A STUDY ON THE INFLUENCE OF ORGANIZATIONAL CULTURE

ON HUMAN BEHAVIOR

Research project submitted to Jain Online (Deemed – to – be university)

In partial fulfilment of the requirements for the award of:
Master of Business Administration

Submitted by:
Drishti Desai
USN:
212VMBR01913

Under the guidance of:

Dr. Yogita Gupta

Jain Online (Deemed – to – be University)

Bangalore
2022-2023
 DECLARATION OF STUDENT

I am Drishti Desai, a student at Jain (deemed – to – be) University, am undertaking the research
project titled “The Influence of Organizational Culture and Human Behavior”. I hereby declare
that the project I have selected is from one of the subjects I have studied so far. I am aware of
the ethical guidelines and principles governing research in my field, and I am committed to
conducting this research project in compliance with these guidelines.

I declare that I have no conflicts of interest that could potentially influence the objectivity or
integrity of this research project. If any conflicts of interest that could potentially influence the
objectivity or integrity of this research project.

I acknowledge that this declaration is binding commitment to adhere to the highest standards
of research ethics and academic integrity in the conduct of my research project. Any deviation
from the principles outlined in this declaration may have academic and ethical consequences.

Date: 25th November 2023

Drishti Desai
212VMBR01913
 ACKNOWLEDGEMENT

I am truly grateful for this opportunity to write a thesis for my master’s degree on such an
interesting and relevant topic. The topic of thesis hit the sweet spot of my interest, it combined
right elements of strategies, management, regional and national cultures, and human behaviors.
This made the research process itself very interesting and educational. However, conducting
this research project would never be great without people around me.

Firstly, I would like to thank all online session providers. Thank you for giving such an
informative session which are helpful during the process of writing this project. There were
moments when online sessions were hard to attend but mentors made it interesting and
insightful. They never denied replying and discussing doubts.

During research process, I asked for advice from many people, and I want to thank all of them.
It was truly a pleasure to brainstorm ideas with true professional in this field. I also want to
thank those articles and videos posted online which helped me to collect that data.

Finally, I would like to thank my friends and family for all the support I could ask for. I want
to thank my parents and my brother for letting me always to make my own choices and choose
my own path. It has taken me to the position I could never imagine of. Also, I am grateful for
having great friends around me. Thanks, to all my friends from different context!!!

Drishti Desai
212VMBR01913
 EXECUTIVE SUMMARY

Organizations are among the key units of the society. During their establishment and
development, a specific kind of organizational culture eventually appears. The purpose of
organizational culture is to improve solidarity and cohesion, and to
stimulate employees’ enthusiasm and creativity to improve the organization’s economic
efficiency. In addition, organization’s culture greatly influences human behavior.

The aim of this study is to find out how organizational culture affects employee behavior. It is
important to understand to improve the organization’s business management and let the
organizational culture have the right impact on employees.

The results of the study indicate that organizational culture mainly impacts motivation,
promotes individual learning, affects communication, and improves organizational values,
group decision making and solving conflicts.

KEYWORDS: Organizational culture, Employee behavior, organizational behavior

 TABLE OF CONTENT

1. Introduction..............................................................................................1 - 2
1.1 Background.......................................................................................... 1

1.2 Statement of the problem..................................................................... 1

1.3 Overview of research project............................................................... 2

2. Research Methodology............................................................................5 - 6
2.1 Research Question...............................................................................5

2.2 Research methods................................................................................5

2.3 Research framework............................................................................6

2.4 Data collection and data analysis........................................................6

3. Literature Review...................................................................................8 - 28
3.1 Organizational culture: An overview...................................................8

3.2 Organizational culture’s dimensions...................................................10

3.2.1 Power Distance........................................................................11
3.2.2 Individualism and collectivism................................................13
3.2.3 Uncertainty Avoidance.............................................................14
3.2.4 Masculinity and Femininity......................................................16
3.2.5 Long – Term orientation...........................................................18
3.2.6 Indulgence vs Restraint............................................................19

3.3 Organizational Behavior......................................................................20

3.3.1 Individual level........................................................................20
3.3.2 Group level...............................................................................21
3.3.3 Organizational system level......................................................21
 3.4 Organizational culture and organizational behavior........................................22
3.4.1 Organizational Culture.........................................................................22
3.4.2 Organizational Behavior.......................................................................23

3.5 Advantages of culture on behavior...................................................................24

3.6 Disadvantages of culture on behavior...............................................................26

4. Case Study............................................................................................................29 - 36
4.1 Case Company Overview.................................................................................29

4.2 Advantages of working at company................................................................31

4.3 Disadvantages of working at company...........................................................34

5. Data Analysis......................................................................................................36 - 43
5.1 Published report analysis of Google’s organizational culture........................36

5.2 Announcement and measurement of GRAD..................................................39

5.3 Employees reaction about new GRAD system...............................................40

5.4 Cancelled Initiatives on regular basis and for no apparent reasons................41

6. Conclusion........................................................................................................45 - 46

7. Discussion.........................................................................................................47 - 49

7.1 Limitations....................................................................................................47

7.2 Validity and Reliability.................................................................................47

 7.3 Suggestions for future study..........................................................................48

8. References.........................................................................................................50 - 51
 LIST OF FIGURES

Figure 1: Structure of research project................................................................................ 4

Figure 2: The “Onion”: Manifestations of culture at different depth levels........................9

Figure 3: Case study company logo.....................................................................................28

Figure 4: Organizational Structure of case company...........................................................35

 LIST OF TABLES

Table 1: Key differences between small and large power cultures..................................12

Table 2: Key difference between individual and group cultures......................................13

Table 3: Key difference between feminine and masculine cultures.................................15

Table 4: Key difference between weak and strong uncertainty avoidance.......................16 - 17

 1. INTRODUCTION

1.1 Background

Culture has been defined in many ways and by so many authors. For example,
according to Samuel Koenig “Culture may be defined as the total sum of man’s efforts
to adjust himself to his environment and to improve his modes of living.”. Ralph Linton
(1940) defines, “The sum total of knowledge, attitudes and habitual behavior patterns
shared and transmitted by the members of a particular society.”

When you start establishing a company, its culture also establishes step by step. The
motive of culture existence is to the underlying values, beliefs, and principles that drive
the organization’s reason for being and its overarching purpose. This culture is deeply
connected to organization’s mission and vison and shapes the way the organization and
its members perceive their role and contribution to society and the world.

Hence, to improve management and let the culture of organization have the right effect
on employees, it is important to understand how organizational culture affect the
employee’s behavior.

