美学对员工满意度与积极性的影响[文献翻译].doc

1、外文文献翻译译文原文THEIMPACTOFAESTHETICSONEMPLOYEESATISFACTIONANDMOTIVATIONRUNEBJERKEOSLOSCHOOLOFMANAGEMENT,OMH,OSLO,NORWAYNICHOLASINDEQUILIBRIUMCONSULTING,OSLO,NORWAY,ANDDONATELLADEPAOLIBINORWEGIANSCHOOLOFMANAGEMENT,DEPARTMENTOFLANGUAGE,COMMUNICATIONANDCULTURE,OSLO,NORWAYABSTRACTPURPOSETHISPAPERSETSOUTTOEXP

2、LORETHEIMPACTOFAESTHETICSONEMPLOYEESATISFACTIONANDMOTIVATIONORIGINALITY/VALUEACONCEPTUALMODELISPROPOSEDTHATIDENTIFIESPOSSIBLECONNECTIONSBETWEENAESTHETICSANDEMPLOYEEPERFORMANCEKEYWORDSJOBSATISFACTION,ORGANIZATIONALCULTURE,MOTIVATIONPSYCHOLOGY,EMPLOYEEATTITUDES,TELECOMMUNICATIONS,NORWAYTHEORETICALBACK

3、GROUNDINTHISARTICLEWEINTEGRATETWOINTERLINKEDTHEORETICALPERSPECTIVESORGANIZATIONALCULTURETHEORYANDORGANISATIONALAESTHETICSTHEORYOURSTARTINGPOINTFORTHISSTUDYISORGANISATIONALCULTURETHEORYBASEDONSCHEINS1985MODELALTHOUGHTHISMODELHASGONETHROUGHSEVERALITERATIONS,SCHEINS1985DEFINITIONOFORGANISATIONALCULTURE

4、HASBEENTHEBASISFORRESEARCHANDTHEORETICALDISCUSSIONSINMORERECENTWORKBUSCHANDVANEBO,2003KAUFMANNANDKAUFMANN,2003PARKERETAL,2003MCMURRAY,2003SARROS,2002DECHERNATONY,2001MALLAK,2001SADRIANDLEES,2001BANG,1998DENISONANDMISHRA,1995HOFSTEDE,1991SCHNEIDER,1990ASWEBER1930ORIGINALLYSUGGESTED,CULTUREISACRITICAL

5、ASPECTOFTHEADAPTATIONOFSOCIALORGANISATIONS，ANDISASYSTEMOF“SOCIALLYTRANSMITTEDBEHAVIORPATTERNSTHATSERVETORELATEHUMANCOMMUNITIESTOTHEIRECOLOGICALSETTINGS”THISVIEWONCULTUREISSIMILARTOHOWHOFSTEDE1980,1991HOFSTEDEETAL,1990ANDSCHEIN1985,1990DESCRIBESCULTURESCHEINSTHOUGHTSANDWORKREMAINTHEBASISOFACONSIDERAB

6、LEAMOUNTOFSUBSEQUENTTHINKINGINTHISPAPERWEDEVELOPSCHEINS1985MODELTOTAKEINTOACCOUNTOURFOCUSONTHEVALUEOFART,DESIGNANDARCHITECTUREINHISMODEL,DESCRIBEDASARTIFACTSANDOURDIFFERENCEOFPERSPECTIVEWENOTONLYLOOKSATMANAGEMENTINTENTBUTALSOTHEREACTIONSOFEMPLOYEESTOTHEENVIRONMENTTHESPECIFICORGANISATIONWEHAVERESEARC

7、HEDINTHISCONCEPTUALANDEXPLORATIVESTUDYISTELENORTELENORISAMAJORNORWEGIANTELECOMMUNICATIONSCOMPANYTHEWILLINGNESSOFCOMPANIESTOINVESTSUBSTANTIALLYANDCONSCIOUSLYINARTIFACTS,MEANSTHISSTUDYCANSERVEASABASISFORUNDERSTANDINGMOREABOUTTHERELATIONSHIPBETWEENAESTHETICS,ORGANISATIONANDMARKETINGTHISWILLHELPORGANISA

