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Organizational Culture

Scoot: Singapore Airlines’ Low-Cost Carrier Strategy (with Jesper Sørensen, Debra Schifrin). Case No.SM321, 2021.
Stanford-NUS Program in International Management (Faculty Director)

Businesses today operate in an international environment—global markets, suppliers, alliances, and partnerships. The basic principles of management are universal, but they are often interpreted and applied differently in other parts of the world. This program focuses on the strategic challenges faced by businesses operating in a Pan-Asian or global context. It combines the fundamentals of general management theory and practice from the United States with an Asian-Pacific perspective. The program is held in Singapore.

Custom Executive Education for Global Companies (Faculty Director)

Carroll has designed and directed several high-level custom executive education programs for global Fortune 50 companies, including Caterpillar and General Motors. Approximately a year long, these programs typically engage a cohort of top and high potential executives in multiple modules taught at various locations throughout the world. The programs review, apply and integrate basic principles of management including critical analytical thinking, innovation and adaptiveness, personal leadership, strategy, supply chain, institutional analysis and organizational design. The programs culminate in high-profile action projects that intend to impact current and future corporate performance.

OB 518: Leading Through Culture

This course examines organization culture, how and why managers can use culture to maximize results within an organization, and how culture can undermine results. The course begins by situating cultural leadership and management within a culture-shaping framework and the opportunities, obligations and methods for leaders to impact culture. It also focuses on what is different in cultural management and why so many contemporary firms attempt to use it. We analyze the relationship between culture and strategy, seeking alignment between the two. The course also explores different kinds of cultures seen in high performing and low performing organizations, and seeks to understand how cultural content affects behavior and business results...

The Recommended List by Stanford GSB Professors Insights by Stanford Business, April 2015.

Those in the know share where to go to learn more about reward and related topics.

Generating Authenticity in Automated Work (with Arthur S. Jago and Mariana Lin). Berkeley Haas Culture Conference, Berkeley, January 2019.
Simulation Modeling in Organizational and Management Research (with Richard Harrison, Zhiang Lin, and Kathleen M. Carley). Academy of Management Review, 32 (2007): 1229-1245.
Is Your Office a Petri Dish? Globe and Mail, January 2007.

Organizational culture and its dynamics

Cover: Culture and Demography in Organization
Culture and Demography in Organization (with J. Richard Harrison). Princeton, N.J.: Princeton University Press, 2006. | Amazon | Publisher | Google Books | Goodreads

How do corporations and other organizations maintain and transmit their cultures over time? Culture and Demography in Organizations offers the most reliable and comprehensive answer to this complex question to date. The first book on the subject to ground its analysis in mathematical tools and computer simulation, it goes beyond standard approaches, which focus on socialization within organizations, by explicitly considering the effects of demographic processes of entry, exit, and organizational growth.

Glenn Carroll: How Do You Successfully Merge Two Corporate Cultures? Insights by Stanford Business, October 2006.

A scholar explains why it is critical to understand companies' norms, beliefs, and values.

Culture and Demography: Do They Interrelate? Viewpoint, October 2006.

Discusses book on culture and demography.

The Fog of Change: Opacity and Asperity in Organizations (with Michael T. Hannan and László Pólos). Administrative Science Quarterly, 48 (2003): 399-432.
Come Together? The Organizational Dynamics of Post-merger Cultural Integration (with J. Richard Harrison). Simulation Modelling Practice and Theory, 10 (2002): 349-368.
The Dynamics of Cultural Influence Networks (with J. Richard Harrison). Journal of Computational and Mathematical Organization Theory, 8 (2002): 5-30.
Modeling Culture in Organizations: Formulation and Extension to Ecological Issues (with J. Richard Harrison). In Dynamics of Organizations: Computational Modeling and Organization Theories, eds. A. Lomi and E. R. Larsen, 37-62. Menlo Park, Calif : AAAI Press/MIT Press, 2001. | Amazon | Publisher
Modeling Organizational Culture: Demography and Influence Networks (with J. Richard Harrison). In The International Handbook of Organizational Culture and Climate, eds. S. Cartwright, C. L. Cooper, and P. C. Earley, 185-216. New York: John Wiley, 2001. | Amazon | Publisher | Google Books
Organizational Demography and Culture: Insights from a Formal Model and Simulation (with J. Richard Harrison). Administrative Science Quarterly, 43 (1998): 637-667.
On the Social Networks of Managers (with Albert C. Teo). Academy of Management Journal, 39 (1996): 421-440.