Cercetări & Studii

Studiile și chestionarele noastre sunt utilizate atât în mediul de afaceri pentru a promova schimbarea și dezvoltarea, cât și în lumea academică pentru o mai bună înțelegere a cauzelor și rezultatelor comportamentului în cadrul organizațiilor.

Autenticitatea și validitatea produselor noastre, alături de cazuri în care acestea au fost utilizate sunt descrise în următoarea listă de cărți, articole, rapoarte de cercetare și disertații. Unele dintre articole nu se regăsesc pe website-ul nostru din motive de copyright. Copii ale cărților și ale rapoartelor de cercetare pot fi obținute prin intermediul editorilori; copii ale articolelor pot fi obținute în cadrul bibliotecilor de universități sau prin Interlibrary Loan System; iar copii ale disertațiilor pot fi obținute prin UMI Dissertation Services (telefon: +1-800-521-0600; website: www.ProQuest.com).

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ROMANIAN NATIONAL LEADERSHIP/IMPACT RESEARCH

For 20+ years Human Synergistics has been researching the cause-effect relationship between organizational culture and leadership. Cultures tend to promote leaders that resemble them, and those leaders, in turn, tend to reinforce the very culture which brought them success. This creates a spiral or cycle than can be either vicious or virtuous, depending on the effectiveness of the culture promoted by those leaders.

The following research contains visual representations of Romanian top managers’ leadership philosophy (their ideal impact on others) and of their actual impact on others, data regarding the leadership strategies they use to generate said impact and data regarding their effectiveness as leaders. You can also find in the report some key takeaways and some recommendations for becoming a more effective leader.

Romanian National Leadership/Impact Research designed and managed by Iuliana Stan

ROMANIAN NATIONAL ORGANIZATIONAL CULTURE RESEARCH

Culture is not just another word for climate, nor is it (just) about teamwork, engagement, funky offices or the yearly team-building. Culture is about behaviors, more exactly about what people feel they need to do in order to “fit in” with their organization. As such, it determines how people make decisions, solve problems, work with (or against) their colleagues or treat customer requests. When there’s no manager to ask or procedure to follow, culture is what people do.

The following research contains an analysis and visual representations of 150 Romanian organizations’ current as well as ideal (desired) cultures. It explains How Culture Works, what is the cause-effect relationship between climate, culture and outcomes and explains the 12 different style of culture (sets of behavioral norms) that people feel are expected from them by the organization. You can also find in the report case studies for the ‘best’ and ‘worst’ cultures in the sample, as well as several takeaways to keep in mind when attempting to change an organization’s culture.

Romanian National Organizational Culture Research designed and managed by Iuliana Stan

ACUMEN LEADERSHIP WORKSTYLES (LWS)

Wiley, Donna L. (1994). Developing managers in the former Soviet Union. International Studies of Management & Organizations. Vol. 24, No. 4, pp. 64-82.

Leslie, J. B. (2013). Feedback to managers: A guide to reviewing and selecting multirater instruments for leadership development (4th ed.). Greensboro, NC: Center for Creative Leadership.

CASCADES SURVIVAL SITUATION

Szumal, J. L. (2000). How to use group problem solving simulations to improve teamwork. In Silberman, M., & Philips, P. (Eds.) The 2000 team and organization development sourcebook. New York, NY: McGraw Hill.

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.

CONSTRUCTIVE NEGOTIATIONS CHALLENGE

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.

CRITICAL THINKING CHALLENGE

Jeris, L. H. (1997). An empirical study of the relationship between team process interventions and double-loop learning. Ph.D. dissertation. DeKalb, IL: Northern Illinois University.

CULTURE FOR DIVERSITY INVENTORY

Whitfield, G. & Landeros, R. (2006). Supplier diversity effectiveness: Does organizational culture really matter? The Journal of Supply Chain Management, 42, 16-28.

DESERT SURVIVAL SITUATION

Dabbs, J. M. & Ruback, R. B. (1987). Dimensions of group process: Amount and structure of vocal interaction. In Berkowitz. L. (Ed.), Advances in experimental social psychology, Volume 20. San Diego CA: Academic Press, 123-170.

Dyer, W. G. (1987). Team building: Issues and alternatives (2nd ed.). Reading, MA: Addison-Wesley, p. 75.

