Geopolitics Magazine March - April 2015 ( 8th Edition ) | Page 73
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values and ideas. What is expressed during the assemblies and meetings and parliamentary sessions
does, however, reveal of important elements of the true nature and directions around the political ,
institutional, and economic AGORA; by implicated, the nature of the organization, and the nature of
the policymakers in the sector themselves: “the creation of the customers, implies a particular selfconstruction”. The shared meanings of the consumers/citizens/businesses imply a certain point of view
for all the activities and for all the people that are to be served by them: proposing the suitable stuff
calls for a specific mentality: « a particular organizational culture”
OPERATIONAL BEHAVIOUR
The organizational culture is the part of Business Administration which describes the psychology,
behavior, experiences, beliefs and values of a company. It is actually a set of values and norms which
are shared across individuals and departments within the enterprise and it regulates the interaction
between each member of the organization(Holmes, Schnurr et al. 2007).
This process is based on personal beliefs, in values and rules, such as the values associated with time,
money and other people. The outgoing result influences the internal culture and other factors such as
organizational behaviors. These values that the employees adapt as the appropriate behavior patterns,
are essential in order to achieve business goals(Camerer 1999, Holmes, Schnurr et al. 2007)
THE FEAR OF CHANGE
Our time is characterized by the rapid technological development. The entrance and the extended use
of IT technologies in corporate culture have significant impact. The ease of access to the information
asset of the organization and the ability to archive more securely, enabled users to exploit new media
in order to improve the way that the run every day work and transformed the decision making process
(Lai and Turban 2008).
It has been noticed that most of the attempts to introduce a new technology inside an organization
came down to a failure. The most common reason for these failures was the devaluation of the
importance of modernization of the organizational culture(Zammuto and O'Connor 1992). Another
important reason was that the employees denied and feared any doctrinal change since they believed
that the new information system would generate new requirements and professional standards(Martin
2009).
Even though the fears of the staff are in most cases unfounded, it is certain that the implementation of
an information system will inevitably cause some changes in their daily work habits and it will
challenge the shared beliefs and values, that have been established for several years and which, up
until now, make up the existing culture(Rogers 1975).
BUSINESS ECOSYSTEM
Ecosystem is a term that we first met in sciences studying life. Biology tried to discover the
correlations between the micro and macro environment and has used the term ecosystem to describe
the associations that are developed between entities that interact with each other (direct or indirect).
Later, in 1938, Moore extended the use of this term in economy: “An economic community supported
by a foundation of interacting organizations and individuals—the organisms of the business world. This
economic community produces goods and services of value to customers, who are themselves
members of the ecosystem. The member organizations also include suppliers, lead producers,
competitors, and other stakeholders. Over time, they co-evolve and their capabilities and roles change.
Companies holding leadership roles may change over time, but the function of ecosystem leader is
valued by the community, because it enables members to move towards shared visions, to align their
investments and to find mutually supportive roles, set by one or more central companies”.
Thus, since the organizational culture of corporations dictate their behavior, it is easily understood that
it directly affects the ecosystem dynamics.
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