Organizational Culture and COVID‐19

  title={Organizational Culture and COVID‐19},
  author={Andr{\'e} Spicer},
  journal={Journal of Management Studies},
  • A. Spicer
  • Published 19 October 2020
  • Business
  • Journal of Management Studies
Abstract COVID-19 and the large scale social and economic shock which it bought has already profoundly transformed organisational cultures Well known symbols of organisational life such as open plan workplaces filled with people wearing suits have been replaced by Perspex screens and personal protective equipment Rituals such as water cooler chat have been replaced with zoom calls The underlying values and assumptions of many organisations seem to have shifted from exploration and creativity… 
Researching informal workplace learning in the context of remote working in the post COVID-19 world
Work practices and learning are entangled processes that operate differently in each workplace. Central factors producing this diversity are the informal, social and affective cultures facilitated
Activities of the Human Resources Department Influenced by the Organizational Culture
The importance of organisational culture for the organisation’s success is already proven today, and in this situation, COVID-19 for organisations continues to grow. No previous review has focused on
Enablers of work from home culture: an integrated empirical framework
PurposeWith the emergence of COVID-19 and increased infections, organizations urged their employees to work from home. Furthermore, with the on-going pandemic, employees take measures to ensure
Entrepreneurship and the Post-COVID-19 Recovery in Emerging Economies
ABSTRACT Entrepreneurs play a focal role in a society's economic recovery from major disruptions such as the COVID-19 pandemic. We argue that entrepreneurs’ ability to identify and act on
Online Yet More Personal: Professors Respond to COVID-19 Crisis
How COVID-19 reshaped teaching at an engineering school in a large, public research university in the U.S. Midwest is examined, finding that instructors had to develop proficiency quickly in various technologies to enable them to pre-record lectures, offer help sessions remotely, and design and administer exams.
Socio-Emotional Leadership Style as Implementation of Situational Leadership Communication in the Face of Radical Change
Leadership communication style plays an important role in managing an organization during the Covid-19 pandemic. The study investigated the leadership style applied in the event organizer industry to
A Typology of Emerging Market SMEs’ COVID‐19 Response Strategies: The Role of TMTs and Organizational Design
Abstract The unique challenges posed by COVID‐19 call for new insights into how firms respond to multiheaded and multistage evolving global crises. Whilst prior research acknowledges the potential
Organizational Behaviour in the COVID‐19 Context: Effects of Supervisor‐Directed Deviance on Retaliation against Subordinates
The results showed that low COVID-19-induced empathic concern strengthened the effect of felt leader identity threat on retaliatory responses, which contributes to the literatures on retaliation and supervisor-directed deviance and opens avenues for research on the pandemic's impact on organizational behaviour.
Culture Creation and Change: Making Sense of the Past to Inform Future Research Agendas
This review presents comprehensive analyses of extant research on culture creation and change. We use the framework of culture creation and change ( Kim & Toh, 2019), which consists of three unique


How to Sustain Your Organization's Culture When Everyone Is Remote
Within just a few weeks earlier this year, the COVID-19 pandemic triggered a massive shift to remote work that may change the office as we know it forever Many large companies are urging employees to
A Stupidity‐Based Theory of Organizations
In this paper we question the one-sided thesis that contemporary organizations rely on the mobilization of cognitive capacities. We suggest that severe restrictions on these capacities in the form of
Adapting to environmental jolts.
  • A. Meyer
  • Business
    Administrative science quarterly
  • 1982
Assessments of the primacy of the antecedents suggest that ideological and strategic variables are better predictors of adaptations to jolts than are structural variables or measures of organizational slack.
Social Movements and Prefigurative Organizing: Confronting entrenched inequalities in Occupy London
Organizational scholars have examined how social movements generate institutional change through contentious politics. However, little attention has been given to the role of prefigurative politics.
The Myth Incarnate: Recoupling Processes, Turmoil, and Inhabited Institutions in an Urban Elementary School
The study of institutional myths has been central to organizational sociology, cultural sociology, and the sociology of education for 30 years. This article examines how the myth concept has been
Cultural Readjustment after Crisis: Regulation and Learning from Crisis within the UK Soccer Industry
Challenging Turner's (1976, 1978) implicit assumption that cultural readjustment typically follows a crisis, this paper examines the evolution of the regulation of safety management within the UK
In this article, we present the findings of a longitudinal study of coerced implementation of a practice in the face of a low degree of fit between the practice and an organization's culture.
Distributed Attention and Shared Emotions in the Innovation Process
We conducted a qualitative study of Nokia to understand its rapid downfall over the 2005–2010 period from its position as a world-dominant and innovative technology organization. We found that top
In this article we integrate three disparate views of culture and cultural change. With each view comes a distinct set of implications about the nature, scope, source(s), and consequences of culture
Using social and behavioural science to support COVID-19 pandemic response
Evidence from a selection of research topics relevant to pandemics is discussed, including work on navigating threats, social and cultural influences on behaviour, science communication, moral decision-making, leadership, and stress and coping.