Hauber, J., Regenbrecht, H., Hills, A., Cockburn, A., and Billinghurst, M. (2005). Social presence in two- and three-dimensional videoconferencing. In Proceedings of the 8th annual international workshop on presence. London, 189-198

Prebble, R. (2006). Out of the red. Rotorua NZ.

Rus, D., van Knippenberg, D., & Wisse. B. (2012). Leader power and self-serving behavior: The moderating role of accountability. The Leadership Quarterly, 23, 13-26.

Silberman, M. L. (1990). Active training: A handbook of techniques, designs, case examples, and tips. New York, NY: Lexington, pp. 100-101.

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.

Witte, E. H. (2007). Toward a group facilitation techniques for project teams. Group Processes and Intergroup Relations., 10, 299-309.

ETHICAL DECISION CHALLENGE

Szumal, J. L. (1995). An examination of the multiple-level effects of gender and race on group problem solving. Ph.D. dissertation. Chicago, IL: University of Illinois at Chicago.

GROUP STYLES INVENTORY (GSI)

Balthazard, Pierre A., Potter, Richard A., Warren, John (2002). The effects of extraversion and expertise on virtual team interaction and performance.

Balthazard, Pierre A., Potter, Richard E., Warren, John (2004). Expertise, extraversion and group interaction styles as performance indicators in virtual teams: how do perceptions of IT’s performance get formed?

Balthazard, Pierre A., Waldman, David A., Atwater, Leanne E. (2008). The mediating effects of leadership and interaction style in face-to-face and virtual teams.

Balthazard, P., Waldman, D., Howell, J., Atwater, L. (2004). Shared leadership and group interaction styles in problem-solving virtual teams

Balthazard, Pierre A., Waldman, David A., Warren, John E. (2009). Predictors of the emergence of transformational leadership in virtual decision teams.

Cooke, R. A., & Szumal, J. L. (1994). The impact of group interaction styles on problem-solving effectiveness. Journal of Applied Behavioral Science, 30, 415-437.

Jeris, L. H. (1997). An empirical study of the relationship between team process interventions and double-loop learning. Ph.D. dissertation. DeKalb, IL: Northern Illinois University.

Potter, Richard E, Balthazard, Pierre A. (2002). Understanding human interactions and performance in the virtual team JITTA : Journal of Information Technology Theory and Application4.1: 1-23.

Potter, Richard E., Balthazard, Pierre A. (2002). Virtual team interaction styles: assessment and effects. International Journal of Human-Computer Studies Volume 56, Issue 4, April 2002, Pages 423–443

Potter, Richard E., Cooke, Robert A., Balthazard, Pierre A., (2000). Virtual team interaction: Assessment, consequences, and management. Research paper in Team Performance Management: An International Journal

Szumal, J. L. (1995). An examination of the multiple-level effects of gender and race on group problem solving. Ph.D. dissertation. Chicago, IL: University of Illinois at Chicago.

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.

LEADERSHIP/IMPACT (L/I)

Cooke, R.A. & Sharkey, L. (2006). Developing Constructive Leader Impact. Orefield, PA: Consulting Today.

Leslie, J. B. (2013). Feedback to managers: A guide to reviewing and selecting multirater instruments for leadership development (4th ed.). Greensboro, NC: Center for Creative Leadership.

Fuda, P. (2013). Leadership Transformed: How Ordinary Managers Become Extraordinary Leaders. New York, NY: New Harvest.

Masi, R. J., & Cooke, R. A. (2000). Effects of transformational leadership on subordinate motivation, empowering norms, and organizational productivity. International Journal of Organizational Analysis, 8, 16-47.

Szumal, J.L. (Ed.). (2014). The Impact of Leaders and Managers Across and Within Different Countries.

Szumal, J.L. (2002). The essence of leadership.

Szumal, J.L. (2002). An International Study of the Reliability and Validity of Leadership/Impact (L/I).

Szumal, J.L. (2010). High Potential…to Do What?

LIFE STYLES INVENTORY (LSI)

Butler, A. M., Kwantes, C. T. and Boglarsky, C. A. (2014). The Effects of self-awareness on perceptions of leadership effectiveness in the hospitality industry: A cross cultural investigation. International Journal of Intercultural Relations, 40, 87-98.