1.2 Statement of the Problem

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 Employees are basic constituent unit and culture is the common value and code of
conduct shared by employees. Organizational culture gives employees a relaxing
working environment with good interpersonal relationship. A corporate culture allows
employees to have a sense of responsibility, and a mission to work towards
organization’s goals.

The competitions In Industry does not only reflect in the technology, but also in
corporate cultures. A positive organizational culture gives harmonious development,
actively mobilize the performance of employees which gives them more enthusiasm to
work hard. It also improves production efficiency. Basically, the advantage of positive
corporate culture is clearly visible in organization’s work and its growth.

The goal of company Is to Increase loyal customer base. So, a good corporate culture
image must be there. In other words, a good corporate image brings goof profit, and
good corporate image depends on organizational culture.

1.3 Overview of the research project

There are six chapters in this project. First, the research problem is identified. This section
has contextual background and outlines on main aspects of organizational culture and
behavior. After that the importance of research problem and research question both are
explained.

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Chapter two is about research approach used in this study. It includes research methods,
research questions, research framework and data collection and data analysis.

Chapter three is literature overview. It introduces previous studies about organizational

culture, employee behavior in organization, and the relations between them.

Chapter four is Case study on the effects of organizational culture. This chapter has
overview of case company, discusses organizational culture and culture dimension
measurement.

Chapter five is data collection method and data analysis. Data will be collected from
different articles, relevant literatures, and case studies.

Chapter six is results of data analysis, findings, and conclusion about research question.

Finally, chapter seven outlines the limitation, the validity and reliability of the research
project, and gives suggestions for future studies.

The following figure (FIGURE 1) shows the structure of thesis:

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 Chapter 1
INTRODUCTION
Background about culture and behaviour, statement of research problem,
overview of research

Chapter 2
RESEARCH METHODOLOGY
Explores research approach and includes research question, research
framework, data collection and data analysis.

Chapter 3
LITERATURE REVIEW
Previous case studies about culture and behavior, culture dimension and
relationship between them.

Chapter 4
CASE STUDY
Case company overview, organizational culture and culture dimension
measurement

Chapter 5

DATA ANALYSIS
Findings and the conclusion

Chapter 6

CONCLUSION

Chapter 7

DISCUSSION
Limitations, validity, reliability, and suggestions for future studies.

Figure 1. Structure of research project

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 2. RESEARCH METHODOLOGY

2.1 Research Question

It is important to identify how enterprise culture may affect employee behavior. The
study focuses on cultural dimension that influence employee behavior and improve
employee productivity. So, the research question is:

How does organizational culture affect employee behavior?

2.2 Research methods

In this study, the research will be conducted using a qualitative research method. When
you apply qualitative method, the goal is to get a complete understanding of the object
of the study based on people’s behavior, feelings, and experiences. The data is collected
via articles and literatures.

As the study focuses on how people behave and how it affects the culture of the
company, the numbers cannot answer the research question. Thus, for the purpose of
this study qualitative method is suitable and considerable.

This is an explanatory study as well as with deductive approach. The deductive

approach is concerned with developing a hypothesis based on existing theory and
designing a research strategy to the test hypothesis. (Wilson, J. 2010)

The hypothesis deduced by the researcher is that the employee behavior is affected by
mainly three parameters: Symbols, Rituals, and Values. Additionally, values have five
main dimensions: identity, power, gender, uncertainty, and time.

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2.3 Research Framework

In this research framework, the concepts are based on the background information,
literature review, and case study. The first concept is organizational culture. It is a
system which distinguishes one organization from another organization. This system
represents an organizational core value and behavior of organization’s employees.

The second key concept is culture dimension. It was explained by Professor Geert
Hofstede, and it tells how values in workspace is influenced by the culture of
organization.

The third key concept is organizational behavior. It shows how groups and individuals
behave in an organization. This knowledge can be applied to improve organization’s
effectiveness.

And at the end concept four is relationship among second and third concept that is
relationship among culture dimension and organizational behavior.

By applying all four concepts, this research framework will be able to answer the
research question: How does organizational culture affects employee behavior?

2.4 Data Collection and Data analysis

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This study is focused on identifying factors in culture that affects the behavior of
employee. Thus, reading articles, government publication, employee reviews on
different platforms are the secondary data collection method is used.

After gathering data from different secondary sources, data will be interpreted and
summarized according to symbols, beliefs, and values. To interpret values in culture
the Hofstede’s theory will be implemented for dimensions. Finally, I will analyze the
case study to draw a conclusion and deduce the hypothesis.

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 3. LITERATURE REVIEW

3.1 Organizational culture: An overview

Organizational culture refers to shared values, beliefs, norms, customs, and behaviors
that characterize an organization. It is the collective personality of an organization, and
it plays a fundamental role in shaping how employees interact, make decisions, and
perform their tasks.

There are several definitions given by several authors. For instance, Edgar Schein, a
leading researcher in this field, defined “organizational culture” as comprising several
features, including a shared “pattern of basic assumptions” which group members have
acquired over time as they learn to successfully cope with internal and external
organizationally relevant problems (Schein, 2004). Flamholtz and Randle (2011) said
that it is consisting of values, beliefs, and norms which influence behavior of people
as an organization.

Even if there is no single definition for concept of the organizational culture,

commonalities exist. Hofstede (2010) introduced an onion model to cover the total
concept of culture, including four aspects: SYMBOLS, HEROES, RITUALS, and
VALUES.

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 Symbols

Heroes

Rituals
e
c/c
a
Pr

Values

Figure 2. The “Onion”: Manifestations of culture at different depth levels

The most superficial level is symbols. Symbols includes words, pictures, architecture, service
models, or other objects that carry a particular meaning that is recognized only by who share
the culture. The reason why symbols are superficial level in onion model is because symbols
are the material carriers; that can easily be replaced by anyone.
Heroes are persons, dead or alive, real, or fictitious, who has characteristics that are highly
regarded in culture; they are therefore serve as models of behavior.

Rituals includes collective activities that are superfluous to the achievement of desired goals
but are considered socially necessary within a culture.

Lastly values, are describes as general tendencies to prefer circumstances.

Based on latest research, Robbins (2010) suggested that organizational culture has seven
primary characteristics as follow:
1. Innovation and risk taking = company encourages employees to take risk and be innovative.

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2. Attention to detail = employees are expected to be detail oriented because sometimes details
can decide failure or success.
3. Outcome orientation = Managers focuses on result rather than process or technique used to
achieve the outcome.
4. People Orientation = The consideration in management decisions tends to
affects people within the organization.
5. Team Orientation = This is where activities are organized around teams rather than
individuals.
6. Aggressiveness = People are aggressive and competitive rather than easy – going.
7. Stability = Organization is looking forward to maintaining the status quo or keeps growing.

