Existing cultural orientations may be quite supportive of the mission and success of a firm at a particular point, but not at all appropriate when significant strategic change becomes necessary, as in the case of the educational model in this case study. Culture has been recognized as a consideration in the strategy implementation process (Bourgeois and Brodwin, 1984)
Tunstall (1986) suggests that a company's culture is the amalgam of shared values, behavior patterns, mores, symbols, attitudes, and normative ways of conducting business. Culture may influence what organizational strategies are selected and whether they are successful (Cartwright and Cooper, 1993)
Few concepts in organizational theory have as many different and competing definitions as does the ideas of organizational culture. Even though some disagreement and ambiguity have been noted in the numerous attempts to define culture for the organization, certain elements repeatedly emerge in nearly all definitions (Deal and Kennedy, 1982)
Few concepts in organizational theory have as many different and competing definitions as does the ideas of organizational culture. Even though some disagreement and ambiguity have been noted in the numerous attempts to define culture for the organization, certain elements repeatedly emerge in nearly all definitions (Deal and Kennedy, 1982)
In order for people to make the transition to the new processes, the organizational culture needs to be nurtured through the change process which will include three distinct steps. Then the organization will adapt to the new processes, new technology, and after testing the waters, establish a new equilibrium around the new identity The impact of an organizational culture on the well-being of the business organization has been explicitly recognized by many organizational researchers (Dennison, 1984; Camerer and Vespalian, 1988; and Wilkins and Ouchi, 1983)
It has been said that the behavior reflects leadership, therefore the organization will need to be directed toward taking on the leaders's personal culture as well as the new leader adapting to the existing organizational culture. Effective socialization has been discussed in the literature at great length (Feldman, 1980, 1981; Schein, 1978)
g., Feldman, 1976) socialization tactics (Van Maanen and Schein, 1979) person-situation interactionism (Jones, 1983) newcomer sense making (Louis, 1980) symbolic interactionism (Reichers, 1987) stress and stress management
, 1980) Some investigators have attempted to determine the relative importance of intrinsic and extrinsic rewards for predicting commitment. The majority of research findings suggest that commitment is more strongly associated with intrinsic rewards than extrinsic rewards Socialization process of change According to Louis (1990) organizational socialization is "the process through which organizational culture is perpetuated, by which newcomers learn the appropriate roles and behaviors to become effective and participating members (Louis, 1990)
(DeCotiis and Summer, 1987) Mowday, Porter, and Steers suggested that society as a whole benefits from employees' organizational commitment due to lower job movement and higher national productivity.(Mowday et al
, Feldman, 1976) socialization tactics (Van Maanen and Schein, 1979) person-situation interactionism (Jones, 1983) newcomer sense making (Louis, 1980) symbolic interactionism (Reichers, 1987) stress and stress management. (Nelson, 1987)
Culture has been recognized as a consideration in the strategy implementation process (Bourgeois and Brodwin, 1984). Culture is assumed to explain the success of some organizations (Peters and Waterman, 1982), to represent an essential element in effectiveness of organizations if it fits the strategy (Schwartz and Davis, 1981), to act as a determinant of strategy (Ackerman, 1982), or as an influence on the implementation of decisions (Schwartz and Davis, 1981)
g., Feldman, 1976) socialization tactics (Van Maanen and Schein, 1979) person-situation interactionism (Jones, 1983) newcomer sense making (Louis, 1980) symbolic interactionism (Reichers, 1987) stress and stress management
Increases in profitability, productivity, and creativity, are all feasible results of the empowerment. "Empowerment is an extremely cost-effective means of bringing about desired changes in performance and operational effectiveness" (Robbins, 2001) While empowerment sounds like a wonderful and transforming idea, it requires a stout devotion of the entire organization, from the top levels downward to implement successfully
Culture has been recognized as a consideration in the strategy implementation process (Bourgeois and Brodwin, 1984). Culture is assumed to explain the success of some organizations (Peters and Waterman, 1982), to represent an essential element in effectiveness of organizations if it fits the strategy (Schwartz
g., Feldman, 1976) socialization tactics (Van Maanen and Schein, 1979) person-situation interactionism (Jones, 1983) newcomer sense making (Louis, 1980) symbolic interactionism (Reichers, 1987) stress and stress management
1 million. In October, the very same year, Boston Chicken experienced yet another enormous loss of approximately $1 billion (Bigness, 1998)
Towards the end of the 1994, five years after its establishment, the company had 1,100 stores open across the nation and had hired about 16,500 employees. In turn, the opened franchises expanded their menus by including new sides, entrees, and desserts in order to have a greater consumer base reach (Davis, 1994)
Scott Beck founded Boston Chicken in the year 1989 with the business idea of operating and franchising food service stores with the company's conception to combine fresh, palatable, and alluring meals concomitant with customary home cooking with a high level of expediency and value. In essence, the company was attempting to generate the setting for a consumer of obtaining and accessing a home cooked meal at a price that is reasonable and economical and all in very minimal time (Grant, 1993)
In addition, Boston Chicken also had the strategy of retailing franchises to large regional developers rather than retailing them to a huge number of small franchises. The main purpose of this strategy was to utilize the financing, management as well as local information of the developers in order to grow and develop additional stores in that particular region (Healy, 1997)
More so, the company has expanded its menu by adding new items on its list and offering better consumer service in general. This has enabled Boston Market to position itself as a market leader in the fast-casual restaurant industry (Kell, 2015)