Boglarsky, C. A., & Kwantes, C. T. Conflict Perceptions and their role in manager’s choice of resolution style. Presented at the Fourth Biennial Conference on Intercultural Research, Kent, OH, US, 2005.

Boglarsky, C. A., & Kwantes, C. T. Who is happy and why? Subjective well-being and associated thinking styles of US and Canadian students. Presented at the 17th Annual Convention of the American Psychological Society, Los Angeles, CA, US, 2005.

Cleary, M. J. (1988). Thinking styles of supervisors and implications for student teaching. The Teacher Educator, 24, 16-23.

Cooke, R. A., Lafferty, J. C., & Rousseau, D. M. (1987). Thinking and behavioral styles: Consistency between self-descriptions and descriptions by others. Educational and Psychological Measurement, 815-823.

Cooke, R. A., & Rousseau, D. M. (1983). The factor structure of Level 1: Life Styles Inventory. Educational and Psychological Measurement, 43, 449-457.

Cooke, R. A., & Rousseau, D. M. (1983). Relationship of life events and personal orientations to symptoms of strain. Journal of Applied Psychology, 68, 446-458.

Gallo, F. T. (2010). Business leadership in China: How to blend best Western practices with Chinese wisdom, revised edition. Singapore: John Wiley and Sons.

Grant, A. M; Green, L. S. & Rynsaardt, J. (2010). Developmental coaching for high school teachers: Executive coaching goes to school. Consulting Psychology Journal: Practice and Research, 62, 151-168.

Gratzinger, P. D., Warren, R. A., & Cooke, R. A. (1990). Psychological orientations and leadership: Thinking styles that differentiate between effective and ineffective managers. In Clark, K. E., & Clark, M. B. (Eds.), Measures of leadership. Greensboro, NC: Center for Creative Leadership.

Howard, W. H., Brinkman, G. L. & Lambert, R. (1997). Thinking styles and financial characteristics of selected Canadian farm managers. Canadian Journal of Agricultural Economics/Revue canadienne d’agroeconomie, 45, 39-49.

Human Synergistics. (1986). Improving store management effectiveness. Atlanta, GA: Coca Cola Retailing Research Council.

Jones, Q. (2012). Coaching with LSI. In Passmore, J. (Eds.), Psychometrics in coaching: Using psychological and psychometric tools for development. Philadelphia: Kogan Page Limited.

Klisz, E. (2005). Life Styles Inventory™ & Myers-Briggs Type Indicator®: A Comparison of Two Surveys. Plymouth, MI: Human Synergistics.

Lawson, D. (2012). Analysis and use of the Life Styles Inventory 1 and 2 by Human Synergistics International. In M. C. Borcarnea, R. A. Reynolds & J. D. Baker (Eds.), Online instruments, data collection, and electronic measurements: Organizational advancements (pp. 76-96). Hershey, PA USA: IGI Global.

Leak, G. K. (1991). An examination of the construct validity of the Social Anhedonia Scale. Journal of personality assessment, 56, 84-95.

Leak, G. K., Millard, R. J., Perry, N. W. & Williams, D. E. (1985). An investigation of the nomological network of social interest. Journal of Research in Personality, 19, 197-207.

Leslie, J. B. (2013). Feedback to managers: A guide to reviewing and selecting multirater instruments for leadership development (4th ed.). Greensboro, NC: Center for Creative Leadership.

Masi, Ralph John Ph.D (1994). Transformational leadership and its roles in empowerment, productivity, and commitment to quality. University of Illinois at Chicago, 239 pages; AAT 9506499.

Nediger, W. G., & Chelladurai, P. (1989). Life Styles Inventory: Its applicability in the Canadian context. Educational and Psychological Measurement, 49, 901-909.

Prebble, R. (2006). Out of the red. Rotorua NZ.

Ray, R. and Sanders, E. (2009). Strategic leadership of cultural transformation at Advocate Health Care. In Yaeger, T. F. and Sorensen, P. F. (Eds.), Strategic organization development: Managing change for success. Charlotte NC: Information Age Publishing.

Schiller, M. R., Foltz, M. B., & Campbell, S. M. (1993). Dietitians’ self-perceptions : implications for leadership. Journal of the American Dietetic Association, 93, 868-874.

Skenes, R.E., & Honing, C.A. (2004). Pretest/Posttest Use of the Life Styles Inventory for Outcomes Assessment of a Professional Master’s in Managerial Leadership Program. Group and Organization Management, 29 (2), 171-200.

