Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.643197
Title: Konko-kyo : a sect of modern Shintoism
Author: Clark, Edward M.
Awarding Body: University of Edinburgh
Current Institution: University of Edinburgh
Date of Award: 1924
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Abstract:
Considerable research into the strength of organisational culture and the links with performance has been undertaken in recent decades. Acceptance of widely shared or strong cultures outperforming narrowly shared or weak cultures is limited. The demarcation point between strong and weak cultures is not clearly defined. This thesis presents research that investigates the organisational cultures, continuous improvement capability and the continuous improvement performance of 10 work groups within three manufacturing companies in the South of England. The quantitative methods employ the Broadfoot and Ashkanasy (1993) organisational profile, the CIRCA CI (1997) self assessment tool and a Continuous Improvement performance assessment tool which was informed by the work of Borg et al. (2006). Semi-structured interviews were also conducted in this longitudinal study. A co-production of knowledge stage following the field study provides additional findings. Results from the three companies reveal an orderly sequence where the lower the degree to which the organisational culture is shared, the greater continuous improvement capability and continuous improvement performance resulted. Two contrasting groupings emerge from the 10 work groups that each provide characteristics associated with continuous improvement capability and continuous improvement performance. The research is particularly informed by the organisational culture, subculture, small group studies and continuous improvement literatures. This thesis contributes to knowledge by concluding that the binary approach of strong and weak organisational culture warrants revision and that a ternary approach recognising stronger, optimum and weaker cultures is more informative in the study of organisational culture and performance linkages.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.643197  DOI: Not available
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