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Which clippings match 'Organisational Culture' keyword pg.1 of 1
22 JANUARY 2014

The Importance of Agency Culture

"How well an agency can articulate its organizational culture is a source of competitive advantage. How well the agency is positioned vis–à–vis its competitive set –– with a clear communication of its value proposition –– is essential when wooing prospective clients. An agency's true points of differentiation are often grounded in its vision, service standards, creativity and other behaviors that are reinforced either formally or informally within the shop itself."

(Lorraine Rojek, 25 February 2009,Adweek)

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TAGS

2009advertising agenciesAdweekagency culture • agency employee • agency teams • clear communicationclient and agency • client organisation • competitive advantage • competitive set • corporate culture • creative idea • cultural compatibility • cultural differences • cultural fit • cultural lens • design agencies • design client • design culturedigital agency • distinctive culture • harmonious relationships • new business opportunitiesorganisational culture • point of difference • point of differentiation • prospective clients • screening criteria • stand out from the crowd • strategic direction • studio culture • value proposition • value system • work contexts

CONTRIBUTOR

Simon Perkins
17 JANUARY 2014

Energizing corporate culture through industrial musicals

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TAGS

1950s1954aesthetic spectacleautomaker • awayday • boom time • business contextChevroletcollective values • company loyalty • corporate Americacorporate behaviourcorporate culturecorporate events • corporate image • corporate musical • economic boomenculturationenergizing corporate cultureentertainmentGeneral Motors • industrial musical • industrial propaganda • industrial show • industrial theatre • internal marketing • internal songbook • marketing practicesmusical theatreorganisational culturePrelinger Archivespromoting shared business contextpropagandasales and profitshow (spectacle) • song-and-dance • team day • team motivation • team-buildingtrade convention

CONTRIBUTOR

Simon Perkins
30 MAY 2010

Enabling entrepreneurial organisational culture within art and design

"Gibbs, Knapper and Piccinin (2009) describe a perceived shift of organisational culture over time from, collegial to bureaucratic to corporate and finally to a fourth entrepreneurial culture characterised 'by a focus on competence and an orientation to the outside world, involving continuous learning in a turbulent context. The management style involves devolved and dispersed leadership. Decisionmaking is flexible and emphasises accountable, professional expertise. Students are seen as partners.' (p. 6). UCA is considering whether an entrepreneurial culture is most suited to its ambitions for increased internal and external collaboration and if so the associated consequences for the working relationships between leaders and academics, and the degree of academic autonomy.

If universities were to accept a need to change their cultures and become more entrepreneurial, then it is possible that this might lead to confusion amongst staff as they experience aspects of different types of culture. Gibbs, Knapper and Piccinin (2009) note that this model of four organisational cultures is oversimplified and that is possible for 'individuals to hold conflicting perceptions of the organisational culture at the same time' (p. 6). Nevertheless, the model does seem to be useful in helping to reflect on the type of culture that might be desirable for a university offering art and design subjects."

(Paul Coyle, 2010)

Coyle, P. (2010). 'Crossing Boundaries – Creative Spaces'. Cumulus, International Association of Universities and Colleges of Art, Design and Media. Genk, Belgium.

TAGS

2010 • Association of University Administrators • AUA • boundary • Christopher Knapper • collaborationcollaborative working • Creative Arts Leadership and Management • creative industriesCumulus Associationdisciplines • entrepreneurial culture • Graham Gibbshigher educationindependent decision-makingindividual initiativeinnovationleadershipmanagementmultidisciplinarynexusorganisational culture • organisational models • partnership • Paul Coyle • public value • Sergio Piccinin • teachingUCAUKUniversity for the Creative Arts • values-driven leadership

CONTRIBUTOR

Simon Perkins
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