3.2 Organizational culture’s dimension:

Greet Hofstede is a Dutch social psychologist known for his extensive research on cultural
dimensions, which he applied to organizational culture as well. He analyzed large data base of
employee value scores collected within IBM between 1967 and 1973. Hofstede’s framework
identified four dimensions (later six) in his study cultures:

• Power distance
• Individualism
• Uncertainty avoidance
• Masculinity

Based on research by Michael Harris Bond, and Confucian thinking, a fifth dimension was
identified by Hofstede in 1991: Long – Term Orientation.

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A sixth dimension was added in 2010, based on Michael Minkov’s analysis of the World Values
Survey data. This new dimension was Indulgence versus restraint.

3.2.1 Power Distance:

Power distance is a concept in cross – cultural psychology and organizational

behavior that refers to the extent to which individuals in a society or organization
accept and except unequal distribution of power and authority. It is one of
Hofstede’s cultural dimensions, a framework developed by Dutch psychologist
Greet Hofstede to understand how cultural values can impact people’s behavior and
preferences in different societies.

Power distance can have significant implications for how organizations operate,
how employees are managed, and how communication and decision – making
processes are structured. Understanding the power distance of culture or
organization is crucial for effective cross – cultural communication and
management. It is also important to note that power distance can vary not only
between different countries but also within different regions, industries, and specific
organizations.

In workplace, power inequality is objective. In the large – power – situation,

subordinates and managers consider each other existentially unequal. Sometimes
organizations centralize all the power in top management only. In the small – power
– situation, subordinates and managers consider each other existentially equal. In
this case organizations decentralize power in all levels of management.

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 Key Differences between small – power – distance and large – power – distance
cultures

SMALL POWER DISTANCE LARGE POWER DISTANCE

Decentralization of power. Centralization of power.

Managers rely on their experience. Managers rely on rules.

Subordinate – manager relation is Subordinate – manager relation is

pragmatic. emotional.

Privileges are unacceptable. Privileges are normal.

Table 1: Key differences between small and large power distance cultures

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3.2.2 Individualism and collectivism

Individualism is one of the cultural dimensions introduced by Greet Hofstede, a

Dutch psychologist, in his framework for understanding and comparing cultural
differences. This dimension, often referred to as Individualism versus Collectivism,
measures the degree to which individuals in a society or culture value personal
independence, autonomy, and individual achievements as opposed to group
harmony, cooperation, and collective interests.

Hofstede’s individualism – collectivism dimension helps explain variations in

social and interpersonal behavior, communication styles, and values across different
cultures. It can also have important implications for business practices,
management, and international relations. Understanding where a culture falls on the
individualism – collectivism spectrum can aid in cross – cultural communication
and collaboration, as well as in adapting strategies for working with individuals or
groups from diverse cultural backgrounds.

Key Difference between Individualism and collectivism cultures

INDIVIDUALISM COLLECTIVISM

Employees pursue in employer’s Employees pursue in group interest.

interest.

Hiring and promotions decisions are Hiring and promotion decisions are
based on own performance. according to in – group member.

The relationship between employees is The relationship between employees is

established with a contract. normal.

Table 2: Key difference between individualism and collectivism culture

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3.2.3 Uncertainty Avoidance

Uncertainty avoidance is one of the cultural dimensions introduced by Greet

Hofstede in his framework for understanding and comparing cultural differences.
This dimension measures the extent to which individuals in a society or culture are
uncomfortable with ambiguity, uncertainty, and risk. It reflects the way a culture
deals with the unknown and unpredictable aspects of life.

Every human has to face the reality that, they do not know what will happen the
next moment. They have to accept the fact that the uncertainty is with and around
them twenty – four hours. Technology helps people to avoid uncertainties caused
by nature like, by using weather app people can predict save themselves from
disaster. Another one is law; it tries to prevent people from other people. And one
more is religion; it is a way of relating to the transcendental forces that are assumed
to control people’s personal future.

The uncertainty avoidance dimension can influence various aspects of a culture,

including how people approach change, the level of formality in communication
and social interactions, and the extent to which a society relies on regulations and
structures to maintain order.

Understanding a culture’s position in uncertainty avoidance dimension is important

for cross – cultural interactions and business practices. For instance, in cultures with
high Uncertainty Avoidance, it may be important to provide clear guidelines and
assurances of safety and stability, while in low Uncertainty Avoidance, flexibility
and adaptability may be more valued. This knowledge can help individuals and
organizations navigate cultural differences and work efficiently in diverse cultural
contexts.

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 Key Differences between low and high uncertainty avoidance cultures

LOW UNCERTAINTY AVOIDANCE HIGH UNCERTAINTY AVOIDANCE

There should be no rules other than There has to be emotional needs, even if
those which are necessary. it not mandatory.

Work hard only when you have to. There is a need to be busy and just an
inner urge to work hard.

Time is a framework. Time is money.

Tolerance for chaos. Need for perfection.

Table 3: Key differences between low and high uncertainty avoidance culture

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3.2.4 Masculinity and Femininity

Masculinity and femininity are another on of Greet Hofstede’s cultural dimensions,

which is part of his framework for understanding and comparing cultural
differences. The dimension explores the values and behaviors associated with
gender roles within a society. It should be noted that Hofstede’s use of words
“masculinity” and “femininity” are not necessarily to refer to characteristics of men
and women, but rather to cultural norms associated with gender roles.

This dimension helps to understand how cultural values and norms influence gender
role and behaviors in each society. It can have implications on various aspects of
life, including family dynamics, work attitude, and expectations of society from that
gender.

It is important to note that these terms are somewhat outdated and may not fully
capture the diversity of gender roles and identities in today’s world. Hofstede’s
model was developed in 1970s and has been criticized for simplifying complex
culture. Nevertheless, it can till give insights into certain aspects of culture and
gender – related behaviors in different societies.

Key difference between Masculinity and Femininity cultures

FEMININITY MASCULINITY

Management based on intuition. Management based on aggressive actions.

Reward system is based on quality. Reward system is based on equity.

People work in order to live. People live in order to work.

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More leisure is preferred over money. More money is preferred over leisure
time.

Conflict resolution by negotiation. Conflict resolution by letting the strongest

win.

Table 4: Key differences between femininity and masculinity cultures

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 3.2.5 Long – term Orientation

Long – Orientation (LTO) is one of the cultural dimensions introduced by Hofstede,

particularly in his later research and adaptions of his original framework. This
dimension measures the extent to which individuals in a society or culture are
oriented towards long – term goals, planning, and the persistence of traditions. It
reflects how a culture perceives the passage of time and the importance placed on
long – term planning and investments.

