Within the framework of organizational behavior and organizational psychology, organizational climate and culture conceptualize how employees experience their work settings. Thus, organizational climate refers to the shared perceptions and meaning attributed to policies, practices, and procedures experienced by employees and the behaviors they observe that are rewarded, supported, and expected. On the other hand, organizational culture may be defined as the collection of values, expectations, and practices that guide and inform the actions of all team members.
Climate offers an approach to the tangibles on which managers can focus to generate the behaviors they require for effectiveness, and culture offers the intangibles that likely accrue to produce the deeper psychology of people in a setting. These two concepts complement each other and can be mutually useful in practice.
The main objective is to provide a better understanding of these two concepts. More evidence is needed to further understand how culture and climate can affect organizational outcomes or, conversely, what practices are best to improve them. In addition, it is encouraged to explore concepts related to these basic assumptions such as organizational error climate. Finally, a research agenda can be generated on the topic with current issues arising from the global pandemic situation and the effect it has had on organizations.
This special issue makes a call for theoretical and empirical contributions aimed at exploring the relationship, impact and effect of these concepts in the following business areas:
– Human Resources
– Operations
– Marketing
– Production
– Auditing
– Accounting
– Digitalization
– Interorganizational relationships
Within the framework of organizational behavior and organizational psychology, organizational climate and culture conceptualize how employees experience their work settings. Thus, organizational climate refers to the shared perceptions and meaning attributed to policies, practices, and procedures experienced by employees and the behaviors they observe that are rewarded, supported, and expected. On the other hand, organizational culture may be defined as the collection of values, expectations, and practices that guide and inform the actions of all team members.
Climate offers an approach to the tangibles on which managers can focus to generate the behaviors they require for effectiveness, and culture offers the intangibles that likely accrue to produce the deeper psychology of people in a setting. These two concepts complement each other and can be mutually useful in practice.
The main objective is to provide a better understanding of these two concepts. More evidence is needed to further understand how culture and climate can affect organizational outcomes or, conversely, what practices are best to improve them. In addition, it is encouraged to explore concepts related to these basic assumptions such as organizational error climate. Finally, a research agenda can be generated on the topic with current issues arising from the global pandemic situation and the effect it has had on organizations.
This special issue makes a call for theoretical and empirical contributions aimed at exploring the relationship, impact and effect of these concepts in the following business areas:
– Human Resources
– Operations
– Marketing
– Production
– Auditing
– Accounting
– Digitalization
– Interorganizational relationships
