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The Role of Culture and Community - Achmad Setyo Hadi Integritas - JURNAL MANAJEMEN BISNIS | Vol. 1 No. 2 | Agustus - November 2008 (203 - 218) The Role of Culture and Community - Achmad Setyo Hadi commitment: the missing link,” Ivey Stun, D.L. 1998, “Five ingredients for an Business Journal 65(3), pp. 70-79. employee retention formula,” HR Focus THE ROLE OF CULTURE AND COMMUNITY 75(9), pp. 9-11. Podsakoff, P.M., S.B. MacKenzie and W.H. in Developing Effective Organization Bommer, 1996, “Transformational Solomon, C.M. 1995, “Brace for Change,” leader behaviors and substitutes for Workforce 78(1), pp. 6-11. leadership as determinants of employee satisfaction, commitment, trust and Whitener, E.M. 2001, “DO “high commitment” organizational citizenship behaviors,” human resource practices affect Achmad Setyo Hadi Journal of Management 22, pp. 259-98. employee commitment? A cross- Prasetiya Mulya Business School, Jakarta level analysis using hierarchical linear [email protected] Perry-Smith, J., and T.C. Blum, 2000, “Work modeling,” Journal of Management 27(5), family human resource bundles and pp. 515-64. perceived organizational performance,” Academy of Management Journal 43(6), Walker, J.W. 2001, “Perspectives,” Human pp. 1107-12. Resource Planning 24(1), pp. 6-10. This paper analyzes the relations between culture and communities. The interesting Risher, W., and W.G. Stopper, 2002, “Corporate Wright, P., Dunford, B. B., and Snell, S.A. 2001, Abstract cultural aspects of organizations are, as we have seen, not what is unique for a Sponsor Forum,” Human Resources “Human resources and the resource single organization, but deeper and broader patterns that to some extent are part Planning 25(1), pp. 5-10. based view of the firm,” Journal of of a more general business, industrial, or community culture. Understanding of Management 27(6), pp. 701-21. cultural manifestations in organizations, even those that are dominant and broadly Stein, N. 2000, “Winning the war to keep top shared on the local level, is that it makes us realize the management’s influence is, talent: Yes you can make your workplace Williams, K. 1999, “Rewards encourage loyalty, after all, restricted. National culture, class culture, and the cultures of professional invincible!” Fortune 141(11), pp. 132-38. increase performance,” Strategic Finance and occupational communities put strong imprints on organization. 8(6), pp. 75-82. Sheridan, J.E. 1992, “Organizational culture An important additional factor, not often addressed in either research or theorizing, Wetland, D. 2003, “The strategic training and employee retention,” Academy of that may help explain the variation in the communal nature of organizations over Management Journal 35(5), pp. 1036- of employees model: balancing time and across locales are the social values and norms that get embedded in 57. organizational constraints and training particular theories and perspectives about people and organizations, perspectives content,” S.A.M. Advanced Management that do not simply take place but that are promulgated by interest groups with Schein, E.H. 1990, “Organizational culture,” Journal Winter, Cincinnati. particular agendas and beliefs. American Psychologist 45, pp. 109-19. Keywords: Community, corporate culture, culture, effective organization. 218 219 Integritas - JURNAL MANAJEMEN BISNIS | Vol. 1 No. 2 | Agustus - November 2008 (219 - 231) The Role of Culture and Community - Achmad Setyo Hadi ommunities can be used as a the espoused values, the deeper assumptions of running a company, that these beliefs structure, specifying the boundaries of means to organizational learning and the immediate requirements of the influence how leaders behave, and that in references groups, the appropriate forms of Cand knowledge management. situation. Overt behavior alone cannot be current times, such ways of managing do not authority, and the division of labor. Many organizations have the knowledge used to decipher culture because situational much include thinking of organizations as Identity: To be effective as an organizing and skills (the intellectual capital) that contingencies often make us behave in a communities and as employees as important. principle, community must become they need to become high performing manner inconsistent with our deeper values But another equally important question is internalized in personalities and motivational organizations but institutional structures and and assumptions. It is for this reason that how social expectations and norms about systems (Heckscher and Adler: 16-17). human resource practices stand in the way. one often sees “inconsistencies” or “conflicts” appropriate models of organization get Because of functional boundaries or rigid job in overt behavior or between behavior and established