Transforming culture under exogenous shocks in İmes: Leader's perspective
Başlık çevirisi mevcut değil.
- Tez No: 767590
- Danışmanlar: DR. PABLO J. MORALES
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Ekonomi, Business Administration, Economics
- Anahtar Kelimeler: Organizational Culture, SME, Leadership, Exogenous Shock
- Yıl: 2022
- Dil: İngilizce
- Üniversite: Vrıje Unıversıteıt Amsterdam
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: Belirtilmemiş.
Özet
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Özet (Çeviri)
The literature points out that the leader's influence becomes more acute under changing circumstances, and they must strive to adapt the organizational culture to the new environment (Schein, 1992; Mandachian et al., 2016). That is why it is crucial to understand leaders' considerations of their organizational culture and their approach to transforming it after a shock like COVID- 19, as the culture should adapt to the changing environment (Schein, 1992; Spicer, 2020). This phenomenon had not been examined within the framework of SME and exogenous shock before, and the most significant contribution of this research to the literature was to examine this phenomenon. Thus, the primary goal of the research is to reveal what approaches leaders adopt to transform their organizational culture under exogenous shocks. Based on a qualitative study with 12 semi-structured interviews of leaders from various sectors, the findings show that SME leaders maintain their organizational culture in exogenous shocks with dimensions such as 'organizational resilience,' 'employee support,' 'employee engagement, and 'structural changes.' The data reveals that these dimensions are suitable for adapting the culture to the new environment after the exogenous shock. These dimensions enable SME leaders to positively change their organizational culture in the face of exogenous shock. In these situations, leaders should take control like a“playmaker”to influence a positive culture by changing the hierarchy within the organization, hiring managers who can be prepared for external shocks, or providing psychological support. Although SMEs are from different sectors, they were selected from SMEs located in Turkey. Knowing how SME leaders in this geography change their organizational cultures can support international management scholars and contribute to this literature. Even though, to increase the reliability of research, researchers can take different geographies into account as culture and leadership vary by geography (Dorfman, 2012).
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