The Impact of Virtual vs. Traditional Work on Organizational Culture
| dc.college | the teachers college | en_US |
| dc.contributor.author | Waldorf, Jennifer | |
| dc.date.accessioned | 2021-02-15T16:59:43Z | |
| dc.date.available | 2021-02-15T16:59:43Z | |
| dc.date.created | June 2019 | en_US |
| dc.date.issued | 2021-02-15 | |
| dc.department | psychology | en_US |
| dc.description.abstract | The purpose of this paper was to conceptualize organizational culture using Cameron and Quinn’s Competing Values Framework to explore the differences between traditional and virtual work environments. In review of the literature, organizational culture was defined and the framework was laid out to discuss clan, adhocracy, hierarchy, and market cultures in traditional and virtual workplaces. I conceptualized that clan and hierarchy cultures would be best suited for a traditional workplace while the adhocracy and market culture would be best suited to a virtual workplace. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/3626 | |
| dc.language.iso | en_US | en_US |
| dc.subject | Virtual Workplace, Traditional Workplace, Competing Value’s Framework, Culture | en_US |
| dc.title | The Impact of Virtual vs. Traditional Work on Organizational Culture | en_US |
| dc.type | Thesis | en_US |