The importance of culture for enterprise dynamics: the role of type and strength of culture

References

• Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility versus efficinecy? A case study of model changeovers in the Toyota Production System. Organization Science, 10, 43–68.10.1287/orsc.10.1.43
   Web of Science ®Google Scholar
• Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they useful construct in strategic management? International Journal of Management Reviews, 11, 29–49.10.1111/ijmr.2009.11.issue-1
   Web of Science ®Google Scholar
• Barney, J., Wright, M., & Ketchen, D. J., Jr (2001). The resource-based view of the firm. Ten years after 1991. Journal of Management, 27, 625–641.10.1177/014920630102700601
   Web of Science ®Google Scholar
• Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36, 256–280.10.1177/0149206309350776
   Web of Science ®Google Scholar
• Belak, J. (2009). Business ethics implementation at different stages of the enterprise life cycle. Založba MER: Maribor.
   Google Scholar
• Belak, Je, Duh, M., & Milfelner, B. (2012). The use of institutional measures for business ethics implementation in family and non-family businesses: does a family matter? African Journal of Business Management, 6, 430–440.
   Google Scholar
• Belak, J., & Milfelner, B. (2011). Informal and formal institutional measures of business ethics implementation at different stages of enterprise life cycle. Acta Polytechnica Hungarica, 8, 105–122.
   Web of Science ®Google Scholar
• Belak, J., & Milfelner, B. (2012). Enterprise culture as one of the enterpriseʼs key success factors (integral management approach): does the internal and external cultural orientation matter? Acta Polytechnica Hungarica, 9, 27–44.
   Web of Science ®Google Scholar
• Belak, J., & Mulej, M. (2009). Enterprise ethical climate changes over life cycle stages. Kybernetes, 38, 1377–1398.
   Web of Science ®Google Scholar
• Belak, J., & Pevec Rozman, M. (2012). Business ethics from Aristotle. Kant and Mill’s perspective. Kybernetes, 41, 1607–1624.
   Web of Science ®Google Scholar
• Bierly, P. E., III, & Daly, P. S. (2007). Alternative knowledge, strategies, competitive environment, and organizational performance in small manufacturing firms. Entrepreneurship Theory and Practice, 31, 493–516.10.1111/etap.2007.31.issue-4
   Web of Science ®Google Scholar
• Bleicher, K. (1996). Das Konzept integriertes Management [The Concept of Integral Management] (4th ed.). Frankfurt/Main, New York: Campus Verlag.
   Google Scholar
• Bock, A. J., Opsahl, T., George, G., & Gann, D. M. (2012). The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management Studies, 49, 270–305.
   Web of Science ®Google Scholar
• Cameron, K. (2004). A process for changing organizational culture. Retrieved July 3, 2009, from http://www.hpcnet.org/cgi-bin/global/.
   Google Scholar
• Cameron, K., & Quinn, R. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. New York, NY: Addison-Wesley.
   Google Scholar
• Deal, T., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading, MA: Addison-Wesley.
   Google Scholar
• Detert, J. R., Schroeder, R. G., & Mauriel, J. J. (2000). A framework for linking culture and improvement initiatives in organizations. Academy of Management Review, 25, 850–863.
   Web of Science ®Google Scholar
• Drakopoulou, D. S., Anderson, A., & Jack, S. (2013). Being in time and family owned firm. Scandinavian Journal of Management, 29, 35–47.10.1016/j.scaman.2012.11.006
   Web of Science ®Google Scholar
• Duh, M., Belak, J., & Milfelner, B. (2010). Core values, culture and ethical climate as constitutional elements of ethical behaviour: Exploring differences between family and non-family enterprises. Journal of Business Ethics, 97, 473–489.10.1007/s10551-010-0519-9
   Web of Science ®Google Scholar
• Duh, M., & Štrukelj, T. (2011). The integration and requisite holism of the enterprises’ governance and management as precondition for coping with global environmental changes. Acta Polytechnica Hungarica, 8, 41–60.
   Web of Science ®Google Scholar
• Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105–1121.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• van Everdingen, Y. M., & Waarts, E. (2003). The effects of national culture on the adoption of innovation. Marketing Letters, 14, 217–232.10.1023/A:1027452919403
   Web of Science ®Google Scholar
• Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25, 154–177.
   Web of Science ®Google Scholar
• Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47, 209–226.10.2307/20159573
   Web of Science ®Google Scholar
• Güttel, W. H., & Konlechner, S. W. (2009). Continuously hanging by a thread: Managing contextually ambidextrous organizations. Schmalenbach Business Review, 61, 150–172.
