Building People, Not Systems
This chapter reviews the concept of action theory and managerial action and relates these two concepts to the organizational context. The chapter defines organizational culture, reviews theories on organizational culture dimensions, and differentiates from organizational culture organizational context and organizational climate. It also discusses Ghoshal and Bartlett’s organizational context model and its four attributes, stretch, discipline, support, and trust, as well as the role of these four in shaping the ambidexterity process as an organizational change process. The chapter further discusses the concept of organizational context from an information ...