Organizational culture is an attractive candidate if we want to identify
organizational characteristics that can be linked to relationship skills.
Compared to other organizational traits, organizational culture is both specific
to an organization (Barley 1983; Gregory 1983; Smircich 1983) and relatively
constant (Leonard-Barton 1992; Bloor and Dawson 1994; Christensen and
Gordon 1999). It belongs to the firm-level resources identified as rare, durable,
non-tradable and non-imitable in the resource-based theory of the firm (Barney
1986, 1995). Furthermore, the behavior of organization members will be
driven by ‘the norms prescribing and sanctioning these behaviors and the
values in which the norms are embedded’ (Katz and Kahn 1978: 43), and also
when they are dealing with other organizations. Organizational culture will
thus influence interorganizational relations.
Organizational culture is an attractive candidate if we want to identify
organizational characteristics that can be linked to relationship skills.
Compared to other organizational traits, organizational culture is both specific
to an organization (Barley 1983; Gregory 1983; Smircich 1983) and relatively
constant (Leonard-Barton 1992; Bloor and Dawson 1994; Christensen and
Gordon 1999). It belongs to the firm-level resources identified as rare, durable,
non-tradable and non-imitable in the resource-based theory of the firm (Barney
1986, 1995). Furthermore, the behavior of organization members will be
driven by ‘the norms prescribing and sanctioning these behaviors and the
values in which the norms are embedded’ (Katz and Kahn 1978: 43), and also
when they are dealing with other organizations. Organizational culture will
thus influence interorganizational relations.
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