Dr Laura Giurge

This course is available on the Executive MSc in Behavioural Science. This course is not available as an outside option.

No prerequisites.

This course introduces students to the concept of organisational culture, its relationship with success and failure in organisations, the factors that shape it, and methodologies for studying and changing it. The course draws on real-life examples and state-of-the-art research.

Part 1: Organisational culture: what is it, and why does it matter?

Part one focuses on the concept of organisational culture as an essential element that shapes well-being, organizational performance, and the success or failure of behavioural interventions. We will explore the dynamic nature of organisational culture as well as the key elements of organisational culture that help organizations become more competitive, safer, and happier places to work. Students will reflect on the culture of their own organisation (or one that is relevant to them) and consider where it ‘fits’ within the research and examples discussed in part one. 

Part 2: Measuring organisational culture.

Part two focuses on assessing organisational culture, starting with an examination of factors that shape culture. We will explore traditional (e.g., interviews, observations, and surveys) and non-traditional (e.g., randomised control trials) methodologies of assessing culture. We will explore what makes a ‘good measure’, how you interpret culture data, and the limitations of various assessment methods.

Part 3: Understanding and changing organisational culture.

Part three focuses on special aspects of organisational culture (work structure, creativity and innovation, team collaborations, organisational declines, and failures). We will examine how these different elements can shape people's understanding of what is 'normal', whether they can challenge existing practices, and their links with organisational outcomes. We also consider how different factors (e.g., leadership) and norms (e.g., ideal worker) can shape organisational culture.

This course is delivered through a combination of lectures and seminars totalling a minimum of 20 hours in the ST.

Format: In class-presentation (10 mins), delivered on the last day of the course.

Description: Students will present, in groups, a proposed programme for assessing and changing organizational culture in a company of their choice. Feedback will be provided on the ideas presented.

• Tost, L. P., Hardin, A. E., Roberson, J. W., & Gino, F. (2021). Different roots, different fruits: Gender-based differences in cultural narratives about Perceived Discrimination Produce Divergent Psychological Consequences. Academy of Management Journal, (ja).

• O’Reilly III, C. A., Chatman, J. A., & Doerr, B. (2021). When “me” trumps “we”: narcissistic leaders and the cultures they create. Academy of Management Discoveries, 7(3), 419-450.

• Jacobs, R., Mannion, R., Davies, H. T., Harrison, S., Konteh, F., & Walshe, K. (2013). The relationship between organizational culture and performance in acute hospitals. Social Science & Medicine, 76, 115-125.

• Hofstede, G., Neuijen, B., Ohayv, D. D., & Sanders, G. (1990). Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly, 286-316.

• Lambert, B. K., Caza, B., Trinh, E. N., & Ashford, S. J. (2022). Individual-centered interventions: Identifying what, how, and why interventions work in organizational contexts. Academy of Management Annals, (ja).

• Feldman, E., Reid, E. M., & Mazmanian, M. (2020). Signs of our time: Time-use as dedication, performance, identity, and power in contemporary workplaces. Academy of Management Annals, 14(2), 598-626

• Jachimowicz, J. M., Wihler, A., & Galinsky, A. D. (2021). My boss' passion matters as much as my own: The interpersonal dynamics of passion are a critical driver of performance evaluations. Journal of Organizational Behavior.

• Zorn, J. & Marz, L. (2022). How to build a culture that honors quiet time. Harvard Business Review.

• Cable, D. M., & Judge, T. A. (1996). Person–organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294-311.

• Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656-665.

O’Neill, O. A., & Rothbard, N. P. (2017). Is love all you need? The effects of emotional culture, suppression, and work–family conflict on firefighter risk-taking and health. Academy of Management Journal, 60(1), 78-108.

• Smith, W. K., & Besharov, M. L. (2019). Bowing before dual gods: How structured flexibility sustains organizational hybridity. Administrative Science Quarterly, 64(1), 1-44.

• Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, 96(4), 677.

• Blagoev, B., & Schreyögg, G. (2019). Why do extreme work hours persist? Temporal uncoupling as a new way of seeing. Academy of Management Journal, 62(6), 1818-1847.

Essay (100%, 3000 words) in the ST.

Word count: 3,000 (including bibliography)

Description: Students will describe, and justify, a programme for assessing and changing the organizational culture (or an underlying aspect of organizational culture) in an organisation of their choice.