Module 8 Discussion: Is There Research Suggesting That Organ

Module 8 Discussion is There Research Suggesting That Organizational Cu

Is there research suggesting that organizational culture influences strategic approaches? Where does a sense of ethics fit into that picture? Find two peer-reviewed (preferably research-based) articles addressing this issue, summarize them, and perform an analysis of them. Your initial response should be no more than 2 pages long. Be certain to cite in your analysis and include a bibliography at the end of your initial response.

Paper For Above instruction

Organizational culture significantly influences strategic decision-making within institutions. It shapes the behaviors, attitudes, and values that underpin how organizations develop and implement strategies. The relationship between organizational culture and strategic approaches is well-documented in scholarly research, emphasizing that a company's cultural framework can either facilitate or hinder strategic initiatives. Furthermore, ethics plays a crucial role, serving as a foundation that guides strategic choices towards socially responsible and sustainable outcomes.

The first article by Schein (2010) elaborates on the concept that organizational culture is an embedded set of shared assumptions that influence how members perceive threats and opportunities, subsequently affecting strategic responses. Schein argues that culture acts as a lens through which strategies are either reinforced or challenged, aligning with the organization’s core values. The study emphasizes that leaders who foster a strong, adaptable culture can effectively guide strategic shifts, especially during periods of change or crisis.

The second article by Treviño, den Nieuwenboer, and Kish-Gephart (2014) explores the intersection of organizational culture and ethics, highlighting that a culture emphasizing integrity and ethical standards enhances strategic consistency and reputation. Their research indicates that ethical cultures promote decision-making processes that prioritize stakeholder well-being and social responsibility, ultimately contributing to sustainable competitive advantages. They stress that organizations with a strong ethical culture are better equipped to navigate complex strategic landscapes without compromising moral standards.

Analysis of these articles reveals a complementary relationship between organizational culture and ethics in shaping strategic approaches. Schein’s work underscores that culture provides the underlying assumptions that inform strategic choices, while Treviño et al. emphasize that embedded ethical principles ensure these strategies align with broader societal values. For example, a culture emphasizing transparency and accountability naturally fosters strategies grounded in ethical considerations, leading to enhanced trust and legitimacy (Kaptein, 2011). Conversely, a misalignment between culture and ethics can result in strategic risks, such as reputational damage or legal repercussions.

Ethics, therefore, functions as a moral compass within the cultural framework, influencing strategic direction in a way that balances organizational goals with societal expectations. In contemporary settings, where stakeholder awareness and social responsibility are increasingly prioritized, integrating ethics into strategic planning is essential. This integration is supported by organizational behavior theories suggesting that ethical cultures reduce misconduct and promote long-term sustainability (Valentine & Fleischman, 2018). Managers must therefore cultivate a culture that embeds ethical norms to ensure that strategic initiatives are not only effective but also morally sound.

In conclusion, the research confirms that organizational culture profoundly influences strategic approaches, with ethics playing a pivotal role in guiding these strategies toward socially responsible outcomes. Leaders must recognize that fostering an ethical and adaptive culture creates a resilient foundation capable of sustaining strategic success amid complex and dynamic environments.

References

• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Treviño, L. K., den Nieuwenboer, N., & Kish-Gephart, J. J. (2014). Social Underpinnings of Ethical Organizational Cultures. Journal of Business Ethics, 122(1), 1-17.
• Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843-869.
• Valentine, S., & Fleischman, G. (2018). Ethics Programs, Perceived Corporate Social Responsibility, and Job Satisfaction. Journal of Business Ethics, 151(4), 1095-1107.
• Schein, E. H., & Schein, P. (2018). Organizational Culture and Leadership (5th ed.). Jossey-Bass.
• Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Implications for organizational change. Journal of Organizational Change Management, 21(1), 51-62.
• Kaptein, M., & Schwartz, M. S. (2008). The effectiveness of business ethics codes: A critical examination of existing evaluations and recommendations for future practice. Journal of Business Ethics, 77, 111–132.
• Jones, T. M. (1991). Ethical Decision Making by Individuals in Organizations: An Issue-Control Model. Academy of Management Review, 16(2), 366-395.
• Donaldson, T., & Preston, L. E. (1995). The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications. Academy of Management Review, 20(1), 65-91.
• Moore, G., & Harris, L. C. (2020). Managing Ethical Behavior in Organizations: A Strategic Approach. Routledge.