Szumal, J. L. & Cooke, R.A. (2004). Increasing personal success and effectiveness: Thinking and behavioral styles at work. In Silberman, M., & Philips, P. (Eds.) The 2004 training and performance sourcebook. Princeton, NJ: Active Training.

Ware, M. E., Leak, G. K., & Perry, N. W. (1985). Life Styles Inventory: Evidence for its factorial validity. Psychological Reports, 56, 963-968.

Ware, M. E. & Perry, N. W. (1987). Facilitating growth in a personal development course. Psychological Reports, 60, 491-500.

Wasylyshyn, K. M. (2012). Behind the executive door: Unexpected lessons for managing your boss and career. New York, NY: Springer.

Williams, H. (2002). Developing a positive organisational culture using a management development strategy. Australian Health Review, 25, 190-193.

MANAGEMENT EFFECTIVENESS PROFILE SYSTEM (MEPS)

Cooke, R. A. (1989). Assessing managerial effectiveness with the Management Effectiveness Profile System. Educational and Psychological Measurement, 49, 723-732.

Leslie, J. B. (2013). Feedback to managers: A guide to reviewing and selecting multirater instruments for leadership development (4th ed.). Greensboro, NC: Center for Creative Leadership.

MANAGEMENT/IMPACT (M/I)

Leslie, J. B. (2013). Feedback to managers: A guide to reviewing and selecting multirater instruments for leadership development (4th ed.). Greensboro, NC: Center for Creative Leadership.

Szumal, J.L. (Ed.). (2014). The Impact of Leaders and Managers Across and Within Different Countries.

Szumal, J.L. (2010). High Potential…to Do What?

Szumal, J.L. (2012). The Reliability and Validity of Management/Impact® (M/I).

OBSERVER’S GUIDE

Kernaghan, J. A., & Cooke, R. A. (1987). The relationship of group process factors to the quality and acceptance of group output. International Journal of Small Group Research, 3, 39-61.

Kernaghan, J. A., & Cooke, R. A. (1990). Teamwork in planning innovative projects: Improving group performance by rational and interpersonal interventions in group process. IEEE Transactions on Engineering Management, 37, 109-116.

ORGANIZATIONAL CULTURE INVENTORY (OCI)

Agbenyiga, D. L. (2011). Organizational culture influence on service delivery: A mixed methods design in a child welfare setting. Children and Youth Services Review, 33, 1767-1778.

Arbour, S., Kwantes, C. T., Kraft, J. M., & Boglarsky, C. A. (2014). Person-organization fit: Using normative behaviors to predict workplace satisfaction, stress and intentions to stay. Journal ofOrganizational Culture, Communications and Conflict, 185(2), 41-64.

Arshad, M. (2003). A study of organizational culture and effectiveness of secondary schools. (Unpublished doctoral dissertation). University of the Punjab, Lahore.

Balthazard, Pierre A., Cooke, Robert A., (2004). Organizational culture and knowledge management success: assessing the behavior-performance continuum. Proceedings of the 37th Hawaii International Conference on System Sciences-2004.

Balthazard, Pierre A., Cooke, Robert A., Potter, Richard E. (2006). Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organizational culture and drive performance. Journal of Managerial Psychology, Vol. 21 Issue: 8, pp.709 – 732

Balthazard, P. A., Cooke, R. A., & Potter, R. E. (2006). Dysfunctional culture, dysfunctional organization: capturing the behavioral norms that form organizational culture and drive performance. Journal of Managerial Psychology, 21(8), 709-732.

Balthazard, Pierre A., Cooke, Robert A., (2009). Organizational Culture and Knowledge Management Success: Assessing the Behavior-Performance Continuum.

Bellot, J. (2012). Nursing home culture change: What does it mean to nurses? Research in Gerontological Nursing, 5 (4), 264-273.

Boglarsky, C. A. (2005). Five Steps to a Successful Merger/Acquisition. Workspan, 48, 50-52.

Boglarsky, C. A., & Kwantes, C. T., Ideal and actual culture: How different is too different? Presented at the 65th Annual Conference of the Canadian Psychological Association, St. John’s, Newfoundland, Canada, 2004.

