Organizational Culture: Dynamic Framework for Understanding and Growth

Organizational Culture, often described as the social and psychological environment within an organization, significantly influences how people behave, interact, and work together, or not. Let’s dive into the concept of organizational culture, its origins, and its impact on workplace dynamics.

The Emergence of Organizational Culture

The roots of organizational culture can be traced back to the 1970’s, but it gained prominence in the 1980’s when researchers recognized its pivotal role in shaping employee behavior and organizational outcomes. Culture encompasses shared beliefs, values, behaviors, and practices that define an organization’s uniqueness. 

Three contextual approaches to understanding organizational culture:

1. Sociological Approach: Sociologists view employees as social beings actively participating in workplace activities. Culture, in this context, comprises the  language, and artifacts that shape an organization’s collective identity.
2. Anthropological Approach: Anthropologists emphasize the complex web of interpersonal relationships within an organization. They see culture as the customs and rituals developed over an organization’s history.
3. Psychological Approach: This approach bridges the gap between shared values and organizational culture. It examines how these interactions impact behavior and performance.

The Integrative Dynamic Framework

To comprehend the impact of culture change on organizational growth, we turn to the Integrative Dynamic Framework. Constantinou (2018) (see below) identifies four processes driving cultural emergence:

1. Manifestation: Culture becomes visible through behaviors, norms, and practices exhibited by employees.
2. Realization: Individuals recognize and internalize cultural elements, aligning their actions with shared values.
3. Symbolization: Symbols, rituals, and language reinforce cultural norms, creating a cohesive organizational identity.
4. Interpretation: Employees interpret cultural cues, shaping their perceptions and responses.

I believe that all 3 dimensions make-up one unique CULTURE

Culture Change and Organizational Success

Culture change is not a linear process; it involves continuous adaptation and evolution. Organizations must foster a culture that aligns with their strategic goals. As Covid-19 reshapes work dynamics, leaders must rethink their approach to culture. A top-down model no longer suffices; instead, a collective responsibility for culture emerges. Employees, managers, and leaders all play a role in shaping a vibrant and adaptive organizational culture¹²³.

In conclusion, organizational culture is not static; it evolves, adapts, and influences every aspect of an organization. Understanding its dynamics empowers us to create workplaces that thrive on shared values, collaboration, and growth.

This statement comes from a book chapter by C. P. Constantinou, a professor of science education at the University of Cyprus. The chapter is titled “A Critical Approach towards an Integrative Dynamic Framework for Understanding and Managing Organizational Culture Change” and it was published in 2018 in the book “Organizational Culture: Challenges and Opportunities” edited by A. K. Singh and S. K. Singh.

Constantinou (2018) argues that the emergence of culture occurs while four different processes are in operation, as follows: manifestation, realization, symbolization, and interpretation. The Integrated Dynamic Framework systematic process is an objective path that can encourage both management and staff members to voice their concerns without fear of being judged or punished. The framework also aims to facilitate the development of a shared vision and a common language among the members of the organization.