1. CA Hartnell, AY Ou, AJ Kinicki et al., “A meta-analytic test of the association between organizational culture and organizational system elements and their relative predictive validity for organizational outcomes,” Journal of Applied Psychology 104, no. 6 (2019.6) ): 832-850; C. Gartenberg, A. Prat, G. Serafeim, “Corporate Purpose and Financial Performance,” Organization Science 30, no. 1 (January-February 2019): 1-18; J. Pfeffer and JF Veiga, “Putting People First for Organizational Success,” Academy of Management Executive 13, no. 2 (May 1999): 37-48.
2. This labeling is a distinction between the “big-C” and “small-c” distinction is adopted. . This distinction is also inspired by Heath and Sitkin’s article on Big B and Big O considerations in organizational research. See MJ Bennett, “Intercultural Communication: Current Perspectives,” in Fundamental Concepts of Intercultural Communication: Selected Books, ed. MJ Bennett (Yarmouth, ME: Interculture Press, 1998), 1-20; C. Heath and S. B. Sitkin, “Big-B vs. Big-O: What is organizational about organizational behavior?” Journal of Organizational Behavior 22, no. . 1 (February 2001): 43-58.
3. J. Lina, “Most Employees Don’t Know Their Company’s Corporate Values,” Fond, April 11, 2018, www.fond.co. and “Stress Testing Corporate Core Values in America,” Eagle Hill Consulting Core Values Study, 2016, eaglehillconsulting.com.
Four. E. H. Schein, Organizational Culture and Leadership (San Francisco: Jossey Bass, 1992). Supporting the culture (what people say: “We believe in equality”) and living it (what people actually do: “We only hire one type of employee”) There is a classic distinction between. Big-C and Small-C cultures both involve advocacy (e.g., mission statements and stories) and enactment (e.g., training programs and experiments). Therefore, the insight here is not about the gap between what is said and what is done, but about how leaders translate the abstract elements of the Big C culture into concrete experiences through the Small C culture.