{"id":9011,"date":"2026-07-22T11:25:59","date_gmt":"2026-07-22T11:25:59","guid":{"rendered":"https:\/\/www.aom.org\/today\/?p=9011"},"modified":"2026-07-17T15:34:01","modified_gmt":"2026-07-17T15:34:01","slug":"shaping-company-culture-for-high-performance","status":"publish","type":"post","link":"https:\/\/www.aom.org\/today\/shaping-company-culture-for-high-performance\/","title":{"rendered":"Shaping Company Culture for High Performance"},"content":{"rendered":"

By Paul Friedman<\/a><\/p>\r\n

Leaders need to pay attention to shaping their organization\u2019s culture\u2014its values, norms,<\/span> attitudes, practices, and beliefs that shape how an organization operates\u2014to support the organization\u2019s strategy and contribute to its successful execution.<\/span><\/p>\r\n

Academy of Management Scholars Jennifer Chatman<\/a> of the University of California, Berkeley, and Glenn Carroll<\/a><\/span> of Stanford University, the authors of <\/span>Making Organizational Culture Great: Moving Beyond Popular Myths<\/i><\/span><\/a>, say cultures often develop through the interactions of workers, but leaders can have the greatest influence on company culture by using a set of tools that research has identified as being helpful.<\/span><\/p>\r\n

\u201cNo matter what, a culture is going to form\u2014it will evolve and emerge from the interactions that people have over time and the way people respond to various organizational events,\u201d Chatman said. \u201cSo even if leaders totally punt on it and don\u2019t ever think about culture in a deliberate way, there\u2019s still a culture\u2014it just hasn\u2019t been linked to the strategy, so it\u2019s probably not very unified, and it may not be very adaptive over time. <\/span><\/p>\r\n

\u201cAll three of those qualities\u2014a culture that is strategically relevant, strong, and adaptive\u2014are essential for the company to succeed,\u201d she said. \u201cLeaders have a significant influence on the culture by deliberately using the relevant tools.\u201d<\/span><\/p>\r\n

Carroll said that leaders need to use what he calls managerial \u201clevers\u201d to build strong cultures. <\/span><\/p>\r\n

\u201cFirst they need to agree on the values and norms they want to instill and cultivate,\u201d Carroll said. \u201cThen they need to develop communication procedures and training programs to get the rest of the organization on the same page.<\/span><\/p>\r\n

\u201cAnd then they need to make sure incentives are aligned\u2014salaries, promotions, and so on,\u201d he said. \u201cThose are the top three levers.<\/span><\/p>\r\n\r\n

\u201cThere are many others, such as changing the profile of the people you hire, and using the incentive of long-term employment to recruit influential employees as informal leaders.\u201d<\/span><\/p>\r\n

Chatman and Carroll cited Southwest Airlines, one of the first low-cost airlines, as an example of how strategy comes first, but culture makes it work.<\/span><\/p>\r\n

\u201cTheir strategy was to turn the planes around faster than anyone else in the industry and get 12 hours of utilization out of each plane per day instead of nine, which was the industry average,\u201d Chatman said. \u201cIf you\u2019re a low-cost airline, that\u2019s going to make a huge difference; it\u2019s not a logistics play, it\u2019s a mindset. <\/span><\/p>\r\n

\u201cEveryone pitches in to turn the planes around quickly, no matter what their job is\u2014even the union workers who usually put bright lines around job descriptions,\u201d he said. \u201cSouthwest was so persistent in helping people share in the success of the company that they trusted the organization. <\/span><\/p>\r\n

\u201cThe cultural principles were all about teamwork at the gate, so everybody would do everything they needed to turn the plane around and get people on board on time\u2014including the pilots!\u201d<\/span><\/p>\r\n","protected":false},"excerpt":{"rendered":"

By Paul Friedman Leaders need to pay attention to shaping their organization\u2019s culture\u2014its values, norms, attitudes, practices, and beliefs that shape how an organization operates\u2014to support the organization\u2019s strategy and contribute to its successful execution. Academy of Management Scholars Jennifer Chatman of the University of California, Berkeley, and Glenn Carroll of Stanford University, the authors […]<\/p>\n","protected":false},"author":14,"featured_media":9004,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[27,71,19,76],"tags":[],"sp_smart_badges":[],"ppma_author":[842],"class_list":["post-9011","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-c-suite","category-communicating","category-leadership","category-performance"],"acf":[],"yoast_head":"\nShaping Company Culture for High Performance - Academy of Management Today<\/title>\n<meta name=\"description\" content=\"Pay attention to shaping your organization\u2019s culture\u2014its values, norms, attitudes, practices, and beliefs that shape how an organization operates\u2014to support the its strategy and contribute to its successful execution. 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Academy of Management Scholars Jennifer Chatman of the University of California, Berkeley, and Glenn Carroll of Stanford University, the authors…","_links":{"self":[{"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/posts\/9011","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/comments?post=9011"}],"version-history":[{"count":5,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/posts\/9011\/revisions"}],"predecessor-version":[{"id":9208,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/posts\/9011\/revisions\/9208"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/media\/9004"}],"wp:attachment":[{"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/media?parent=9011"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/categories?post=9011"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/tags?post=9011"},{"taxonomy":"sp_smart_badges","embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/sp_smart_badges?post=9011"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.aom.org\/today\/wp-json\/wp\/v2\/ppma_author?post=9011"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}