   Google Scholar
• Harreld, J. B., O’Reilly, C. A., III, & Tushman, M. L. (2007). Dynamic capabilities at IBM: Driving strategy into action. California Management Review, 49, 21–43.10.2307/41166404
   Web of Science ®Google Scholar
• Hauc, A., Vrečko, I., & Barilović, Z. (2011). A holistic project- knowledge society as a condition for solving global strategic crises. Drustvena istrazivanja, 20, 1039–1060.10.5559/di.20.4.06
   Web of Science ®Google Scholar
• Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycle. Strategic Management Journal, 24, 997–1010.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Hofstede, G. J. (2000). Organizational culture: Siren or sea cow? Strategic Change, 9, 135–137.10.1002/(ISSN)1099-1697
   Google Scholar
• Hoskisson, R. E., Hitt, M. A., Wan, W. P., & Yiu, D. (1999). Theory and research in strategic management: Swings of a pendulum. Journal of Management, 25, 417–456.10.1177/014920639902500307
   Web of Science ®Google Scholar
• Huczynski, A., & Buchanan, D. (2007). Organizational behaviour. Essex: Pearson Education Limited.
   Google Scholar
• Kraatz, M. S., & Zajac, E. J. (2001). How organizational resources affect strategic change and preformance in turbulent environments: Theory and evidence. Organization Science, 12, 632–657.10.1287/orsc.12.5.632.10088
   Web of Science ®Google Scholar
• Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32, 646–672.10.1177/0149206306290712
   Web of Science ®Google Scholar
• Majumdar, S. K. (2000). Sluggish giants, sticky cultures, and dynamic capability transformation. Journal of Business Venturing, 15, 59–78.10.1016/S0883-9026(98)00010-X
   Web of Science ®Google Scholar
• Mandl I. (2008). Overview of family business relevant issues. Final Report, Austrian Institute for SME Research, Vienna. Retrieved November 1, 2012, from http://ec.europa.eu/enterprise/policies/sme/files/craft/family_business/doc/familybusiness_study_en.pdf.
   Google Scholar
• March, J. G. (1996). Continuity and change in theories of organizational action. Administrative Science Quarterly, 41, 278–287.10.2307/2393720
   Web of Science ®Google Scholar
• March, J. G. (2006). Rationality, foolishness, and adaptive intelligence. Strategic Management Journal, 27, 201–214.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Milfelner, B., & Belak, J. (2012). Integral approach to enterprise culture as one of the enterprises’ key success factors. Economic Research-Ekonomska Istraživanja, 25, 620–643.10.1080/1331677X.2012.11517526
   Web of Science ®Google Scholar
• Mulej, M. (2010). Five books review: Stop hating your children and grandchildren. Systems Research and Behavioral Science, 27, 113–123.10.1002/sres.v27:1
   Google Scholar
• O’Reilly, C., & Tushman, M. (2007). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research paper No. 1963. Research paper Series. Stanford, Graduate School of Business. Retrieved 17 April 2012, from http://ssrn.com/abstract=978493.
   Google Scholar
• Oney-Yazici, E., Giritli, H., Topcu-Oraz, G., & Acar, E. (2007). Organizational culture: The case of Turkish construction industry. Engineering, Construction and Architectural Management, 14, 519–531.
   Google Scholar
• Pümpin, C., & Prange, J. (1995). Usmerjanje razvoja podjetja. Fazam ustrezno vodenje in obravnavanje kriz Management of the enterprise’s development: Management adjusted to stages and dealing with crises. (Original: Management der Unternehmensentwicklung: phasengerechte Führung und der Umgang mit Krisen. Frankfurt/Main: Campus Verlag GmbH, 1991). Ljubljana: Gospodarski vestnik.
   Google Scholar
• Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34, 375–409.10.1177/0149206308316058
   Web of Science ®Google Scholar
• Ralston, D. A., Terpstra-Tong, J., Terpstra, R. H., Wang, X., & Egri, C. (2006). Today's state-owned enterprises of China: Are they dying dinosaurs or dynamic dynamos? Strategic Management Journal, 27, 825–843.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Rindova, V. P., & Kotha, S. (2001). Continuous ‘morphing’: Competing through dynamic capabilities form, ad function. Academy of Management Journal, 44, 1263–1280.10.2307/3069400
   Web of Science ®Google Scholar
• Rüegg-Stürm, J. (2002). Das neue St. Galler management-modell [The New St. Gallen's Management Model]. Bern, Stuttgart, Berlin: Verlag Paul Haupt.