Bowen, R. B. (n.d.). Cultural alignment and risk management: Developing the right culture. QFinance, Retrieved from: http://www.financepractitioner.com/mergers-and-acquisitions-best-practice/cultural-alignment-and-risk-management-developing-the-right-culture?full (August 24, 2016).

Brookhaven National Laboratory. Organizational culture, safety culture, and safety performance at research facilities. Upton, NY: Brown, W. S.

Chaudhry, Anjali, Yuan, Ling, Hu, Jia, Cooke, Robert A., (2016). What matters more? The impact of industry and organizational factors on organizational culture.

Cocchiola, F. A. (1990). The impact of grade organization on the organizational culture of junior-senior and senior high schools. Ed.D. dissertation. NY: Fordham University.

Corbett, L.M. & Rastrick, K.N. (2000). Quality performance and organizational culture: A New Zealand study. International Journal of Quality & Reliability Management, 17(1), 14-26.

Cooke, R. A., & Rousseau, D. M. (1988). Behavioral norms and expectations: A quantitative approach to the assessment of organizational culture. Group & Organization Studies, 13, 245-273.

Cooke, R. A., & Szumal, J. L. (2000). Using the Organizational Culture Inventory to understand the operating cultures of organizations.

Cooke, R. A., & Szumal, J. L. (1993). Measuring normative beliefs and shared behavioral expectations in organizations: The reliability and validity of the Organizational Culture Inventory. Psychological Reports, 72, 1299-1330.

Davidhizar, R., & Bowen, M. (1991). Helping the new nurse adjust to the OR environment. Today’s OR Nurse, 13, 18-21.

Eppard, R. G. (2004). Transformational and transactional leadership styles as they predict constructive culture and defensive culture. (Unpublished doctoral dissertation). Virginia Polytechnic Institute and State University, Falls Church, VA.

Gaucher, E. & Kratochwill, E.W. (1993). The leader’s role in implementing total quality management. Quality Management in Health Care, 1(3), 10-18.

Glisson, C. & James, L. R. (2002). The cross-level effects of culture and climate in human service teams. Journal of Organizational Behavior, 23 (6), 767-794.

Guidet, B. and Gonzalez-Roma, V. (2011). Climate and cultural aspects in intensive care units. Critical Care, 15, 312.

Gundry, L. (1987). Critical incidents in organizational cultures: The enculturation of newcomers in organizations. Ph.D. dissertation. Evanston, IL: Northwestern University.

Haber, S. D., O’Brien, J. N., Metlay, D. S., & Crouch, D. A. (1991). Influence of organizational factors in performance reliability. (Overview and detailed methodological development, Office of Nuclear Regulator Research, U.S. Nuclear Regulatory Commission). Upton, NY: Brookhaven National Laboratory.

Haber, S. D., & Shurberg, D. A. (1992). Organizational culture during the accident response process. In Knief, R. A. (Ed.), Topical meeting on risk management. La Grange Park, IL: American Nuclear Society, pp. 152-156.

Head, T. C. (2002). Organization development and the People’s Republic of China: An interesting partnership. OD Practitioner, 1, 38-42.

Human Synergistics. (1986). Improving store management effectiveness. Atlanta, GA: Coca-Cola Retailers’ Research Council.

Ingersoll, G. L., Wagner, L., Merck, S. E., Kirsch, J. C., Hepworth, J. T., & Williams, M. (2002). Patient-focused redesign and employee perception of work environment. Nursing Economics, 20(4), 163-187.

Jablonski, J. R. (1990). Implementing total quality management: Competing in the 1990’s. Albuquerque, NM: Technical Management Consortium.

Jaeger, M. (2001). Personalmanagement bei Mergers & Acquisitions-Strategien Instrumente Erfolgsfaktoren. Hermann Luchterhand Verlag GmbH, Neuwied, Kriftel, pp. 76-82.

Kartolo, A. B. (2016). Perceived organizational discrimination. Its societal antecedents, individual outcomes, and the effects of organizational culture across contexts. (Unpublished master’s thesis). Windsor, Ontario, CA, University of Windsor.

Keenan, G. M. (1994). Nurse management of conflicts with physicians in emergency rooms. Ph.D. dissertation. Chicago, IL: University of Illinois at Chicago.

Keenan, G. M., Cooke, R. A. & Hillis, S. L. (1998). Norms and nurse management of conflicts: Keys to understanding nurse-physician collaboration. Research in Nursing and Health, 59-72.

