Human Diversity and Organizational Culture

  • Barbara MazurEmail author
Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 876)


The aim of this paper is to examine and explore the relationship between, religion, culture and organizational culture at the level of the basic underlying assumptions. Culture and religion are believed to be influential sources of basic cultural assumptions. They are reflected in organizational culture. The hypothesis of this research assumes that religion has a meaningful impact on the basic assumptions of organizational culture. Religion in this research is understood as a cultural factor with the following dimensions: individualism/collectivism, uncertainty avoidance, power distance, and masculinity/femininity), The main aim of the paper is to base oneself on the level of basic cultural assumptions to construct a model of organizational culture. This model will later be tested by a two-tiered verification process., which engages companies based and operating daily in varied religious surroundings. The scope this research has adopted includes organizational cultures of two enterprises. Both of them are based in the Podlasie region in Poland. This research is based on the method of a comparative case study developed on the basis of quantitative techniques in research.


Organizational culture Basic assumptions Religion Culture 


  1. 1.
    Alvesson, M.: The play of Metaphors. In: Hassard, J., Parker, M. (eds.) Postmodernism and Organizations. Sage, London (1993)Google Scholar
  2. 2.
    Alvesson, M.: Understanding Organizational Culture. Sage Publications, London (2002)CrossRefGoogle Scholar
  3. 3.
    Buchanan, M., Iyer, R., Karl, C.A.: The case study in business research.iyer “Global Research Business” (1999).
  4. 4.
    Gahan, P., Abeysekera, L.: What shapes an individual’s work values? An integrated model of the relationship between work Values, national culture and self-construal. Int. J. Hum. Res. Manage. 20(1), 126–147 (2009)Google Scholar
  5. 5.
    Hofstede, G., Hofstede, G.J.: Cultures and Organizations: Software of the Mind. McGraw-Hill, New York (2005)Google Scholar
  6. 6.
    Karczewski, L.: Etyka biznesu: kulturowe uwarunkowania. Oficyna Wydawnicza Politechniki Opolskiej, Opole (2008)Google Scholar
  7. 7.
    Kostera, M.: Zarządzanie międzykulturowe. In: Koźmiński, A.K., Piotrowski, W. (eds.), Zarządzanie. Teoria i praktyka, pp. 596–599. Wydawnictwo Naukowe PWN, Warszawa (2010)Google Scholar
  8. 8.
    Mazur, B.: Cultural diversity in organizational theory and practice. J. Intercultural Manag. 2(2), 5–15 (2010)Google Scholar
  9. 9.
    Mazur, B.: Kultura organizacyjna w zróżnicowanym kulturowo otoczeniu. Oficyna Wydawnicza Politechniki Białostockiej, Białystok (2012)Google Scholar
  10. 10.
    Meyerson, D., Martin, J.: Cultural change: an integration of three different views. J. Manag. Stud. 24(6), 623–647 (1987)CrossRefGoogle Scholar
  11. 11.
    Parboteeah, P.K., Paik, Y., Cullen, J.B.: Religious groups and work values: a focus on Buddhism, Christianity, Hinduism, and Islam. Int. J. Cross Cult. Manage. 9(1), 51–67 (2010)CrossRefGoogle Scholar
  12. 12.
    Pavett, C., Morris, T.: Management styles within a multinational corporation: a five country comparative study. Hum. Relat. 48(10), 1171–1191 (1995)CrossRefGoogle Scholar
  13. 13.
    Sadowski, A.: Zróżnicowania kulturowe mieszkańców województwa podlaskiego. In: Krzysztofek, K., Sadowski, A. (eds.) Pogranicza i multikulturalizm w warunkach Unii Europejskiej: implikacje da wschodniego pogranicza Polski, t.1. Wydawnictwo Uniwersytetu w Białymstoku, Białystok (2004)Google Scholar
  14. 14.
    Schein, E.H.: Organizational Culture and Leadership. Jossey-Bass Publisher, San Francisco-Washington-London (1992)Google Scholar
  15. 15.
    Schein, E.H.: Organizational Culture and Leadership. Wiley, New York (2004)Google Scholar
  16. 16.
    Shipper, F., Kincaid, J., Rotondo, D.M., Hoffman, R.C.: A cross-cultural exploratory study of the linkage between emotional intelligence and managerial effectiveness. Int. J. Organ. Anal. 11, 171–191 (2003)CrossRefGoogle Scholar
  17. 17.
    Smircich, L.: Concepts of Culture and Organizational Analysis. Administrative Science Quarterly No. 28/3 (1983)Google Scholar
  18. 18.
    Yin, R.K.: Case Study Research Design and Method. Sage Publications, London (2002)Google Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.Faculty of ManagementTechnological University of LublinLublinPoland

Personalised recommendations