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  • 1.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Hagström, T
    Mälardalen University, School of Innovation, Design and Engineering.
    Göransson, Susanna
    Mälardalen University, School of Innovation, Design and Engineering.
    Communication as a mechanism for culture integration2011In: Proceedings of the 55th Annual Meeting of the ISSS, 2011Conference paper (Refereed)
    Abstract [en]

    Autonomy of employees is one way to ensure the flexibility, adaptability and innovation competence needed in organisations working on a global market. This has to be dynamically balanced on a system level by integration of the employees into the organisation. Formulation and communication of an organisational culture is one way to integrate employees to an understanding of the work that increases the chances of co-ordinated behaviour towards the goal of the organisation.The aim of this article is to increase the knowledge about processes leading to integration of employees into the organizational culture. The hypothesis is that culture emerges in the interaction between members of a social group. Thus, the article is studying the importance of communication, the research questions are: What makes the culture of a work group similar to the organizational culture?, How is a work group culture constructed? and How is it possible that some members of the workgroup are integrated in the organizational culture while others are not?Theories used are about culture as an organizing structure emerging in interaction between actors, about organizational culture as a way for management to exert control, and about social networks as a way to describe the interaction processes is.The empirical data comes from a merchant bank in Sweden famous for: long term competitiveness, a decentralized organisation and the use of organizational culture. 105 respondents from ten work groups of this bank have answered questions about their communication and their integration into the organisational culture.The results show that communication between members of a group is a mechanism behind the development of the sub-culture of the group and the integration of each individual member into this subculture. There seems to be a self-reinforcing spiral between collegial talk, especially about goals, plans and changes at the work place, and culture integration. To build a strong subculture it is important to have all members of a group included in this communication, since persons in the periphery of the talk pattern tends to be less integrated. The value system of the group’s supervisor is strongly influencing the sub-culture of the work group. Thus, to hire supervisors with the correct values and giving resources to employees for communication is central for an organisation using organisational culture as a tool for control.

  • 2.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Hagström, T
    Mälardalen University, School of Innovation, Design and Engineering.
    Göransson, Susanna
    Mälardalen University, School of Innovation, Design and Engineering.
    Company culture and communication networks. Empirical patterns and transformative potentiality2011Conference paper (Refereed)
  • 3.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Hagström, Tom
    Mälardalen University, School of Innovation, Design and Engineering.
    Göransson, Susanna
    Mälardalen University, School of Innovation, Design and Engineering.
    Communication as a Mechanism for Cultural Integration2013In: Nonlinear Dynamics, Psychology, and Life Sciences, ISSN 1090-0578, E-ISSN 1573-6652, Vol. 17, no 1, p. 87-105Article in journal (Refereed)
    Abstract [en]

    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.

  • 4.
    Göransson, Susanna
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Hagström, T
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Transformative learning in a decentralized organization with a strong company culture; a case study of a bank2011Conference paper (Refereed)
  • 5.
    Göransson, Susanna
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Hagström, Tom
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Leaders' development and corporate culture2011In: International journal of business and management studies, ISSN 1309-8047, Vol. 3, no 2, p. 341-349Article in journal (Refereed)
    Abstract [en]

    You are not born to be a leader but can develop into one. A number ofdevelopmental theories describe the way adults can develop towards morecomplex and differentiated ways of under-standing themselves and the world,measured e.g. by a research-based test, the Washington University SentenceCompletion Test (WUSC).A case study of a highly competitive bank in Sweden with a humanistic corporateculture was conducted through a multimethod study including the WUSC test. Theaim was to investigate in which ways this kind of culture, where learning isconsidered as a part of everyday work and employees actively participate in thebusiness planning process, is related to development.Results show that the vast majority of employees (including managers) represent aspecific developmental level where people still are task- rather than goaloriented.The developmental level of managers were important for how theirleadership was thought of by employees and for how successful they were ininvolving employees in the business planning process. Thus developmentalaspects seem to be important for maintaining and further developing a culturethat supports learning.

  • 6.
    Hagström, Tom
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Göransson, Susanna
    Mälardalen University, School of Innovation, Design and Engineering.
    Sustainable competence: Reproduction and innovation in a bank2010In: Business sustainability I. Management, technology and learning from individuals organisations and society in turbulent environment, School of Engineering – University of Minho, Guimarães, Portugal , 2010Chapter in book (Other academic)
    Abstract [en]

    Decentralization and company cultures has emerged to master increasing external flexibility, as in a competitive bank in Sweden., raising issues of the sustainability in terms of competence and competence development.. Purpose The aim is to study how the staff members in a bank perceive a company culture and how this perception is related to background aspects (gender, age, etc.), and engagement in regular regulating activities decided by the company. Design and methodology A “abductive” approach inspired by action-, adult developmental-, complexity- and “holon” theory comprise a frame of reference applied on a multi methodological case study in progress , within which a survey distributed in the whole bank in Sweden has been analyzed in terms mainly of a multiple linear regression analyze.. Findings Results indicate strong integration in the company culture related to active engagements in regular and regulating activities. The regression analysis clearly indicates that the cultural integration is more influenced by those activities than by individual background variables. However, results also show more critical attitudes towards the culture. This may reflect both an individual developmental aspect and a generational aspect. Research limitations. Results are only one of many necessary contributions to a deeper multi methodological ongoing approach Originality. The approach combine different lines of reasoning and data providing both a broad an in depth elucidation of the issues studied.

  • 7.
    Hagström, Tom
    et al.
    Stockholm University.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Göransson, Susanna
    Mälardalen University, School of Innovation, Design and Engineering.
    Sustainable competence: Reproduction and innovation in a bank2009In: The Learning Organization, Vol. 16, no 3, p. 237-250Article in journal (Refereed)
    Abstract [en]

    Purpose: Decentralization and company cultures have emerged to master increasing external flexibility, as in a competitive bank in Sweden, raising issues of the sustainability in terms of competence and competence development. The purpose of this paper is to study how the staff members in a bank perceive a company culture and how this perception is related to background aspects (gender, age, etc.), and engagement in regular regulating activities decided by the company. Design/methodology/approach: An "abductive" approach inspired by action-, adult developmental-, complexity- and "holon" theory comprise a frame of reference applied on a multi-methodological case study in progress, within which a survey distributed in the whole bank in Sweden has been analyzed in terms mainly of a multiple linear regression analysis. Findings: Results indicate strong integration in the company culture related to active engagements in regular and regulating activities. The regression analysis clearly indicates that the cultural integration is more influenced by those activities than by individual background variables. However, results also show more critical attitudes towards the culture. This may reflect both an individual developmental aspect and a generational aspect. Research limitations/implications: Results are only one of many necessary contributions to a deeper multi-methodological ongoing approach. Originality/value: The approach combines different lines of reasoning and data providing both a broad an in-depth elucidation of the issues studied.

  • 8.
    Hagström, Tom
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Göransson, Susanna
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Hållbarhet i belysning av företagskultur, decentralisering och handlingskompetens. En presentation och diskussion av en pågående fallstudie2008Conference paper (Refereed)
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