Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country

A "strong company culture" has been usually deemed the sine qua non of success in organizations. As a consequence, the interplay between organizational culture and company's performance is a critical issue in organization studies needed of empirical research to surpass management conv...

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Detalles Bibliográficos
Autor Principal: Dávila Ladrón De Guevara, José Camilo
Formato: Desconocido (Unknown)
Lenguaje:Español (Spanish)
Publicado: Universidad de los Andes, Facultad de Administración 2020
Materias:
Acceso en línea:http://hdl.handle.net/1992/46390
id ir-1992-46390
recordtype dspace
institution Universidad de los Andes
collection DSpace
language Español (Spanish)
topic Countries
Pre export stages
SMEs
Cerro Matoso S.A. (Colombia)
Industria del níquel
Cultura corporativa - Estudio de casos
Efectividad organizacional - Estudio de casos
spellingShingle Countries
Pre export stages
SMEs
Cerro Matoso S.A. (Colombia)
Industria del níquel
Cultura corporativa - Estudio de casos
Efectividad organizacional - Estudio de casos
Dávila Ladrón De Guevara, José Camilo
Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country
description A "strong company culture" has been usually deemed the sine qua non of success in organizations. As a consequence, the interplay between organizational culture and company's performance is a critical issue in organization studies needed of empirical research to surpass management conventional wisdom. Moving in that direction, this paper -based upon a in depth study of a large mining MNC operating in rural Colombia-shows that organizational culture has played an important role in the company's sustainability for over three decades (1970-2003) in a particularly conflicting and turbulent environment. The case study was based on a qualitative methodology that included the realization of almost one hundred in-depth interviews with a variety of stakeholders, field observations, and a review of secondary sources on the company. The paper consists of six parts. The first part presents the methodology employed in conducting the case study. The second and third sections present basic information about the mining company and its environment. The fourth part shows the process through which, over time, certain distinctive values of the company organizational culture emerged: two of these through collective creative efforts and the other through deliberate efforts by management. The fifth part brings together theoretical elements proposed by W. Ouchi to demonstrate that the values cited, together with the bureaucratic and technological characteristics of the organization, make up an elaborate control system, which in turn is a core competency and source of competitive advantage that the mining company maintained in 2003. The final section presents conclusions and a discussion of the importance of this study for future research.
format Desconocido (Unknown)
author Dávila Ladrón De Guevara, José Camilo
author_facet Dávila Ladrón De Guevara, José Camilo
author_sort Dávila Ladrón De Guevara, José Camilo
title Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country
title_short Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country
title_full Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country
title_fullStr Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country
title_full_unstemmed Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country
title_sort organizational culture and sustainability in turbulent environments. insights from a case-study of a large mining mnc in a latin america country
publisher Universidad de los Andes, Facultad de Administración
publishDate 2020
url http://hdl.handle.net/1992/46390
_version_ 1705932530677448704
spelling ir-1992-463902020-10-30T21:43:01Z Organizational Culture and Sustainability in Turbulent Environments. Insights from a Case-Study of a Large Mining MNC in a Latin America Country Cultura organizacional y sostenibilidad en entornos turbulentos. Reflexiones a partir de un estudio de caso en profundidad de una empresa minera en Colombia Dávila Ladrón De Guevara, José Camilo Countries Pre export stages SMEs Cerro Matoso S.A. (Colombia) Industria del níquel Cultura corporativa - Estudio de casos Efectividad organizacional - Estudio de casos A "strong company culture" has been usually deemed the sine qua non of success in organizations. As a consequence, the interplay between organizational culture and company's performance is a critical issue in organization studies needed of empirical research to surpass management conventional wisdom. Moving in that direction, this paper -based upon a in depth study of a large mining MNC operating in rural Colombia-shows that organizational culture has played an important role in the company's sustainability for over three decades (1970-2003) in a particularly conflicting and turbulent environment. The case study was based on a qualitative methodology that included the realization of almost one hundred in-depth interviews with a variety of stakeholders, field observations, and a review of secondary sources on the company. The paper consists of six parts. The first part presents the methodology employed in conducting the case study. The second and third sections present basic information about the mining company and its environment. The fourth part shows the process through which, over time, certain distinctive values of the company organizational culture emerged: two of these through collective creative efforts and the other through deliberate efforts by management. The fifth part brings together theoretical elements proposed by W. Ouchi to demonstrate that the values cited, together with the bureaucratic and technological characteristics of the organization, make up an elaborate control system, which in turn is a core competency and source of competitive advantage that the mining company maintained in 2003. The final section presents conclusions and a discussion of the importance of this study for future research. Más allá de la reconocida dificultad para definir el concepto de cultura organizacional, se identifican en la literatura al menos dos asuntos de importancia que requieren de mayor investigación para superar el nivel especulativo que, en buena parte, caracteriza actualmente su tratamiento. En primer lugar, está el interés en entender la relación que existe entre la cultura de una organización y su sostenibilidad y desempeño. En segundo lugar, se encuentra la polémica pregunta acerca de si la cultura puede ser intervenida en forma deliberada y si la gerencia tiene el derecho y la habilidad para hacerlo. Moviéndose en esta dirección, este artículo, basado en un estudio de caso en profundidad de una compañía minera que opera en Colombia (Cerro Matoso S.A.: CMSA), muestra como los empleados a través del tiempo se han suscrito aun conjunto de valores comunes jugando así un papel importante en la sostenibilidad de esta empresa en un entorno de alta incertidumbre. El artículo está estructurado en seis partes. La primera parte presenta la metodología que se utilizó para adelantar el estudio de caso. En la segunda y tercera partes se presenta una información básica sobre la empresa y su entorno. En la cuarta sección se muestra el proceso a través del cual se han ido configurando en el tiempo algunos valores distintivos de la cultura organizacional de CMSA: dos de ellos a través de esfuerzos de creación colectiva y otro, mediante esfuerzos deliberados de la gerencia. En la quinta sección se traen a colación los elementos teóricos pro-puestos por W. Ouchi, para mostrar que los valores antes mencionados unidos a las características burocráticas y tecnológicas de la organización configuran un elaborado sistema de control, que es a su vez una competencia nuclear y fuente de la ventaja competitiva que CMSA mantenía en 2003. Finalmente, se presentan las conclusiones y se discute la importancia de este estudio para futuras investigaciones. 1. Methodology. 2. The Organization Studied. 3. The environment. 4. The path of CMSA and the building of an organizational culture. 5. An elaborate organizational control system: clan, bureaucracy and market. 6. Conclusions. Appendix. References. 2020-09-21T15:19:04Z 2020-09-21T15:19:04Z 2006 document publishedVersion 1900-1606 http://hdl.handle.net/1992/46390 spa Galeras de Administración, No. 8 openAccess application/pdf Universidad de los Andes, Facultad de Administración instname:Universidad de los Andes reponame:Repositorio Institucional Séneca
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