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首页> 外文期刊>Nonlinear dynamics, psychology and life sciences >Communication as a Mechanism for Cultural Integration
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Communication as a Mechanism for Cultural Integration

机译：沟通是文化融合的机制

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Providing autonomy for employees ensures innovation competence if balanced by integration into the organization. The aim of this article is to study processes leading to the integration of employees into the company culture. The two research questions are: What makes the culture of a work group similar to the company culture? How is a work group culture constructed? Theories that are employed concern culture as an organizing structure emerging in the interaction, company culture as a way to exert control, and social networks as a way to describe the interaction. Empirical data come from a merchant bank from which 105 respondents from ten work groups answered questions about their communication and their integration into the company culture. The results show that the sub-culture of the group emerges in communication between members of the group. There seems to be a self-reinforcing spiral between collegial talk, especially about goals, plans and changes at the work place, and cultural integration. All members of a group should be included in this communication to create a strong culture. The value system of the supervisor strongly influences the sub-culture of the work group. Appointing supervisors with values that correspond to the company culture and provide for employee communications is thus central for organizations using culture as a tool for control.
机译：如果通过整合到组织中来平衡员工的自主权，则可以确保创新能力。本文的目的是研究导致员工融入公司文化的流程。这两个研究问题是：是什么使工作组的文化与公司文化相似？工作组文化是如何构建的？所采用的理论涉及文化作为在交互中出现的组织结构，公司文化作为施加控制的方法以及社交网络作为描述交互的方法。经验数据来自一家商业银行，来自十个工作组的105位受访者回答了有关他们的沟通以及如何融入公司文化的问题。结果表明，在小组成员之间的交流中出现了小组的亚文化。在大学期间，尤其是关于工作场所的目标，计划和变更以及文化融合之间的对话，似乎有一种自我强化的螺旋。交流中应包括一个小组的所有成员，以营造一种浓厚的文化氛围。主管的价值体系强烈影响工作组的亚文化。因此，任命具有与公司文化相适应的价值观并为员工提供沟通的主管对于使用文化作为控制工具的组织来说至关重要。

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