1. High Long – Term Orientation: In cultures with high Long – Term Orientation
score, people tend to emphasize long range planning, perseverance, and the
importance of tradition. These societies are more future oriented and value
qualities such as thrift, and a sense of shame or obligation. There is often a focus
on preparing for future generations and maintaining a sense of continuity with
the past.
2. Low Long – term orientation: In cultures with a low long – term – orientation
score, people may place less emphasis on long – term planning and may have a
shorter – term perspective. These cultures may be more focused on the present
and maybe less concerned with preserving traditions and values for the future.

Hofstede’s Long – Term orientation dimension was added to the original four cultural
dimension to account for cultural differences in how societies approach time and tradition.

It is important to note that all cultures fit neatly into the categories of high or low long – term
orientation, and there can be significant variations within a culture. This dimension provides
insights into how different societies approach the concept of time, plan for future, and value
traditions and long – term stability. Understanding Long – term Orientation can be particularly
relevant in the context of business, international relations, and intercultural interactions.

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 3.2.6 Indulgence versus restraint

“Indulgence versus restraint” is one of the cultural dimensions introduced by Greet

Hofstede in his later research. This dimension focuses on how cultures approach the
gratification of human desires and needs, particularly those related to enjoying life
and having fun. It reflects the extent to which a society encourages individuals to
indulge in their impulses and desires versus restraining or controlling them for the
sake of maintaining order and societal norms.

1. Indulgence: In cultures with a high indulgence score, there is a greater

acceptance of individual happiness and the pursuit of personal desires. These
societies tend to be more permissive and open in an allowing people to enjoy
life, have fun, and express themselves. There is an emphasis on living in the
present pursuing immediate gratification of needs and desires.
2. Restraint: In cultures with a high restraint score, there is a stronger emphasis on
self – discipline, control of one’s desires and adherence to social norms and
order. People in these societies may be more likely to remain their impulses and
desires for the sake of maintaining social order and adhering to traditional
values. Long – term planning and self – discipline may be more highly valued.

Hofstede introduced the Indulgence versus Restraint dimension to expand his original
framework and provide a more comprehensive understanding of cultural differences. This
dimension sheds light on how different cultures approach issues as leisure, gratification, self –
control, and the balance between individual desires and societal norms.

Understanding where a culture falls on the Indulgence – Restraint spectrum can be valuable in
various contexts, including marketing, consumer behavior, and interpersonal relationships. It
can help individuals and organizations adapt their approaches and strategies when dealing with
cultures that have different orientations toward indulgence and restraint.

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3.3 ORGANIZATIONAL BEHAVIOR

Organizational behavior is the study of how individuals, groups, and organizations

interact and influence one another. Though it is largely used within the field of business
management as means to understand – and more effectively manage – groups of
people. The reason businesses look to OB is because it can help organizations increase
employee performance, while also creating a positive working environment.

According to Davis and Newstram, “Organizational behavior is the study and

application of knowledge about how people act within organizations.” According to
Fred Luthans: Behavior is directly concerned with the understanding, prediction, and
control of human behavior in organizations.”

Robbins (2010) categories the study into three domains: individuals, groups, and
organization structures.

3.3.1 Individual level variables:

Several individual variables including demographic characteristics, traits of

personality and beliefs have been proposed to have a significant relationship with
ethical decision – making stages (e.g., Haines and Leonard 2007; Marta et al. 2008;
Shafer 2008; Vitell and Patwardhan 2008).

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 During this process, the characteristics affect is age, gender, personality
characteristics, abilities, perception, values, and attitudes. These are examined by
Robbin’s (2010).

3.3.2 Group level Variables

Group level is second variant of organizational behavior. A group of individuals,

but member’s behavior is complicated in groups than individuals behaving in their
way. It includes communication, leadership, trust, group structure, power, politics,
and teams (Robbins, 2010).

3.3.3 Organizational system level variables

Organizational system level variables refer to the factors, elements, or

characteristics within an organization that can influence its overall functioning,
performance, and success. These variables are important for understanding and
analyzing organizations from a broader perspective. They can be used to assess,
measure, and improve various aspects of an organization’s structure and operations.
The structure of an organization, the organizational culture, and the practices all
have an impact on the organization system level variable. (Harrison Dia, 2004)

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3.4 ORGANIZATIONAL CULTURE AND ORGANIZATIONAL
BEHAVIOR

Organizational culture and organizational behavior are closely related concepts within
the field of organizational studies. They both play a fundamental role in shaping how
an organization functions and how its members interact. Let’s delve into each concept.

3.4.1 Organizational Culture:

Þ Organizational culture refers to the shared values, beliefs, norms, and practices
that define the way an organization operates and how its members behave.
Þ It sets the tone for the work environment, influencing the attitudes and behaviors
of employees.
Þ Organizational culture is often considered the “personality” of an organization
and can be seen as collective mindset that guides decision making and actions.
Þ It can be categorized into different types, such as clan culture, adhocracy
culture, market culture, and hierarchy culture.

3.4.2 Organizational Behavior:

Þ Organizational behavior is the study of how individuals and groups within

an organization behave, interact, and perform within context of the
organizational culture.

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 Þ It encompasses various aspects of behavior, including motivation,
leadership, communication, conflict resolution, decision – making, and
teamwork.
Þ OB is concerned with understanding and improving the attitudes and
behaviors of employees to enhance organizational effectiveness and
performance.
Þ It often draws from various fields, including psychology, sociology, and
management, to analyze and influence the behavior of individuals and
groups in the workplace.

The relationship between organizational culture and organizational behavior is intricate:

• Organizational culture shapes and influences the behavior of employees. For example,
in a culture that values teamwork and collaboration, employees are more likely to work
together and support each other. In contrast, in a culture that prioritizes competition and
individual achievement, behaviors may be more competitive and less comparative.

• Organizational behavior can also influence and impact organizational culture. When
employees collectively demonstrate desired behaviors, these behaviors can become
ingrained in the culture over time.

• Organizations often strive to align their culture with their desired behaviors and
objectives. Leaders play a crucial role in driving this alignment by modelling and
reinforcing the desired behaviors in line with the organizational culture.

In summary, organizational culture and organizational behavior are interconnected

aspects of an organization, with culture setting the context and guiding the behaviors of
individuals and groups within the organization. Understanding and managing these
elements is vital for creating a healthy and productive work environment.