   Google Scholar
• Sathe, V. (1984). Implications of corporate culture: A manager’s guide to action. Organizational Dynamics, 12, 5–23.
   Web of Science ®Google Scholar
• Schein, E. H. (1992). Organizational culture and leadership. San Francisco: Jossey-Bass.
   Google Scholar
• Schreyögg, G., & Kliesch-Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal, 28, 913–933.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Schwartz, H., & Davis, S. (1981). Matching corporate culture and business strategy. Organizational Dynamics, 10, 30–48.10.1016/0090-2616(81)90010-3
   Web of Science ®Google Scholar
• Simha, A., & Cullen, J. B. (2012). Ethical climates and their effects on organizational outcomes: Implications from the past and prophecies for the future. Academy of Management Perspectives, 26, 20–34.10.5465/amp.2011.0156
   Web of Science ®Google Scholar
• Simsek, Z., Heavey, C., Veiga, J. F., & Souder, D. (2009). A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes. Journal of Management Studies, 46, 864–894.10.1111/joms.2009.46.issue-5
   Web of Science ®Google Scholar
• Širec, K., & Močnik, D. (2012). Gender specifics in entrepreneurs’ personal characteristics. Journal of East European Management Studies, 16, 11–39.
   Google Scholar
• Snoj, B., Milfelner, B., & Gabrijan, V. (2007). An examination of the relationships among market orientation, innovation resources, reputational resources, and company performance in the transitional economy of Slovenia. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 24, 151–164.10.1002/(ISSN)1936-4490
   Web of Science ®Google Scholar
• Spickers, J. (2004). The development of the “St. Gallen Management Model,” University of St. Gallen. Retrieved from http://www.sim.unisg.ch/org/IfB/ifbweb.nsf/wwwPubInhalteEng/St.Gallen+Management+Model?opendocument/.
   Google Scholar
• Stacey, R. D. (2011). Strategic management and organizational dynamics: The challenge of complexity. Harlow: Pearson Education.
   Google Scholar
• Steinmann, H., & Schreyögg, G. (2005). Management. Grundlagen der Unternehmensführung. Konzepte-Fuktionen-Fallstudien [The Basics of Management. Concepts-Functions-Case Studies]. Wiesbaden: Gabler Verlag.10.1007/978-3-322-99352-6
   Google Scholar
• Styhre, A. (2002). Thinking with AND: Management concepts and multiplicities. Organization, 9, 459–475.10.1177/135050840293012
   Web of Science ®Google Scholar
• Teece, D. J. (2007). Explicating dynamic capabilities: The nature nd microfundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Tellis, G. J., Prahbu, J. C., & Chandy, R. (2009). Radical innovation across nations: The preeminence of corporate culture. Journal of Marketing, 73, 3–23.10.1509/jmkg.73.1.3
   Web of Science ®Google Scholar
• Thommen, J. P. (2002). Management und organisation [Management and Organization]. Zürich: Versus Verlag.
   Google Scholar
• Thommen, J. P. (2003). Glaubwürdigkeit und Corporate Governance [Credibility and Corporate Governance] (2nd ed.). Zürich: Versus Verlag.
   Google Scholar
• Tuan, L. T. (2012). Behind knowledge transfer. Management Decision, 50, 459–478.10.1108/00251741211216232
   Web of Science ®Google Scholar
• Tushman, M. L., & O’Reilly, C. A., III (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38, 8–30.10.2307/41165852
   Web of Science ®Google Scholar
• Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9, 31–51.10.1111/ijmr.2007.9.issue-1
   Web of Science ®Google Scholar
• Wang, C. L., & Rafiq, M. (2012). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management, 25, 58–76.
   Web of Science ®Google Scholar
• Wiggins, R. R., & Ruefli, T. W. (2005). Schumpeter’s ghost: Is hypercompetition making the best of times shorter? Strategic Management Journal, 26, 887–911.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: A review, model and research agenda. Journal of Management Studies, 43, 917–955.10.1111/joms.2006.43.issue-4
   Web of Science ®Google Scholar
• Ženko, Z., & Mulej, M. (2011). Diffusion of innovative behaviour with social responsibility. Kybernetes, 40, 1258–1272.
   Web of Science ®Google Scholar
• Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339–351.10.1287/orsc.13.3.339.2780
   Web of Science ®Google Scholar