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March 01, 2010
High performing organizations are likely to have cultures that are highly adaptive with an ear to the marketplace and are consistent and predictable. They foster involvement among their employees while doing so within the context of a shared mission and clear goals and objectives. In short, high performing organizations not only have lots of color but have balanced colors on the Denison model...
High performing organizations are likely to have cultures that are highly adaptive with an ear to the marketplace and are consistent and predictable. They foster involvement among their employees while doing so within the context of a shared mission and clear goals and objectives. In short, high performing organizations not only have lots of color but have balanced colors on the Denison model. It’s not an “either/or” proposition, but an “and.” New research from our partners Cengiz Yilmaz and Ercan Ergun at Bogazici University and Gebze Institute of Technology in Turkey looks at the effects of imbalances in organizational culture and the consequences on performance at 100 manufacturing firms in an emerging economy. This research, discussed in the new Research Note, “Balanced Profile, Better Organizations: Learning to Balance,” again shows us the challenges organizations face when they are strong in one area without the corresponding strengths in others. Read more about this balancing act by accessing “Balanced Profile, Better Organizations: Learning to Balance.”
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