THE INFLUENCE OF THE ROMANIAN CULTURE ON THE ORGANIZATIONAL CULTURE OF ROMANIAN COMPANIES

Assoc. Prof. Adina Popovici Ph. D
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Assoc. Prof. Adina Popovici Ph. D: West University of Timisoara Faculty of Economics and Business Administration Timisoara, Romania

Annals of University of Craiova - Economic Sciences Series, 2010, vol. 3, issue 38, 8

Abstract: Organizational culture has been given a wide array of definitions by researchers, and is yet to be looked upon as a unitary, unanimously accepted concept. By organizational culture, one understands a coherent ensemble of norms, values, attitudes, beliefs and behaviours specific to any organization. However, organizational culture also subscribes itself to specific culture and presents itself as a particular way to answer questions raised by daily activity, to solve problems, to react in various situations. The ways that members of each culture react are particularities, which may be looked upon from several dimensions: universal – particular, collective – individual, neutral – affective, specific – diffuse, earned status – given status, attitude towards time – relationship between man and nature. These reactions may be considered values that guide the way to lead or to conduct business. Romania is characterized by a low level of universalistic behaviour, correlated with the predominance of particularistic behaviour in all situations, including the field of management.

Keywords: Romanian culture; organizational culture; principles of organizational ethics; universalistic– particularistic; collective – individual (search for similar items in EconPapers)
JEL-codes: D23 M14 (search for similar items in EconPapers)
Date: 2010
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