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journal article Journal of Marketing Vol. 56, No. 2 (Apr., 1992) , pp. 57-71 (15 pages) Published By: Sage Publications, Inc. https://doi.org/10.2307/1252042 https://www.jstor.org/stable/1252042 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $41.50 - Download now and later Abstract A typology of service organizations is presented and a conceptual framework is advanced for exploring the impact of physical surroundings on the behaviors of both customers and employees. The ability of the physical surroundings to facilitate achievement of organizational as well as marketing goals is explored. Literature from diverse disciplines provides theoretical grounding for the framework, which serves as a base for focused propositions. By examining the multiple strategic roles that physical surroundings can exert in service organizations, the author highlights key managerial and research implications. Journal Information The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline? Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR Collection.
 “Business has only two functions — marketing and innovation,” Peter Drucker once said. Innovation generates new products and business models, and marketing lets the world know about those innovations. Both disciplines are often seen as the fruit of creativity. But when it comes to building the creative culture needed to execute on marketing and innovation properly, many leaders find themselves puzzled at how to build a creative culture. Indeed, even defining what a creative culture looks like can be challenging. Both “creativity” and “culture” are words with myriad connotations, which makes them hard to fully understand and even harder to implement. Faced with this dilemma, many people approach understanding culture the way Justice Potter Stewart approached understanding pornography – they’ll claim to know it when they see it. But such an approach is dangerous. It’s easy to look at companies renowned for their creative culture and attempt to emulate what they’re doing, but without understanding the dynamics of culture, we may only mimic its surface-level elements and fail to make lasting cultural change. For example, it’s easy to look at tech companies and notice foosball tables or beer carts and lots of free food. But such objects are only part of the picture. In the 1980s, psychologist Edgar Schein of the Sloan School of Management developed a model for understanding and analyzing organizational culture. Schein divided an organization’s culture into three distinct levels: artifacts, values, and assumptions. Artifacts are the overt and obvious elements of an organization. They’re typically the things even an outsider can see, such as furniture and office layout, dress norms, inside jokes, and mantras. Yes, foosball and free food are also artifacts. Artifacts can be easy to observe but sometimes difficult to understand, especially if your analysis of a culture never goes any deeper. The Palo Alto office of IDEO famously has an airplane wing jutting out from one wall, a surprising and puzzling artifact if one doesn’t understand IDEO’s culture of playful experimentation and free expression. Espoused values are the company’s declared set of values and norms. Values affect how members interact and represent the organization. Most often, values are reinforced in public declarations, like the aptly named list of core values, but also in the common phrases and norms individuals repeat often. Herb Kelleher was famous for responding to a variety of proposals from Southwest colleagues with the phrase “low cost airline,” reaffirming the espoused value of affordability. Shared basic assumptions are the bedrock of organizational culture. They are the beliefs and behaviors so deeply embedded that they can sometimes go unnoticed. But basic assumptions are the essence of culture, and the plumb line that espoused values and artifacts square themselves against. Zappos call center employees share a strong belief that providing outstanding service will result in loyal customers, so much so that employees send potential customers to other retailers if Zappos doesn’t have the item in stock. Basic assumptions manifest themselves in a variety of ways. Sometimes they’re reflected in the espoused values and in artifacts, sometimes not. But when basic organizational assumptions don’t align with espoused values, trouble arises. Enron produced a 64-page manual outlining the company’s mission and espousing its core values, but judging by their very “creative” accounting practices, it’s questionable if the executives at the top had ever read it. It’s easy to examine quirky artifacts and mistake them for basic assumptions. There is nothing magical about a free food program, but a free food program in a culture with basic assumptions about the value of collaboration and sharing can enhance the creative output of the entire organization by providing meals over which to share ideas. Similarly, it’s one thing for a company’s leadership to espouse the value of “out of the box thinking,” but if your managers have trouble recognizing unconventional, great ideas because of their basic assumptions about the need for feasibility, for instance, then they won’t give leadership what they’re asking for. Basic assumptions are the hardest to see, but it’s the basic assumptions of an organization’s culture that produce a real affect on the creativity of its members. Creative organizations have basic assumptions about creativity being a process, rather than a eureka moment, or that not all conflict needs to be resolved because sometimes it can yield more innovative thinking. They share beliefs that creativity thrives under constraints, or that the best work is done using constantly evolving teams. Sharing ideas openly, allowing for limited risk taking, and celebrating failures as learning opportunities are all basic beliefs of creative organizations. You may recognize a creative culture when you see it, but you won’t truly understand it until you dig below the surface. Are the components of an organization that can be seen and heard?Artifacts. The first level is the characteristics of the organization which can be easily viewed, heard and felt by individuals collectively known as artifacts.
Which of the following are well known types of organizational culture?Four types of organizational culture. Adhocracy culture – the dynamic, entrepreneurial Create Culture.. Clan culture – the people-oriented, friendly Collaborate Culture.. Hierarchy culture – the process-oriented, structured Control Culture.. Market culture – the results-oriented, competitive Compete Culture.. What is an organization's conscious efforts to change the boundaries of its competitive environment?Strategic maneuvering is the organization's conscious efforts to change the boundaries of its task environment.
Which of the following are part of the macro environment of an organization?Macro Environmental factors
Six components of macro environment are Demographic, Economic, Natural, Technological, Political and Cultural environments.
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Are the components of an organization that can be seen and heard such as office layout?
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