Backstrom Tomas, Hagstrom Tom, Goransson Susanna
Malardalen University, Eskilstuna, Sweden.
Nonlinear Dynamics Psychol Life Sci. 2013 Jan;17(1):87-105.
Providing autonomy for employees ensures innovation competence if balanced by integration into the organization. The aim of this article is to study processes leading to the integration of employees into the company culture. The two research questions are: What makes the culture of a work group similar to the company culture? How is a work group culture constructed? Theories that are employed concern culture as an organizing structure emerging in the interaction, company culture as a way to exert control, and social networks as a way to describe the interaction. Empirical data come from a merchant bank from which 105 respondents from ten work groups answered questions about their communication and their integration into the company culture. The results show that the sub-culture of the group emerges in communication between members of the group. There seems to be a self-reinforcing spiral between collegial talk, especially about goals, plans and changes at the work place, and cultural integration. All members of a group should be included in this communication to create a strong culture. The value system of the supervisor strongly influences the sub-culture of the work group. Appointing supervisors with values that correspond to the company culture and provide for employee communications is thus central for organizations using culture as a tool for control.
如果能通过融入组织来实现平衡，赋予员工自主权就能确保创新能力。本文旨在研究促使员工融入企业文化的过程。两个研究问题是：是什么使得工作团队的文化与公司文化相似？工作团队文化是如何构建的？所采用的理论涉及文化是在互动中形成的一种组织结构、企业文化是一种施加控制的方式以及社会网络是一种描述互动的方式。实证数据来自一家商业银行，十个工作团队的105名受访者回答了有关他们的沟通以及他们融入企业文化的问题。结果表明，团队的亚文化在团队成员之间的沟通中形成。在同事间的交谈，尤其是关于工作场所的目标、计划和变化的交谈与文化融合之间，似乎存在一种自我强化的螺旋关系。团队的所有成员都应参与这种沟通以创造一种强大的文化。主管的价值体系对工作团队的亚文化有强烈影响。因此，对于将文化用作控制工具的组织来说，任命具有与公司文化相符的价值观并能促进员工沟通的主管至关重要。