Klein, A. (2011). Corporate Culture: its value as a resource for competitive advantage. Journal of Business Strategy, 32 (2), 21-28.

Klein, A. S., Masi, R. J., and Weidner, C. K. (1995). Organizational culture, distribution and amount of control, and perceptions of quality. Group & Organization Management, 20, 122-148.

Klein, M. I. (1992). Corporate culture and store performance: Differences among high performance and low performance stores. Ph.D. dissertation. Philadelphia: Temple University.

Klein, R. L., Bigley, G. A., & Roberts, K. H. (1995). Organizational culture in high reliability organizations: An extension. Human Relations, 48, 771-793.

Kosmoski-Goepfert, K. (1994). Effects of registered nurses’ work design on hospital unit culture, quality, and cost of patient care. Ph.D. dissertation. Chicago, IL: University of Illinois at Chicago.

Kwantes, C. T., & Boglarsky, C. A. (2004). Do occupational groups vary in expressed organizational culture preferences? A study of six occupations in the United States. International Journal of Cross-Cultural Management [Special Issue: Identifying Culture], 4(3), 335-353.

Kwantes, C. T.& Boglarsky, C. A. Individual level outcomes of the relationship between social and organizational cultures. Presented at the International Association of Cross Cultural Psychology Sixth European Regional Congress, Budapest, Hungary, 2003.

Kwantes, C. T., & Boglarsky, C. A. (2006). Organizational cultures across national boundaries: Results of a cluster analysis. Applied Multivariate Research, 12(2), 107-124.

Kwantes, C. T., & Boglarsky, C. A. (2007). Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries. Journal of International Management. 13(2), 204-230.

Kwantes, C. T., Boglarsky, C.A., and Kuo, B. C. H. (2011). Local adaptations of a global organizational culture: Do differences in social culture make any difference? Asian Journal ofArts and Sciences, 1, 42-65.

Kwantes, C. T., & Dickson, M. W. (2011). Organizational Culture in a Societal Context: Lessons from GLOBE and Beyond In N. N. Ashkanasy, C. Wilderom, & M. F. Peterson (Eds.), Chapter 28, The Handbook of Organizational Culture and Climate. Second Edition (pp. 494 – 514). Newbury Park, CA: Sage.

Lahiry, S. (1994). Building commitment through organizational culture. Training and Development Journal, 48 (4), 50-52.

McDaniel, C. (1995). Organizational culture and ethics work satisfaction. Journal of Nursing Administration, 25, 15-21.

McHugh, G. (2012). An Examination of the Influence of Culture, Climate and Leadership as Drivers of a Healthy Workplace. (Unpublished doctoral dissertation). The University of Northern British Columbia.

Minvielle, E., Aegerter, P., Dervaux, B., Boumendil, A., Retbif, A., Jars-Guincestre, M., and Guidet, B. (2008). Assessing organizational performance in intensive care units: A French experience. Journal of Critical Care, 23, 236–244.

Murphy, P. J., Cooke, R. A., & Lopez, Y. (2013). Firm Culture and Performance: intensity’s effects and limits. Management Decision, 51 (3), 661-679.

National Institute of Corrections. (2007). Building Culture Strategically: A Team Approach for Corrections. Washington, DC: U.S. Department of Justice.

Osinubi, O. Y. O., Gandhi, S. K., Ohman-Strickland, P., Boglarsky, C., Fielder, N., Ki pen, H., & Robson, M. (2008). Organizational factors and office workers’ health after the World Trade Center terrorist attacks: long-term physical symptoms, psychological distress, and work productivity. Journal of Occupational and Environmental Medicine, 50(2), 112-125.

Pelieu, I. and associates (2013). Impact of organizational culture on preventability assessment of selected adverse events in the ICU: Evaluation or morbidity and mortality conferences. Intensive Care Medicine, 39, 12-14-1220.

Pool, S.W. (2000). Organizational culture and its relationship between job tension in measuring outcomes among business executives. Journal of Management Development, 19(1), 32-49.

Prebble, R. (2006). Out of the red. Rotorua NZ.

Rousseau, D. M. (1990). Normative beliefs in fund-raising organizations: Linking culture to organizational performance and individual responses. Group & Organization Studies, 15, 448-460.

