Lewis D S, French E, Steane PLeadership & Organization Development Journal, (UK), Vol 18 No 6 97Start page: 275. No of pages: 8
Uses one component of organizational culture, conflict, to consider how culture affects organizational performance, arguing that this will not depend on the strength of the culture, but on the mix and weightings of its components. Examines the effect of conflict on organizational culture and performance by reporting a consultancy carried out at a non-profit church organization based in Brisbane, Australia. Assesses the potential value and disadvantage of different types of conflict within an organization, including non-profit organizations. Concludes, in this case, that conflict had become the dominant feature of the organization’s culture, and though unrecognized, was the source of the organization’s management problems, creating a paralysis within the organization.
Subject(s): CONFLICT, NON-PROFIT ORGANIZATIONS, ORGANIZATIONAL PERFORMANCE, CORPORATE CULTURE, AUSTRALIA
Database: PTA: Personnel & Training Abstracts
Style: Case study. Reference: 26BC379
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