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3.4.3 Advantages organizational culture has on behavior

Organizational culture plays significant role in shaping employee behavior and can
have several advantages when it is positive and aligned with the organization’s
goals and values.

Here are some of the advantages that a strong organizational culture can have on
behavior:

1) Employee Engagement: A positive and inclusive organizational culture can

lead to higher level of employee engagement. When employees feel
connected to the company’s mission and values, they are more likely to be
motivated and committed to their work.

2) Improved Productivity: A strong culture that promotes efficiency, teamwork,

and a strong work ethic can lead to increased productivity. Employees who
understand and embrace the organization’s expectations are more likely to
work cohesively and efficiently.

3) Enhanced Collaboration: A culture that values collaboration and open

communication can foster teamwork and better working relationships
among employees. When people are encouraged to work together, they are
more likely to share ideas and resources, leading to improved performance.

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4) Adaptability: An adaptive organizational culture can encourage employees to
be more flexible and open to change. This is crucial in today’s fast – paced
business environment, where organizations need to adapt to evolving market
conditions and technologies.

5) Employee well – being: A culture that prioritizes employee well – being and
work – life balance can lead to healthier, happier employees. When
employees feel their well – being is valued, they are more likely to exhibit
positive behaviors and be more satisfied in their roles.

6) Attraction and Retention of talent: A strong and positive organizational

culture can serve as a powerful recruitment and retention tool. Talented
individuals are more likely to be attracted to companies with cultures that
align with their values and aspirations.

7) Alignment with Organizational Goals: A well – defined culture can ensure

that employee behavior is aligned with the organization’s strategic goals.
When employees understand and share these goals, they are more likely to
work toward them.

8) Ethics and Integrity: A strong culture can promote ethical behavior and
integrity within the organization. When employees are surrounded by
ethical role models and values – driven leader, they are more likely to exhibit
ethical behavior themselves.

9) Customer satisfaction: A positive organizational culture can also have a

positive impact on how employees interact with customers. When
employees are satisfied and motivated, they are more likely to provide better
customer service, leading to increased customer satisfaction and loyalty.

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 10) Innovation: Some cultures foster creativity and innovation. When
employees are encouraged to think creatively and take risks, they are more
likely to exhibit behaviors that drive innovation and growth.

It is important to note that the specific advantages of organizational culture on

behavior can vary depending on the nature of the culture and the context of the
organization. A healthy and well – cultivated culture can have a profound impact on
shaping the attitudes and behaviors of employees, ultimately contributing to the
organization’s success.

3.4.4 Disadvantages organizational culture has on behavior

While organizational culture has many positive effects on human behavior, it can
also pose certain disadvantages. Here are some potential drawbacks:

1) Resistance to change: Strong organizational cultures may resist change. When

a company has deeply ingrained culture, employees might be resistant to new
ideas or methods, hindering innovation and adaption.

2) Limited Diversity of Thought: A cohesive organizational culture can lead to a

homogenous group of employees who think and act similarly. This lack of

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 diversity in thought limit creativity and problem – solving, as different
perspectives are essential for innovation.

3) Stifled Individuality: In organizations with a dominant culture, there might be

pressure for employees to conform established norms. This can stifle
individuality and discourage employees from expressing their unique talents
and perspectives.

4) Employee Burnout: A culture that prioritize long hours and constant availability
may contribute to employee burnout. This is particularly true in cultures that
place a high value on competitiveness and workaholism, potentially leading to
stress and decreased overall well – being.

5) Ineffective Communication: Organizational culture that discourage open

communication or transparency can lead to misunderstanding and poor
collaboration. The lack of effective communication can hinder productivity and
result in conflicts within the workplace.

6) Resistance to external Input: An insular organizational culture may resist

external feedback or input. This resistance can prevent the organization from
learning and adapting changes in the external environment, making it less
resilient in the face of challenges.

7) Risk Aversion: Some organizational cultures prioritize stability and consistency

over risk – taking. While this might reduce the likelihood of major failures, it
can also stifle innovation and the willingness to experiment with new ideas.

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 8) Cultural Clashes during Mergers and Acquisition: When organizations merge,
differing cultures can clash, leading to conflicts among employees. Integrating
diverse cultures successfully can be challenging and may result in decreased
morale and productivity.

9) Inequality and Discrimination: In some cases, organizational cultures may

inadvertently foster discrimination or inequality, favoring certain groups over
others. This can lead to a lack of diversity and inclusion within the workplace.

10) 10Slow Adoption to Change: A strong and rigid organizational culture might
impede the organization’s ability to adapt to changes in the external
environment. This lack of adaptability can be a significant disadvantage in
today’s rapidly evolving business landscape.

It is important to note that the impact of organizational culture on human behavior can vary
widely depending on the specific characteristics of the culture and how well it aligns with the
organization’s goals and the needs of employee.

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 4. CASE STUDY

4.1 Case Company Overview

Title: Analysis of Organizational Culture at Google

Google Inc came to life with the two brilliant people as the founder of the company.
These two were Larry Page and Sergey Bin. Both are a PhDs holder in computer
science in Stanford University California. In their research project, they came out with
a plan to make a search engine that ranked websites according to the number of other
websites that linked to the site. Before Google came in market, search engines had
ranked simply by the number of times the search term searched for appeared on the
webpage. By brilliant mind of Larry and Sergey, they developed the technology called
PageRank algorithm. PageRank is a link analysis algorithm that assigns a weighting to
each element of a hyperlinked set of documents, such as the WWW, with the purpose
of measuring its relative importance within the set.

All this in – depth research leads to September 15, 1997, where Google.com domain
was registered. Soon after that, on September 4, 1998, they formally incorporated their
company, Google Inc, at a friend’s garage in Menlo Park California. The name Google
originated from word “Googol” which refers to the mathematical equivalent of the
number one followed by hundred zeros. In March 1999, the company moved into
offices at 165 University Avenue in Palo Alto. After that, the company leased complex
of buildings in Mountain View. Ever since then, the location of HQ (headquarter) has
never changed.

Google’s core business is to provide a search engine for internet user who would like
to go to their desirable site. The Google search engine attracted a million of user by its
simple design but amazing result. After establishment of Google, they started selling

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advertisements linked to search keywords. The advertisements were just text – based.
Most of the Google Inc revenue relies on advertisement and they had been successfully
with the help of AdWords and AdSense. After few years, they launched their own free
web – based email service, known as Gmail in 2004. Gmail is used to send and receive
mails, create the address book, store, and send their document online. In the same year,
Google launched the most captivating technologies that is Google Earth. Google Earth
is an amazing app that provides map of earth through satellited image. It requires the
location you are at and the location you want to go. Google Inc also partner shipped
with NASA to enhance its technologies. But apart from all this Google Inc is famous
for its strong organizational culture which brings them closer and stronger in compared
to other firms. They value innovation, creativity, and simplicity to gain advantage
against other competitor firms.