Rovithis, M., Linardakis, M., Merkouris, A., Philalithis, A. (2015). Organizational culture of physicians on the island of Crete. Athens Medical Society, Archives of Hellenic Medicine: ISSN 11-05-3992.

Rovithis, M., Linardakis M., Rikos N., Merkouris A., Patiraki E., Philalithis, A. (2016). Organizational Culture among Nurses Working in the Public Health Sector on the Island of Crete – Greece. iMedPub Journals, Health Science Journal ISSN 1791-809X.

Rovithis, M., Linardakis, M., Merkouris, A., Patiraki, E., Vassilaki, M., & Philalithis, A. (2017). Organizational culture among levels of health care services in Crete (Greece). Applied Nursing Research, 36 (2017) 9–18.

Sanders, E.J. The Human Frontier: Building an Inclusive Organizational Culture. Journal of Organizational Psychology, 17(1), 71-82.

Sanders, E.J. & Cooke, R.A.. Financial Returns from Organizational Culture Improvement: Translating “Soft” Changes into “Hard” Dollars. Presented at the ASTD Expo in Orlando, FL, June 6, 2005.

Sanfilippo, F., Bendapudi, N., Rucci, A., & Schlesinger, L. (2008). Strong leadership and teamwork drive culture and performance change: Ohio State University Medical Center 2000- 2006. Academic Medicine, 83(9), 845-854.

Sarris, A., & Kirby, N. (2007). Behavioral norms and expectations on Antarctic stations. Environment and Behavior, 39(5), 706-723.

Scott, T., Mannion, R., Davies, H., & Marshall, M. (2003). The quantitative measure of organizational culture in health care: A review of the available instruments. Health Services Research, 38(3), 923-945.

Schnier, K. L. (2004). Organizational culture of faculty members at regionally accredited, associate degree-granting, proprietary institutions. (Unpublished doctoral dissertation). Loyola University, Chicago, IL.

Shortell, S. M., and Associates. (1994). The performance of intensive care units: Does good management make a difference? Medical Care, 32, 508-525.

Simosi, M. (2012). The moderating role of self-efficacy in the organizational culture-training transfer relationship. International Journal of Training and Development, 16 (2), 92-106.

Slowinski, G. (1992). Why corporate cultures are critical to success in strategic alliances: The human touch in successful strategic alliances. Mergers & Acquisitions, 27, 44-47.

Szumal, J.L. (2002). Is your organization experiencing a culture disconnect?

Szumal, J. L. & Cooke, R.A. (2003). Organizational climate versus culture: An experiential case study. In Silberman, M., & Philips, P. (Eds.) The 2003 team and organization development sourcebook. Princeton, NJ: Active Training.

Thomas, C., Ward, M., Chorba, C., & Kumiega, A. (1990). Measuring and interpreting organizational culture. Journal of Nursing Administration, 20, 17-24.

Thornbury, J. F. (1994). The relationship between behavioral norms, organizational culture, and the ability to assimilate change. London: KPMG Management Consulting.

United States Department of Energy (1991). Organizational Cultural Assessment of the Solar Energy Research Institute. Report DOE/EH-0208P (OSTI Identifier 5217665). Washington DC: USDOE.

United States Government Accountability Office, GAO (1996). AVIATION ACQUISITION: A Comprehensive Strategy Is Needed for Cultural Change at FAA. RCED-96-159: Published: Aug 22, 1996. Publicly Released: Aug 22, 1996.

United States Government Accountability Office, GAO (2005). NATIONAL AIRSPACE SYSTEM: Transformation will Require Cultural Change, Balanced Funding Priorities, and Use of All Available Management Tools. GAO-06-154: Published: Oct 14, 2005. Publicly Released: Nov 14, 2005.

Van Seaton, H. (2007). The financial implications and organizational culture perceptions of implementing a performance management system in a government enterprise. (Unpublished doctoral dissertation). University of North Florida, Jacksonville, FL.

van der Velde, M., & Class, M. D. (1995). The relationship of role conflict and ambiguity to organizational culture. In Sauter & Murphy (Eds.), Organizational risk factors for job stress. Washington, DC: American Psychological Association.

Wooten, Lynn Perry & Crane, Patricia, (2003), Medscape.com/Nursing economics, Nurses as Implementers of Organizational Culture

Xenikou, A., & Furnham, A. (1996). A correlational and factor analytic study of four questionnaire measures of organizational culture. Human Relations, 49, 349-371.

