People and organizational culture¶
O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-516.
Cited by¶
1 citation across 1 artifact.
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Primes¶
- Cultural Friction
- This encourages identifying what cultural elements are actually in tension, and whether friction requires modification of the artifact, modification of culture, or acceptance of hybrid forms—reasoning consistent with O'Reilly, Chatman, and Caldwell's (1991) demonstration that person-organization value congruence, not surface-level fit, drives durable adaptation outcomes.
This sourceIntroduces the Organizational Culture Profile; demonstrates that adaptation outcomes depend on deep person-organization value congruence rather than surface fit, supporting friction-aware reasoning about hybrid forms.
- This encourages identifying what cultural elements are actually in tension, and whether friction requires modification of the artifact, modification of culture, or acceptance of hybrid forms—reasoning consistent with O'Reilly, Chatman, and Caldwell's (1991) demonstration that person-organization value congruence, not surface-level fit, drives durable adaptation outcomes.
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