Figure 3. Case study company logo

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 Google has always been unusual in its approach and decisions, whether it is their bright
logos or its dancing doodles. As a result, Google has a distinct and forward – thinking
work culture.

But what makes company culture at Google so special?

Google does not have a secret recipe. It is the result of years of progress, innovation,
and experiment. So let us take a closer look at Google’s workplace culture.

4.2 Advantages of working at Google

1. Google employees are an important element of the company

Every year, Google recruits hundreds of new employees. It is very hard to create
an environment where employees feel included and valued. Google has done its
job successfully. The company has created an environment where employees feels
like they are contributing to the valuables of the company. According to Google,
80% of employees are satisfied with their job, company culture and environment
at Google.

Google’s culture is an example of productive workplace. Their employees must

work with cutting – edge technology and deeply involved in using technology to
solve the most pressing challenges. “Uncomfortably exciting” is a concept that

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 Google efficiency and transparency, the company also shares information with
employees.

Google offers benefits to employees like meals, amusing games, nap pods, on –
site physicians, they also monitor personnel satisfaction.

Google Geist is an annual survey that collects feedback from all Google employees
on topics like salary, supervisors, career growth, company culture, and work – life
balance.

2. Creativity and Innovation

Google has introduced many services like Gmail, YouTube, Google earth, Google
Maps and so on.

For innovation Google follows the “Think 10x” rule. According to this concept,
Google aims to improve ten times and not ten percent. The company also follows
“soft opening” strategy to gather consumer feedback on new product launches and
after that innovate depending on the comments.

3. Working at Fun is Google

It is difficult to create a workplace where employees love working for long hours.
From professional hair salons to gyms and swimming pools, nap pods to fitness
and wellness center, video games to football and table tennis, cooking space to free

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 meals, Google has all of it in one place: GOOGLE OFFICE. This tech unicorn has
succeeded in creating enjoyable and comfortable environment for employees. This
kind of environment boosts employee’s productivity and frees them from the
confines of a monotonous cubicle, conference rooms, or a formal corporate
environment. Google which started for Garage, now operates on Googleplex. The
Googleplex in Mountain View is a popular tourist attraction for visitors from all
over the world.

Your pets will also keep you company In Google. So, if you want to bring your pet
to work, Google is the place to go. You can bring your infant to the company to
keep an eye on your child. Google has facility of baby care for working mothers.

4. There is not a standard company culture at Google

According to Larry and Sergey’s inaugural founder’s letter to all possible

stakeholders, “Google is not your typical cooperation. We have no intention of
becoming one. We have established Google differently throughout its history as a
privately held company.” Google operates in a unique manner since its foundation.
The company promotes learning and knowledge – sharing culture. They feel that
every employee has right to learn, and that education is the responsibility of the
entire organization.

Google promotes flexibility, Google has 174,014 employees and offices and data
centers in over 200 cities and across 6 continents. Google has over 78 offices in
more than 50 countries. Google developed a tool that allows employees to evaluate
salary and benefits of working from home. “We will move to a hybrid work week
where most Googlers spend around three days in the office and two days wherever
they work best,” Sundar Pichai, Google’s CEO, wrote in an email to his staff.
Flexible schedule allows employees to experiment with new ideas and work from

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 a preferable and comfortable location. Because its employees who make the
company grow and work great. Google is acknowledging this fact.

Despite of benefits at Google’s company culture, there are limitations / disadvantages of

working at Google.

4.3 Disadvantages of working at Google

1. There are employees who are overqualified.

One commenter wrote, “The worst thing of working at Google for many
employees is that they are overqualified for their job.” Also, according to text,
Google has a lot of hiring power because of its brand’s ranking, compensation,
benefits, and favorable work culture.

2. Working on Google could take up most of your time.

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 One comment says, “The worst aspect about working on Google is that it may
take up majority of your time and energy without you even realizing it”. It is
like Google will rapidly overtake your life if you do not set boundaries.

3. Getting promotions at Google

Getting promotions at Google, especially at higher level, you need ability, and
luck. You might be very capable, but if your project does not have scope, you
will not be able to get promotion. This can create wrong incentives. Instead of
chasing what needs to be built for the product, people chase what can be proved
as next level scope.

Thus, Google Inc. is not an ideal place to study organizational culture, but the company has
proved its culture is nicer than other corporates. The organizational structure of Google is very
vast. It has decentralized hierarchy. This decentralization of power affects organizational
culture. Like only one person will not be in power and employees will be responsible about
their work.

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 5. DATA ANALYSIS

Google’s organizational structure encourages internal communications and idea

sharing in the online advertising, information technology, and consumer electronic
business.

Google’s organizational structure is a fundamental factor contributing to the

success of the information technology business. The organizational structure or
corporate structure is the anatomy and arrangement of the components of the
business, including resources and processes. In this case of Google, the business
structure design supports innovation and creativity. Innovation is characteristic of
the corporate culture of Google. In this regard the company structure and company
facilitate product development for growth and competitiveness in the information
technology and service industry.

5.1 Published report analysis of Google’s organizational culture

The dominant culture in the organization depends on the environment in which the company
operates organization’s objectives, the belief system of the employees, and the company’s
management style. Therefore, there are many organizational cultures (Schein 2017).

The Google itself possesses multiple different culture (see Google’s clips). Google has
established a common, organizational culture for the whole offices that are distinctive from
others. The predominant culture aimed at Google is an open culture, where everybody and
customer can freely contribute their ideas and opinions to create more comfortable and friendly
working environment.

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Working at Google, employees enjoy free food served throughout the day, a volleyball court, a
swimming pool, a car wash, and many benefits. The biggest benefit for the staff is to be picked
up on the day of work. As assessed by many traffic experts, the system set up by Google is a
great transport network.

Google has a flat structure, which means they have minimal middle and upper – level
management. This structure allows for more creativity. Innovation and problem – solving skills
are encouraged. Employees can make more decisions on projects. Google’s open culture allows
a free flow of information throughout the company, and everyone can share their ideas and
opinions. Google has a ‘TGIF’ meeting every Friday, where employees can meet with top
executives and give ideas or ask questions.

Google supports an open line of communication through meetings, email, and an open-door
policy to any office in the company. Google’s mission statement and corporate culture reflect
a philosophy that you can make money without doing evil and that work should be challenging,
and the challenge should be fun.

