Hostname: page-component-586b7cd67f-t7fkt Total loading time: 0 Render date: 2024-11-24T22:48:58.576Z Has data issue: false hasContentIssue false
  • English
  • Français

Pattern Matching Organisational Cultures

Published online by Cambridge University Press:  18 September 2015

Noel Burchell  and
Darl Kolb
Noel Burchell
Affiliation:
School of Management and Entrepreneurship, Faculty of Business, UNITEC Institute of Technology, Private Bag 92025, Auckland, New Zealand Phone: + 64 9 849-4180, Email: [email protected]
Darl Kolb
Affiliation:
Department of Management & Employment Relations, University of Auckland Business School, Commerce C Building, 18 Symonds Street, Auckland, New Zealand
Get access Rights & Permissions [Opens in a new window]

Abstract

There are numerous methods of organisational cultural analysis, ranging from quantitative surveys with structured questions that are relatively quick to complete, to in-depth qualitative ethnographic studies that are more thorough, yet very time-consuming. Concept Mapping and Pattern Matching are two research techniques that combine the strengths of interpretive (emic) methods with some of the efficiencies of survey (etic) research. While Trochim's Concept Mapping technique has been previously employed in a study of organisational culture, Pattern Matching has not. The results of a study employing Trochim's Pattern Matching technique suggest that it can be a useful tool for an in-depth analysis of organisational culture. In particular, visual pattern ‘matches’ and ‘mismatches’ of cultural elements were portrayed for interpretation.

Type
Research Article
Information
Journal of Management & Organization , Volume 9 , Issue 3 , January 2003 , pp. 50 - 61
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2003

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Alvesson, M 2002, Understanding organizational culture, Sage, London.CrossRefGoogle Scholar
Ashkanasky, NM, Wilderom, C & Peterson, MF 2000, Handbook of organizational culture and climate, Sage, Thousand Oaks.Google Scholar
Broadfoot, L & Ashkanasky, N, 1994, ‘A survey of organisational culture measurement instruments’. Paper presented at Australian Social Psychologists Conference, Cairns, Australia.Google Scholar
Burchell, RN (in progress), ‘Patterns of stability and change in organisational culture’, Doctoral dissertation, University of Auckland, New Zealand.Google Scholar
Cameron, KS & Quinn, RE 1999, Diagnosing and changing organizational culture, Addison - Wesley, Reading.Google Scholar
Cooke, RA & Rousseau, DM 1988, ‘Behavioral norms and expectations: A quantitative approach to the assessment of organizational culture’, Group & Organization Studies, vol. 13, no. 3, pp. 245–273.CrossRefGoogle Scholar
Detert, JR, Shroeder, RG & Mauriel, JJ 2000, ‘A framework for linking culture and improvement initiatives in organizations’, Academy of Management Review, vol. 25, no. 4, pp. 850–863.CrossRefGoogle Scholar
Frank, KA & Fahrbach, K 1999, ‘Organization culture as a complex system: Balance and information in models of influence and selection’. Organization Science, vol. 10, no. 3, pp. 253–277.CrossRefGoogle Scholar
Hatch, MJ 1993, ‘The dynamics of organizational culture’. Academy of Management Review, vol. 18, no. 4, pp. 657–693.CrossRefGoogle Scholar
Hawkins, P 1997, ‘Organizational culture: Sailing between evangelism and complexity’, Human Relations, vol. 50, no. 4, pp. 417–440.CrossRefGoogle Scholar
Kolb, DG 1992, ‘The practicality of theory’, Journal of Experiential Education, vol. 15, no. 2, pp. 24–28.CrossRefGoogle Scholar
Kolb, DG 1994, ‘Mapping the wilds of adventure-based training’, in Kouzman, A, Still, L & Clarke, P (eds), New Directions in Management, McGraw-Hill, Sydney, pp. 255–273.Google Scholar
Kolb, DG & Shepherd, DM 1997, ‘Concept Mapping organizational cultures, Journal of Management Inquiry, vol. 6, no. 4, pp. 282–295.CrossRefGoogle Scholar
Lundberg, CC 1990, ‘Surfacing organizational culture’, Journal of Managerial Psychology, vol. 5, no. 4, pp. 19–26.CrossRefGoogle Scholar
Martin, J 1992, Cultures in organizations: Three perspectives, Oxford University Press, New-York.Google Scholar
Martin, J 2002, Organizational culture: Mapping the terrain. Sage, Thousand Oaks.CrossRefGoogle Scholar
Moad, J 1995, ‘Calculating the real cost of training’, Datamation, 04, pp. 45–47.Google Scholar
Morey, NC & Luthans, F 1985, ‘Refining the displacement of culture and the use of scenes and themes in organizational studies’, Academy of Management Review, vol. 10, no. 2, pp. 219–229.CrossRefGoogle Scholar
Rousseau, D 1990, ‘Assessing organizational culture: The case for multiple methods’, in Schneider, B (ed), Organizational Climate and Culture, Jossey-Bass, San Francisco, pp. 153–192.Google Scholar
Sackmann, SA 1997, Cultural Complexity in Organizations, Sage, Thousand Oaks.Google Scholar
Schein, EH 1992, Organizational Culture and Leadership, 2nd edn, Jossey - Bass, San Francisco.Google Scholar
Schultz, M 1995, On Studying Organizational Cultures, deGruyter, Berlin.CrossRefGoogle Scholar
Smircich, L 1983, ‘Concepts of culture and organizational analysis’, Administrative Science Quarterly, vol. 28, pp. 339–358.CrossRefGoogle Scholar
Svyantek, DJ & DcShon, RP 1993, ‘Organizational attractors: A chaos theory explanation of why cultural change efforts often fail’, Public Administration Quarterly, vol. 17, no. 3, pp.339–355.Google Scholar
Trice, HM & Beyer, JM 1993, The Cultures of Work Organizations, 2nd edn, Prentice Hall, New Jersey.Google Scholar
Trochim, WMK 1987, The Concept System, [Computer Program]. Concept Systems, Ithaca, New York.Google Scholar
Trochim, WMK 1989a, ‘An Introduction to Concept Mapping for Planning and Evaluation’, Evaluation and Programme Planning, vol. 12, no. 1, pp. 1–16.CrossRefGoogle Scholar
Trochim, WMK 1989b, ‘Concept Mapping: Soft science or hard art?’, Evaluation and Programme Planning, vol. 12, no. 1, pp. 87–110.CrossRefGoogle Scholar
Trochim, WMK 1989c, ‘Outcome Pattern Matching and programme theory’, Evaluation and Programme Planning, vol. 12, no. 4, pp. 355–366.CrossRefGoogle Scholar
Trochim, WKM & Cook, JA 1992, ‘Pattern Matching in theory-driven evaluation: A field example from psychiatric rehabilitation’, in Chen, H. & Rossi, P. H. (eds), Using Theory to Improve Program and Policy Evaluations, Greenwood Press, New York, pp. 49–69.Google Scholar