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date: 15 December 2019

Abstract and Keywords

This chapter addresses climate and culture from the perspective of research-based consulting with many organizations over many years to help them maintain or change various aspects of their climate and culture. From that work two key themes are identified that the authors believe are essential to any investigation into climate and culture, whether for purposes of theory advancement, organizational change, or both. One theme concerns the power of using the “big data” that is now readily available in organizations. The other theme concerns the value of understanding the “say-do gaps” that exist in organizations, disparities that arise between word and action both for employers and employees. The two themes are described and illustrated through three deep-dive organizational case studies and through findings reported from an original analysis of compensation and voluntary turnover in 34 organizations. The chapter concludes by offering two implications—imperatives—for theorists, researchers, and practitioners of organizational climate and culture.

Keywords: big data, change, climate, culture, employee turnover, internal labor market (ILM), ILM analysis, pay effects, say-do, strong culture, UnitedHealth Group

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