Aside from having a clear organizational vision, mission, and goals, other typical features of having a strong organizational culture include: (1) having a unified organizational identity; (2) performed work activities are considered as a group performance; (3) each department within the business organization are well-coordinated; (4) supervisors and business managers have a higher control over the group of employees; and (5) the team has a strong ability to control and tolerate risks and conflicts among others (Schwalbe, 2010, p. 52; Divedi, 1995, p. 10). Contrary to having a strong organizational culture, a business organization that has a weak organizational culture is often characterized by having no clear organizational vision, mission, and goals.
It means that a business organization with a weak or no organizational culture are the ones that have a group of employees with no shared purpose (Divedi, 1995, p. 11). For this reason, business organizations with a weak organizational culture are the ones that usually experience problems related to internal and external conflicts such as miscommunication or serious arguments among the corporate employees (Lussier, 2009, p. 51).
Specifically, the characteristics of a strong and weak organizational culture partly explain why there are some business organizations that can easily and successfully expand their business in a foreign country but not all. In line with this, Basu (2009, p. 256) explained that companies with a strong organizational culture are the ones the can benefit from expanding their business in another country but not those companies that have a weak organizational culture. Having a strong organizational culture can be a good “ source of competitive advantage” (Lussier and Achua, 2010, p. 370).
For example, Hill and Jones (2012, p. 32) explained that a strong organizational culture plays a significant role in terms of being able to encourage and direct a large group of employees to work together towards a single organizational vision, mission, and goal.
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