They focus on recruiting people with right frame of mind. To attract high performing candidates
Google posted top 10 reasons to work at Google on its website. Google recruited people with
diverse skills and qualities. While recruiting Google attached a lot of importance to the
academic excellence. Google has a real job profile named “Chief Cultural Officer” who is
responsible to retain Google’s cultures.

Google encourages its engineers to spend 20% of their time on ideas of their own. Google has
many products that came out of this 20% idea. Google like charitable work so made Google.org
to develop technologies to help address global challenges and supports innovative partners
through grants, investments, and in – kind resources.

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 Product development is an approach to growing the business, as identified in
Google’s generic competitive strategy and intensive growth strategies. Also, the
organizational structure optimizes the business to address competitors, like the
digital advertising businesses of Facebook, eBay, and others; the consumer
electronics operations of Apple, Samsung, Microsoft, and Soy; the media streaming

services. Google’s corporate structure strengthens business competencies to

counteract competitive forces.
Figure 4. Organizational structure of case study company (Google)

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5.1 Announcement and measurement of GRAD

To measure that organizational culture is performing well Google introduced a new

system named GRAD. GRAD stands for Google Reviews and Development). It has
used as performance review system. It is said that around 10,000 employees are likely
to be impacted because of this new system. Employees have complained about
procedural and technical issues with GRAD close to the year – end deadlines.

Þ HOW DOES GRAD MEASURE PERFORMANCE?

Under this new grad system, it is estimated that about 6% of full – time
employees will fall into a low- ranking category in comparison to the 2%
previously.

Further, in the new ranking system it will be harder to achieve high ranks. It is
estimated that about 22% of employees will be rated within one of the two
highest categories, unlike the 27% before.

In other words, the company’s employees will be at risk for low – performance
ratings and fewer are expected to reach high marks under GRAD, reports
CNBC.

Reports suggest the search giant may let go of 10,00 employees following the
implementation of performance improvement plan. Unfavorable market
circumstance, the need for lowering the expenses, etc., may be behind this
move, suggest multiple media reports.

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 Þ HOW DOES GRAD MEASURE PERFORMANCE?

Under this new grad system, it is estimated that about 6% of full – time
employees will fall into a low- ranking category in comparison to the 2%
previously.

Further, in the new ranking system it will be harder to achieve high ranks. It is
estimated that about 22% of employees will be rated within one of the two
highest categories, unlike the 27% before.

In other words, the company’s employees will be at risk for low – performance
ratings and fewer are expected to reach high marks under GRAD, reports
CNBC.

Reports suggest the search giant may let go of 10,00 employees following the
implementation of performance improvement plan. Unfavorable market
circumstance, the need for lowering the expenses, etc., may be behind this
move, suggest multiple media reports.

5.2 Employees reaction on GRAD

Less than a week after of another big company were found breaking down their
offices upon hearing the news of their termination, Google employees have
now been left distraught following the tech giant’s recent layoffs.

40
 “So over 16.5 years at Google, I appear to have been let go via an automated
account deactivation at 3 am this morning as one of the lucky 12,000. I do not
have any other information, as I have not received any of the other
communications on the boilerplate “you have been let go” website (which I
now also cannot access) said I should receive.” Wrote Justin Moore, a now
terminated employee at Google.

The layoffs will affect jobs globally and across the entire company, CEO
Sundar Pichai told employees in an email on Friday, writing that he takes “full
responsibility for the decisions that led us here.”

Pichai said in a note that “I am confident about the huge opportunity in front of
us thanks to the strength of our mission, the value of our products and services,
and our early investments in AI”.

5.3 Cancelled Initiatives on regular basis and for no apparent reasons.

It is worth noting that large technology companies like Google often engage in a
wide range of projects and initiatives, and not all of them are guaranteed to succeed
or be maintained in the long term. Here are few potential reasons why initiatives at
Google or similar companies might be canceled:

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 1. Changing priorities: Technology companies often need to adapt to evolving
market trends, customer demands, and competitive pressures. This can lead to
shifting priorities and a need to relocate resources to more promising projects.

2. Market Dynamics: The technology landscape is highly dynamic, and what

seemed like a promising idea at one point may no longer be relevant or
competitive due to changes in the industry or the emergence of better solutions.

3. Resource Constraints: Companies have finite resources including time, talent,

and budget. Sometimes, initiatives are canceled due to resource constraints or
the need to allocate resources to more critical or strategic projects.

4. Performance and Viability: If an initiative is not meeting its intended goals, is

not gaining traction, or is deemed not viable in the long term, the company may
choose to discontinue it.

5. Strategic Reassessment: Companies periodically reassess their strategies and

portfolio of initiatives. Some initiatives may be canceled as a part of a strategic
reassessment to focus on core competencies or new growth opportunities.

It is important to remember that not all canceled initiatives are without reason. Companies like
Google make these decisions based on a variety of factors and often do so to better align with
their overall mission and goals. While it can be disappointing for those involved in such
initiatives, it is common practice in the technology industry to ensure the best allocation of
resources and to stay competitive.

Many initiatives Google has cancelled like in October 2021, Google lunched Pixel Pass
Subscription program alongside Pixel 6 series of phones that promised three things for one
monthly payment. But after a while they have mailed Pixel Users saying that the subscription

42
is no longer available. This gave anxiety to Pixel Users. It affected Google in a way that people
have reduced purchasing Google Pixel phones. This kind of behavior affects human nature in
a way that it affects trust users put in company. It reduces consumer rate in a way.

Another initiative they have cancelled was they have announced Google plus for G suite.
Google plus is like chat room or Discord room. And then in 2023 they suddenly announced
that Google plus will be taken down on 5th July and data will be available to export until August
8th. This also affected human, and it gave stress to those who could not export the data from
Google plus.

Even Google is taking away Google podcast and they will be offering podcast access within
YouTube Music instead. This has disturbed to all those users who uses google podcast to upload
their own podcasts.

Canceled initiatives develop a feeling of insecurity in employees. This organization culture

becomes toxic, and it affects behavior of employee towards organization. It decreases
productivity, creativity, focus, and wish to stay lifelong in the organization. Frequent
cancellations of new initiatives can make employee anxious, and they feel a fear of failure.
Even sometimes if they experience negative emotions, they start using sick time more often
and more likely to voluntarily leave the company.

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Thus, we can say that if a company cancels their any initiatives suddenly or cancels old
products or service it affects company’s customer. People start thinking that what if they use
any product or service and then company suddenly discontinue it. It will affect trust of the
people, the faith they put in the company and its products and services. Thus, this big step
company takes affects people a lot and their perception and behavior towards the company.

