PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 2013Organisational culture is transient in nature and is affected by and interacts with theenvironment within which it operates (Smith, 2003). Within a public sectorenvironment, a shift was detected by Buchanan and Huczynski (2004) whereorganisational culture moved from a bureaucratic structure to humanistic hierarchies.Reaction of organisation change through external influences is a key component ofan active and dynamic expression of culture (Fellows and Liu, 2002) and isparticularly relevant to this research. The ability for an organisation to change inorder to gain improvements in productivity was also an essential requirementsuggested by Egan (1998).3.9 Links between organisational culture, behaviours and performanceThe link between organisational culture and productivity/performance is supportedby a substantial number of studies identified thus far. Recent research places aprogressive stratification of interaction between culture, behaviour and performance.Tellis et al, (2009) stated that culture drives behaviour for groups at a cognitive levelusing standard procedures. Zhang and Liu (2006) sought to construct a ‘culture –effectiveness’ model where culture provides motivated behaviour in order to increaseperformance with Chinese contractors. As stated by Walker (2011, pg 182) ‘researchon the impact of culture on organizational performance is mixed’ and althoughWalker cites examples from a range across the cultural spectrum, no definitiveconclusions are stated.Although culture has an influence upon behaviours, reflection with the difficulties ofanalysing culture encourages investigation into characteristics of behaviour which issupported through significant empirical research. A review of the published literatureplaces behaviours as a driver for group performance and in reflection of this,organisational behaviour forms the sociological drivers for performance.3.10 Identification of organisational behavioursA literary review of collaborative centric performance based groups identifiedcharacteristics that contributed positive results in outcomes (Katzenbach, 2000). Tensignificant characteristics identified by Katzenbach were reconfirmed Akdemir, et al,(2010) who ranked 26 characteristics into the most effective ten behaviours. The tenbehaviours are collated in Table 3.1.56