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Cultural drivers of high performing knowledge-intensive service organisations

Published online by Cambridge University Press:  30 June 2014

Fiona Edgar ,
Brendan Gray ,
Victoria Browning  and
Kirsty Dwyer
Fiona Edgar*
Affiliation:
Department of Management, University of Otago, New Zealand
Brendan Gray
Affiliation:
Department of Marketing, University of Otago, New Zealand
Victoria Browning
Affiliation:
Graduate School of Business, Queensland University of Technology, Australia
Kirsty Dwyer
Affiliation:
Department of Marketing, University of Otago, New Zealand
*
Corresponding author: [email protected]
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Abstract

Organisational culture is considered an important influence on performance, particularly for service firms that rely on values-driven social controls to enhance human interactions. Using a qualitative approach, we show how the modified Organisational Culture Profile developed by Sarros, Gray, Densten, and Cooper to assess Australian organisations provides a framework for exploring the cultural drivers of high performing knowledge-intensive service firms in New Zealand. Our study provides rich insights into how six key cultural dimensions – competitiveness, innovation, performance orientation, emphasis on rewards, supportiveness and social responsibility – are translated into strategic human resource management practices.

Keywords

organisational cultureknowledge-intensive service firmshuman resource managementperformance
Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 1 , January 2014 , pp. 56 - 78
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

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