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An examination of the impact of organizational culture on leadership decision for organizational re-invention: The case of Nokia, UK

Harvard, 2500 Words

Table of Contents

1       Introduction

1.1       Rationale of this study

1.2       Research Aims

1.3       Research Objectives

1.4       Research Questions

2       Literature review

2.1       Organizational culture

2.2       Components of organizational culture

2.3       Types of organizational culture & their impacts

2.4       Leadership Styles

2.5       Organizational culture & Leadership decisions

2.6       Organizational culture, leadership decisions and organizational re-invention

2.7       Conceptual Framework

3       Research Design & Methodology

3.1       Type of Investigation

3.2       Data Collection Method

3.3       Sampling method

3.4       Accessibility Issues

3.5       Ethical issues

3.6       Data Analysis plan

3.7       Research Limitation

4       Timetable

5       References

 

1        Introduction

Organizational culture is one of the key influencers of an organizations overall activities and acts as a critical determinant of an organizations performance. The modern business arena is characterized by ever increasing competition and frequent changes in the business environment. For an organization, such environmental volatility mandates an organizational culture that fosters impact leadership decisions thereby facilitating flexibility and responsiveness (Alvesson, 2009).

Due to its pervasive importance, most large organizations nowadays exert a conscious effort to modify, develop and establish a culture that is consistent with its goals and objectives and which will serve as a platform for better performance. This tendency to redesign the organizational culture is even more applicable for ICT companies due to the characteristics of the industry. The ICT industry is marked with a rigorous focus on creativity, innovation and flexibility. Achieving these three requires a supportive leadership decision framework which is contingent on an organization’s culture (Bjerke, 2008). Major industry players like Apple, Samsung, and HTC are gaining momentum in the market due to shrewd leadership resulting in innovations. On the other hand, once market leaders Nokia is losing customer loyalty due to a perception of being “un-innovative”. This has necessitated Nokia to reinvent itself and quickly. Therefore, this research will try to assess the impact that an organizational culture may have on the leadership decisions of a company on its ability to reinvent itself in the context of Nokia.