in the first place. Community requires the internalization of descriptions, the employees who possess the espoused values. To get at the basic elements motives in a stable self, because only if one requisite knowledge and skill are prevented of culture one must either observe behavior Communities in Practice can grasp others’ motivational patterns can from pooling those resources for the purpose over a very long period of time or get directly Community is essential to the human one have confidence in how they will act in of increasing organizational effectiveness. at the underlying values and assumptions condition. Basically, people need to be able the future. Thus character is always central Communities facilitate that social interaction that drive the perceptions and thoughts of to rely on others. Trust is a willingness to act in the generation of trust. Social character is through informal networks and practices that the group members. on the basis of such reliance. Community is the core aspects of mechanism, that enable create opportunities for collective learning people to count on the fact that others will An organization that is able to maintain a the set of institutions that give a basis for this and individual identity enhancement. react predictably (Fromm and Maccoby:, positive culture is likely to enjoy many benefits. confidence, by establishing and enforcing 1970). A culture is a set of basic tacit assumptions When organization members identify with mutual expectation. Communities have about how the world is and ought to be that the culture, the work environment tends to three fundamental dimensions: Organizational structures and processes set is shared by a set of people and determines be more enjoyable, which boosts morale. This Values: Community is first a set of value the stage for organizational learning but their perceptions, thoughts, feelings and, to leads to increased levels of teamwork, sharing orientations shared by all members of a learning is ultimately a phenomenon that some degree, their overt behavior. Culture of information, and openness to new ideas. group. Everyone can assume that the others occurs at the individual level and is dependent manifests itself at three levels, the level of the The resulting increased interaction among will orient to those values and can therefore on the subjectively derived meaning that deep tacit assumptions that are the essence employees activates learning and continuous predict their actions and responses. The emerges from social interactions that are part of the culture, the level of espoused values improvement because information flows highest value is interdependent contribution, of organizational practices. Wenger (1998) which often reflect what a group wishes to be more freely throughout the organization. as distinct from loyalty or individual proposes a social theory of learning that ideally and the way it wants to present itself integrates both macro and micro levels of The question reflects the correct belief that integrity. publicly, and the day to day behavior which organizational functioning in Communities there are socially accepted and valued ways represents a complex compromise between Organization: Community is also social of Practice. The social theory of learning 220 221 Integritas - JURNAL MANAJEMEN BISNIS | Vol. 1 No. 2 | Agustus - November 2008 (219 - 231) The Role of Culture and Community - Achmad Setyo Hadi that he proposes “integrates the components of learning indicated, the ways of talking compromise between the espoused values, service culture reveals still greater cultural necessary to characterize social participation about our experiences and social interactions the deeper assumptions and the immediate differentiation among communities, as a process of learning and knowing” (ibid. inform the meanings we derive from them requirements of the situation. Overt behavior occupational specialties, specific units 5). and contribute to the development of our alone cannot be used to decipher culture within the service, and between line and identities. The patterns of discourse that because situational contingencies often make staff personnel. Communities of practice are a means to emerge through social participation, shape us behave in a manner inconsistent with our organizational learning and knowledge Research conducted by John Van Maanen not only what we do, but also who we are deeper values and assumptions. It is for this management. Many organizations have the and Steven Barley (1984) provides some and how we interpret what we do. Over reason that one often sees “inconsistencies” knowledge and skills (the intellectual capital) insight to this question. They discovered that time, the shared histories of learning become or “conflicts” in overt behavior or
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