دانلود رایگان مقاله انگلیسی فرهنگ سازمانی در انجمن های مدنی در روسیه - اشپرینگر 2017

Abstract

The organizational culture of nonprofit organizations is affected by the context in which they are embedded. Based on a qualitative study of local civic associations in Novosibirsk, Russia, this article illustrates how nonprofit organizational culture has been shaped by historical and contemporary social and cultural conditions. The fluid situation for civil society in Russia has generated varied organizational culture across nonprofits. Interview data reveal different value orientations, distinct group identities, and different images of the ideal civic association: as a social establishment, as an outlet for self-expression, as a network of experts, or as a social startup. This resulting diversity of organizational culture has implications for the potential for partnerships among nonprofits, between nonprofits and government, between nonprofits and businesses, and also for the organizational survival of nonprofits in this setting.

Conclusion

In conclusion, this research makes four distinct contributions to the literature. First, we illustrate how organizational culture varies among nonprofits in this city, even with a common local context. We uncovered two divergent value orientations (‘‘normative or who we are’’ vs ‘‘project or what we do’’), three distinct group identities (‘‘collective,’’ ‘‘team’’ or ‘‘network’’), and four different images of the ideal civic association (‘‘social establishment,’’ ‘‘selfexpression,’’ ‘‘expert network’’ and ‘‘social startup’’). Second, while rapidly changing funding and legal restrictions affect nonprofits, their organizational culture is shaped in part by norms, values and practices embedded in social and cultural historical context; differences in organizational culture are in part explained by groups drawing on different themes and values from the broader culture. The normative orientation, the ‘‘we as kollektiv,’’ and the ‘‘social establishment’’ image echo Soviet organizational legacies, while ‘‘we as team’’ identity and the ‘‘social startup’’ image reveal the influence of prior Western ‘‘professional’’ training for NGOs, and the emphasis on ‘‘project culture’’ aligns with contemporary Russian government priorities. Third, our data illustrate concrete ways in which organizational culture can influence potential partnerships and organizational sustainability. Along with the other factors affecting survival, organizational culture can contribute to or undermine organizational survival, through value harmony with funders, through internal value consensus, and through a shared value for sustainability, since not all groups want to build a sustainable organization. Fourth, in-depth qualitative research has allowed us to identify specific elements of the social and cultural context which shape civic associations; interviews and observations of concrete details allow us to avoid the overgeneralizations resulting from a reliance only on surveys and frameworks.