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 6. CONCLUSION

The literature review of this research project shows that there are three levels in
organizational behavior. The first level is individual behavior, second is group level,
and third is organizational level. The individual behavior age, gender, ability, value,
attitudes, personality, emotions, perception, motivation, decision – making, and
learning. The group behavior consists of trust, leadership, communication, power,
and politics. The organizational system level involves organizational culture,
organization structure, and design.

However, the case study found that not every behavior was affected by organizational
culture. Still some part of employee behavior has a strong effect of culture. In case
study we have seen Google gives all the things which are rarely given by other
organization such as, swimming pools, gyms, wellness and fitness centers,
physiotherapist, nursery for kids of employees, nap pods, free meals, cooking space
and what not. Google has always believed in organizational culture that is different
than usual corporate culture. This culture makes employees happy; they love working
at Google and that increases employees’ creativity, innovation, and productivity.

Despite of all this, one new rule or one new system affected the employee’s behavior
toward organization. After introduction of GRAD employees thought that they got
laid off with no valid reason. They started feeling unsecured after serving at Google
for so many years. They felt in a way that while working at Google it takes majority
of your time if you do not draw boundaries.

So, at the end, we can say one move which is not favorable for employees it changes
employee behavior and that affects the productivity and creativity of employees. It
affects organizational culture. But Google Inc is one of that organization where
employees are comfortable at working and spending majority of the time there.
Google hires employees that have good academic results but without practical
experience and this will be a threat to Google in terms of their organization’s
operation. Google is a results-driven organization and if employees with only

45
creative ideas but lacking of skills to realize the ideas they have initially planned, this
will absolutely reduce the productivity of the organizations. Google had been public
listed on year 2004 and therefore Google had to take the shareholders’ views into
consideration before making any decision. The shareholders had been strongly
emphasizing on reducing the employee benefits due to the high cost invested on it.
This leads to the organizational culture would be degraded and the employees would
feel less satisfied and affect their produced results. Employees are very important
asset the Google while the shareholders also the contributor of funds for Google. The
management team has to weight the importance of both of the stakeholders for the
Google as this will create a different organizational culture.

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 7. DISCUSSION

7.1 Limitations:

The aim of this study was to find out how organizational culture affects employee
behavior.

Because of limited time, I have used secondary data only. And because of this I
was not able to cover all the aspects to do proper research on this project.

Another limitation is I have had limited time to do study of different sources and
different books. So, the data I used is not completely collected and may lead to
ambiguity. In addition, objectives are subjective, and it is difficult to compare
outcome from different sources.

Finally, this study focused on people’s behavior in an organization, but

organizational culture is not the only factor that affects the employee behavior.
Many other factors such as background, personality, religion, ethics and many more
factors affect the behavior of an individual.

7.2 Validity and Reliability

It is important to consider reliability and validity of this study. The reliability of

this study is measured according to the data collected and presented about case
company.

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 The case company is one of biggest technology company globally. All the data
collected is analyzed carefully; therefore, the study is valid and reliable.

In this study, the process of data collection is quite fair without any personal bias
and judgement. Furthermore, the research result strongly supported the researcher’
assumption, and therefore the study is valid.

7.3 Suggestions for future study

The studies related with the cultures that have influenced on people’s behaviors
within an organization could be further investigated. As mentioned earlier, the
facts collected were collected via secondary sources and it is limited due to limited
sources and limited time. As well as consider as many factors as you can to do in
depth study about employee behavior. Therefore, further studies on culture could
pay more attention in identifying all aspects. Even try to use primary data via
conducting a company visit and asking some interview questions to the working
employees. So that data cannot be influenced by any third party the way it may be
influenced in secondary sources.

When conducting research in this area, interdisciplinary approaches, combining

insights from organizational psychology, sociology, management, and other
relevant fields, can provide a more comprehensive understanding of the complex
interactions between organizational culture and human behavior.

Following are the few factors that should one keep in my mind in the future while
conducting research in this area:

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1. Conduct longitudinal studies to observe how organizational culture
evolves over time and its impact on human behavior.
2. Compare organizational cultures across different industries, regions, or
countries to identify commonalities and differences in their influence on
human behavior.
3. Investigate how the increasing prevalence of remote work and the use of
technology influence organizational culture and then human behavior.
4. Examine effectiveness of cultural change initiatives within organizations.
5. Investigate how organizational culture influences decision – making
process at different levels within organization.
6. Explore the connection between organizational culture and employee well
– being and engagement.
7. Develop and refine measurement tools accurately assess organizational
culture.
8. Investigate the role of leadership in shaping and aligning organizational
culture.
9. Study how organizational culture influences resilience during times of
crisis.
10. Examine the relationship between organizational culture and ethical
decision – making.
11. Explore how organizational culture either encourages or stifles employee
voice and inclusivity.

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 8. REFERENCES

Public References
• Geert Hofstede & Gert Jan Hofstede & Michael Minkov (2010). Cultures and
Organizations.
• Robbins, Stephen P. & Judge, Timothy A. & Campbell, Timothy T. (2010).
Organizational behaviour.
• Schein, Edgar, H. (2004). Organizational culture and leadership.
• Wilson, J. (2010) “Essentials of business research: A Guide to Doing Your Research
Project” SAGE Publications, p.7 = deductive approach meaning
• Greet Hofstede (cf. Hofstede 2001, 8) = Heroes
• Greet Hofstede (cf. Hofstede 2001, 8) = Rituals
• Greet Hofstede (cf. Hofstede 2001,9) = Values
• Greet Hofstede (June 11, 2015) = “The Taboo Dimension of National Cultures”
Edition 1
• Artsidakis, S., Thalassinos, Y., Petropoulos, T., & Liapis, K. (2022).
Optimum structure of corporate groups. Journal of Risk and Financial
Management, 15(2), 88.

Electronic References
• Irina Nicolau, Adina Musetescu (2012). The influence of lifelong programs on the
organizational culture and Performance. Retrieved from:
https://www.sciencedirect.com/science/article/pii/S187704281201470

• Organizational Structure and culture. Retrieved from:

https://www.scribd.com/document/23295893/Organizational-Structure-and-culture-
Hofstede-s-four-dimensions

• Google – Building a More Inclusive Workplace.

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• Mishra, S., & Mishra, P. (2023). An analytical analysis of Alphabet and
Google platform business models. International Journal of Financial
Engineering, 10(01), 2250029.

• https://about.google/philosophy/

• https://www.theverge.com/2019/11/26/20977968/google-graveyard-products-shut-
down-dead-not-supported-discontinues-spring-cleaning

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