Human Centered Organizational Culture: Global Dimensions


I: Human Centered Models of Organizational CultureThe Human Centered Sustainable Quality Culture in OrganizationsWhy Organizations Need a Human Centered Culture and Quality?What is Organizational Culture?Scope of the HC OC Transformation ChallengeAccelerating the Transition to HC OCHCM: The Paradigm ShiftHCM is Not New, But Humans-as-Resources Management is Stubborn and Difficult to ChangeIdentifying Differences between HRM and HCM and McGregor Theory X and Theory YHierarchy of Power Differences in HR and HC Organizational CultureHRM is Controlled by Bosses. HCM is Boosted by LeadersPreeminence of Human WellbeingPersonal WellbeingWorkplace WellbeingUnderstanding the Dimension of the Wellbeing Challenges in the Global WorkplaceAddressing Organizational Culture and Wellbeing ChallengesLife-Work Continuum: The New Human Center Organizational CultureConsolidating HCM through Sustainable Quality StandardsQM is Alignment of the Inward and Outward Dimensions of OrganizationsDeming's Total Quality Management (TQM) Propelled by Human WellbeingA Word about NQAHCM and the Sustainable Quality PillarThe 5th HCM Pillar: SQMProspects and Challenges of the Human Centered Organizational Quality CultureNotesReferencesLife-Work Continuum: The New Organizational CultureIntroduction to Organizational Culture (OC) in the WorkplaceLife-Work Continuum: The New OCEvolution of the Work-Life ConceptThe Emerging Life-Work Continuum CultureGenerational Expectations and the Life-Work ContinuumZappos Culture: An Example of LWCCOVID-19 Pandemic and OCInspiration for the LWCLooking to a Better FutureNoteReferencesCultural Interoperability in Interorganizational CollaborationsIntroductionCollaboration and Interacting Organizational CulturesThe Distinct Features of CollaborationsCritical Conditions for Effective CollaborationPartner ComplementarityPartner CompatibilityPartner CommitmentA Framework for Cultural Interoperability AssessmentPartner Complementarity ConditionsStrategic and Personal OpportunitiesPride in the CollaborationPerceived Complementarity and Unique ContributionsPartner Compatibility ConditionsCultural Fit - Interaction Affinity, Perceived Similarity and Cultural DifferencesExtra Effort and Effectiveness of the WorkPartner Commitment ConditionsMeans and FacilitiesMotivation and Trust in PartnersCommon Identification and Identification with the CollaborationConclusionReferencesL-E-A-P: A New Organizational Culture Framework for Knowledge-Intensive OrganizationsIntroductionResearch StudyL-E-A-P CultureE - Enjoyment: Refers to Job SatisfactionA - AutonomyP - PerformanceT-R-E-A-T for L-E-A-PT-R-E-A-T to L-E-A-PL-E-A-P and Wellbeing in the WorkplaceClosing StatementNotesReferencesA Social Complexity Perspective: Rehumanizing Organizational Culture with Human Centered Management for Long-Term SustainabilityIntroductionDeveloping a Social Complexity Theoretical LensComplex Adaptive System Thinking and Social Complexity TheoryOrganizational Culture and the Social Complexity PerspectivePatterns of Communication and Power RelationshipsGeneralization and IdealizationEvaluation and ParticularizationConnectednessFormulating Human Centered Organizational CultureOrganizational Culture as a ProcessParticipation and VoicePractical ImplicationsNoteReferencesVirtuous Human Centered Organizational Culture The Case of People with DisabilitiesIntroductionThe New Value of Virtues in BusinessVirtuous Practice and InclusionUniversal DesignPutting Aristotelian Ethics to Work for PWDPre-Employment PhaseReadiness to Seek EmploymentAccess to EmploymentEnvironmental BarriersThe Employment PhaseInduction ProcessesDisability DisclosureEarly AcceptanceDeveloping an Inclusive Organizational CultureAdding Benefits for Organizations, PWD, and the Broader SocietyOrganizational Impact and EffectsIndividual and Societal OutcomesConclusionReferencesII: Human Centered Organizational Culture in BusinessAssessment of the Theoretical Evolution of Organizational Culture: Pending Need for Human FocusIntroductionAssessment and Evolution of the OC ConceptAndrew Pettigrew and the Origin of OCThe 1980s and the Popularization of OCJ. Steven Ott and the OC PerspectiveEdgar Schein and His Influence on the OC LiteratureDenison on OC and EffectivenessMats Alvesson and the Meaning Notion of OCOC and Its Contribution to Organizational TheoryOC and Business ManagementPending Need: People-Centered OCReferencesA Human Centered Organizational Culture: Focused on Wellbeing, Fairness and the Common GoodCOVID-19 and the Global Volatile, Uncertain, Complex and Ambiguous (VUCA) EnvironmentThe Pandemic is Not the Only CrisisAn Opportunity to Rethink Life and WorkBusiness Firms Play a Critical Role in the Economy and Society, But They Need to Advance More Decisively to a Human Centered CultureBuilding the Human Centered Organizational CultureThe Human Centered Business FirmWellbeing of EmployeesWorking ConditionsOrganizational ClimateMeaning of WorkJust Relationships with All StakeholdersRelationships with EmployeesRelationships with CustomersRelationships with SuppliersRelationships with the CommunityRelationships with Professional ShareholdersEmbracing the Common GoodThe Common Good in Business FirmsClosing CommentsNotesReferencesVirtuous Work and Organizational Culture: How Aristotelian Practical Wisdom can Humanize BusinessThe Role of Practical Wisdom in Organizational TheoryVirtuous Work and Ethical CultureCommunities of Work and the Common GoodConclusionReferencesIII: Disruptions and Change in Human Centered Organizational Culture in HealthcareHealthcare and the Human Centered Organizational Culture during the COVID-19 PandemicThe Italian ExperienceIntroductionThe COVID-19 Pandemic ContextThe Modena Health Agency (MHA) COVID-19 ExperienceOrganizational Culture in CrisisLessons of Human Centered Management Culture Transformation in a CrisisReferencesKnowledge Translation during the COVID-19 PandemicIntroduction and PremiseThe COVID-19 ExperienceKT in HealthcareKT and COVID-19KT from Scientific Research into Clinical PracticeKT among CaregiversKT from Caregivers to PatientsKT from Institutions and Governmental Agencies to the PopulationLessons Learned in the Effective Use of KT in Critical SituationsNotesReferences
 
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