Yauch, Charlene A., & Steudel, Harold J. (2003). Complementary Use of Qualitative and Quantitative Cultural Assessment Methods. Organizational Research Methods, 6 (4), 465-481.

Yauch, C. A., & Steudel, H.J. (2002). Cellular manufacturing for small businesses: Key cultural factors that impact the conversion process. Journal of Operations Management, 20, 593-617.

Zeine, R., Boglarsky, C.A., Daly, E., Blessinger, P., Kurban, M., Gilkes, A. (2014). Considerate leadership as a measure of effectiveness in medical and higher education: Analysis of supervisory/managerial leadership. Organizational Cultures: An International Journal, 15 (1), 1-13.

Zeine, R., Boglarsky, C.A., Blessinger, P., Michel, L. (2014). External adaptability of higher education institutions: The use of diagnostic interventions to improve agility. Change Management: An International Journal, 13(4), 1-12.

Zeine, R., Palatnick, F., Boglarsky, C.A., Blessinger, P., Herrick, B. and Hamlet, M.T. (2014). Customer service focus and mission articulation as measures of effectiveness in higher education institutions: Driving student success. Management Education: An International Journal, 14(1), 1-10.

Zeine, R., Boglarsky, C. A., Blessinger, P. and Hamlet, M. T. (2011). Organizational Culture in Higher Education. Chapter 3 in Kazeroony, H. (Ed.), The Strategic management of higher education institutions: Serving students as customers for institutional growth. Williston, VT, USA: Business Expert Press.

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ORGANIZATIONAL EFFECTIVENESS INVENTORY (OEI)

Cooke, R. A., & Szumal, J. L. (2000). Using the Organizational Culture Inventory to understand the operating cultures of organizations.

Green, F.B. & Henderson, D.A. (2000). Nine ways to evaluate the effectiveness of your team-based organization. The Journal for Quality & Participation, 23(2), 36-39.

Flanagan, P. (2003). Organizational culture and effectiveness: Critical factors for survival and success. O&P Business News, January 1, 11.

Szumal, J.L. (2001). Reliability and Validity of the OEI. Arlington Heights, IL: Human Synergistics/Center for Applied Research.

PERFORMANCE MANAGEMENT CHALLENGE

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.

PROJECT PLANNING SITUATION

Cooke, R. A., & Kernaghan, J. A. (1987). Estimating the difference between group versus individual performance on problem-solving tasks. Group & Organization Studies, 12, 319-342.

Kernaghan, J. A., & Cooke, R. A. (1987). The relationship of group process factors to the quality and acceptance of group output. International Journal of Small Group Research, 3, 39-61.

Szumal, J. L. (2000). How to use group problem solving simulations to improve teamwork. In Silberman, M., & Philips, P. (Eds.) The 2000 Team and organization development sourcebook. New York, NY: McGraw Hill.

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.

STRESS PROCESSING REPORT (SPR)

Cooke, R. A. (1986). Measuring stressful thinking styles: An analysis of the Stress Processing Report-Form II. Educational and Psychological Measurement, 46, 275-282.

Cooke, R. A., Rousseau, D. M., & Lafferty, J. C. (1988). Personal orientations and their relation to psychological and physiological symptoms of strain. Psychological Reports, 62, 223-238.

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Lynn, Martha A. (1988). The effect of a cognitive reframing stress management workshop on thinking styles within an organizational setting (bank officers). University of Missouri- Kansas City (Ph.D. Dissertation).

Szumal, J.L. (2002). Are you a stress magnet?

SUBARCTIC SURVIVAL SITUATION

Cooke, R. A., & Szumal, J. L. (1994). The impact of group interaction styles on problem-solving effectiveness. Journal of Applied Behavioral Science, 30, 415-437.

Dyer, W. G. (1987). Team building: Issues and alternatives (2nd ed.). Reading, MA: Addison-Wesley, p. 75.

Melvin, V. (2017). What Can Lawyers Learn From Surviving a (Simulated) Plane Crash Together? NALP Bulletin, 2017(11), 11-13.

Szumal, J. L. (2001). Four Steps to Building Better Teams. In Silberman, M., & Philips, P. (Eds.) The 2001 team and organization development sourcebook. New York, NY: McGraw Hill.