Journal of Applied Behavioral Science
Выпуски:
Опубликовано на портале: 10-01-2003
M.P.E. Cunha
Journal of Applied Behavioral Science.
2002.
No. 4.
P. 481-495.
Using a case study of an integrated information technology services firm, the author
examines how the interplay between culture, structure, and leadership is managed
in order to build control and employee loyalty. The author focuses on the salient
features of the case, namely that a high-profile culture combines with a low-profile
leadership and with minimal structuring to create a vibrant and loyalty-generating
organizational environment. The author proposes that these processes are effective
because they reinforce one another. It is their articulation, not their existence,
that acts both as an unobtrusive control mechanism and as an employee loyalty-generating
process, fulfilling the needs of both the organization and its professionals.

