Founder-culture in organizations - its impact on organizational growth, dynamism and innovativeness by Mathew Manimala (Working Paper, No. 1987/661) (Record no. 70760)

000 -LEADER
fixed length control field 02356nam a2200157Ia 4500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 140323b1987 xxu||||| |||| 00| 0 eng d
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number WP 1987 (661)
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Manimala, Mathew
9 (RLIN) 67323
245 ## - TITLE STATEMENT
Title Founder-culture in organizations - its impact on organizational growth, dynamism and innovativeness by Mathew Manimala (Working Paper, No. 1987/661)
Statement of responsibility, etc. Manimala, Mathew
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc. Ahmedabad
Name of publisher, distributor, etc. Indian Institute of Management
Date of publication, distribution, etc. 1987
300 ## - PHYSICAL DESCRIPTION
Extent 33 p.
520 ## - SUMMARY, ETC.
Summary, etc. Organizational culture has recently emerged as one of the prominent focuses of organization research. This is partly because of the disillusionment with the research on the more objective phenomena such as structure and technology. Several researchers point out that culture could be the most important factor that determined the other characteristics and performance of an organization. It may be naturally asked how an organizations culture evolves. One of the hypotheses of this paper is that a major influence on the development of organization culture is the founder. A review of existing research shows that the founders influence is critical and is difficult to change except during a crisis created by changes in the environment. It is also proposed that the type of culture would vary with the type of founder. An external (or organization) oriented founder (as opposed to a self-oriented one) is likely to create a professional, dynamic and sometimes innovative organization. On the other hand, the organization created by the self-oriented founder would remain non-professional, and non-innovative, characterized by limited growth and dynamism except if it changes its culture in response to a change in the environment and a consequent crisis within the organization. The change, which may take place either through theoretical in an incremental fashion, or through new leaders in a discontinuous fashion, can turn these organizations around to make them adaptively or innovatively dynamic. The paper discusses these influences and changes through a model of founders influence on organizational culture along with eight other propositions.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Organizational growth
9 (RLIN) 73082
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Working Paper
952 ## - LOCATION AND ITEM INFORMATION (KOHA)
-- 00000.00
-- INR
-- 22/05/2008
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Permanent Location Current Location Date acquired Full call number Barcode Date last seen Price effective from Koha item type
          Vikram Sarabhai Library Vikram Sarabhai Library 2009-05-05 WP 1987 (661) WP000661 2009-09-04 2009-09-04 Working Paper

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