Sport (2009)Leadership and Organizational…What is (or should be) the difference between competency modeling and traditional job analysis? (2008)What is (or should be) the di…Developing an organisation culture to facilitate radical innovation (2008)Developing an organisation cu…Building a capable organization: The eight levers of strategy implementation (2008)Building a capable organizati…Effects of externally mediated rewards on intrinsic motivation. (1971)The social psychology of creativity: A componential conceptualization. (1983)Motivational processes affecting learning. (1986)Climate for Creativity: A Quantitative Review (2007)What Goes Around Comes Around: Knowledge Hiding, Perceived Motivational Climate, and Creativity (2013)Knowledge-based human resource management practices, intellectual capital and innovation (2017)Culture's Consequences: International Differences in Work-Related Values. (1983)Whatisthe Difference Between Organizational Culture and Organizational Climate? A Native's Point of View on a Decade of Paradigm Wars (1996)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Corporate responsibility and financial performance: the role of intangible resources (2009)Mind, Self, and Society (2015)The Interpretation of Cultures (2017)Self-efficacy mechanism in human agency. (1982)The fifth discipline, the art and practice of the learning organization (1991)An Integrative Model Of Organizational Trust (1995)Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. (2003)The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer (2004)What's the difference? diversity constructs as separation, variety, or disparity in organizations (2007)Stereotypes and prejudice: Their automatic and controlled components. (1989)Implicit social cognition: Attitudes, self-esteem, and stereotypes. (1995)Role congruity theory of prejudice toward female leaders. (2002)Toward A Unified Conception Of Business Ethics: Integrative Social Contracts Theory (1994)Reframing Crisis Management (1998)Review : A Review of Culture in Information Systems Research: Toward a Theory of Information Technology Culture Conflict1 (2006)DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE. (1999)Capabilities, cognition, and inertia: evidence from digital imaging (2000)Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams (2005)The cornerstones of competitive advantage: A resource‐based view (1993)Varieties of Capitalism (2001)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (2000)Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence (1988)Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries (1992)Framing Processes and Social Movements: An Overview and Assessment (2000)Emotional Labor in Service Roles: The Influence of Identity (1993)Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups (1999)Ethical leadership: A review and future directions (2006)
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References

  • 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors16,592 cited
  • 1999Psychological Safety and Learning Behavior in Work Teams11,982 cited
  • 1973The nature of human values10,141 cited
  • 2013Handbook of Social Psychology7,486 cited
  • 1981Power in organizations3,558 cited
  • 1992Corporate Culture and Performance3,389 cited
  • 1995Toward a Theory of Organizational Culture and Effectiveness2,392 cited
  • 1996Built to last: Successful habits of visionary companies2,307 cited
  • 1997Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do2,243 cited
  • 1991Matching People and Organizations: Selection and Socialization in Public Accounting Firms2,106 cited
  • 1998The Human Equation: Building Profits by Putting People First.1,559 cited
  • 1972The actor and the observer : Divergent perceptions of the causes of behavior1,126 cited
  • 1989Corporations, Culture, and Commitment: Motivation and Social Control in Organizations937 cited
  • 1997Winning through innovation : a practical guide to leading organizational change and renewal799 cited
  • 1994ASSESSING THE RELATIONSHIP BETWEEN INDUSTRY CHARACTERISTICS AND ORGANIZATIONAL CULTURE: HOW DIFFERENT CAN YOU BE?

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787 cited
  • 1998Attraction and close relationships.739 cited
  • Cited by

    • 2014How does TMT attention to innovation of Chinese firms influence firm innovation activities? A study on the moderating role of corporate governance176 cited
    • 2008Building a capable organization: The eight levers of strategy implementation160 cited
    • 2010Innovative corporate social responsibility: the founder's role in creating a trustworthy corporate brand through “green innovation”150 cited
    • 2008What is (or should be) the difference between competency modeling and traditional job analysis?150 cited
    • 2011A framework for the human resources role in managing culture in mergers and acquisitions130 cited
    • 2012Creating shared value as a differentiation strategy – the example of BASF in Brazil126 cited
    • 2024Strategic design of culture for digital transformation125 cited
    • 2010Organizational Preferences and Their Consequences125 cited
    • 2010Solving the sustainability implementation challenge123 cited
    • 2019Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction123 cited
    • 2011Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success112 cited
    • 2008Developing an organisation culture to facilitate radical innovation111 cited
    • 2011The Rise and Fall of Job Analysis and the Future of Work Analysis94 cited
    • 2017Leadership and innovation: The moderator role of organization support for innovative behaviors92 cited
    • 2022Corporate Culture88 cited
    • 2009Leadership and Organizational Culture Transformation in Professional Sport83 cited