8、TIONSTOMAKEBETTERJUDGMENTSABOUTWHENANDHOWTOINVESTINART,ARCHITECTUREANDDESIGNANDTOMOVEDECISIONMAKINGABOUTAESTHETICSFROMALARGELYSUBJECTIVEPERSPECTIVETOONETHATINTEGRATESWITHOVERALLBUSINESSOBJECTIVESOURINTENTIONISTODEVELOPACONCEPTUALFRAMEWORK,BASEDONANASSESSMENTOFMANAGEMENTGOALSANDDATAFROMINDEPTHINTERVI

9、EWSOFTELENOREMPLOYEES,TOIDENTIFYTHELIKELYIMPACTOFAESTHETICSONEMPLOYEESATISFACTION,IDENTITY,CREATIVITY,MOOD,ANDMOTIVATIONDESIGNANDMETHODOLOGYSINCETHELITERATURESEEMSNOTTOSUGGESTSPECIFICALLYWHETHERART,DESIGNANDARCHITECTURE,ASTRAITSOFTHEORGANISATIONALCULTURE,CANINFLUENCEEMPLOYEESATISFACTION,IDENTITY,MOT

10、IVATIONANDPOSSIBLEOTHERDIMENSIONSUNKNOWNCONNECTIONS/LINKSANEXPLORATIVEDESIGNWASAPPLIEDINTHISPROJECTCRESWELL,1998CHURCHILL,1999ACCORDINGTOWILSON2001AGOODCOMPREHENSIONOFTHEORGANISATIONCULTUREISIMPORTANTINORDERTOANALYSEITFURTHER,THEANALYSISMUSTBECOMPLEXINNATUREWILSON2001ANDCONTAINALLELEMENTSOFTHEORGANI

11、SATIONALCULTUREPARKERETAL,2003DECHERNATONY,2001SCHEIN,1985ACCORDINGTOCRESWELL1998QUALITATIVEMETHODSSHOULDBEAPPLIEDWHENIDENTIFYINGMOTIVESANDATTITUDESAMONGEMPLOYEESMCDANIELANDGATES1999MAINTAINTHATQUALITATIVEMETHODSAREOFPARTICULARUSEFULWHENTHEOVERALLRESEARCHOBJECTIVESAREINTERPRETATIONANDUNDERSTANDINGOF

12、MEANINGSSCHEIN1990UNDERSCORESTHEIMPORTANCEOFUSINGAQUALITATIVEAPPROACHTOGATHERPERCEPTIONSABOUTORGANISATIONALCULTURESAMONGMEMBERSOFORGANISATIONSWITHSUCHANAPPROACH,ITISPOSSIBLETOUNDERSTANDHOWCULTURESHAVEEVOLVEDOVERTIMEFINDINGSCANBELABELED,ORGANISEDANDDISCUSSEDACCORDINGTOTHETERMINOLOGYOFORGANIZATIONALCU

13、LTUREANDAESTHETICSSAMPLETHEBEHAVIOROFEMPLOYEESINDIRECTCONTACTWITHCUSTOMERSONADAILYBASISISIMPORTANTCONCERNINGTHECOMMUNICATIONOFTHEORGANISATIONALVALUES,BRANDVALUESANDOBJECTIVESWILSON,2001IND,2003DECHERNATONY,2001ADOPTEDVALUES,NORMS,ANDASSUMPTIONSDERIVEDFROMTHEORGANISATIONALCULTUREMAYINFLUENCEACTIONSBE

14、HAVIOURANDWAYSOFCOMMUNICATINGNORMANN1991POINTSOUTTHATEMPLOYEESDEALINGDIRECTLYWITHCUSTOMERSARETHEOUTWARDFACEOFTHEORGANISATIONTOUNDERSTANDTHELINKAGEBETWEENTHEINTERNALANDEXTERNALWEONLYINTERVIEWEDTELENOREMPLOYEES,WHOWEREINCONTACTWITHCUSTOMERSONADAILYBASISTHERESPONDENTSWORKEDINTELENORMOBIL,TELENORNETWORK

15、SANDTELENORCUSTOMERSERVICETHEINTERVIEWEESWERESELECTEDBECAUSETHEYWEREASSUMEDTOHAVEKNOWLEDGEANDUNDERSTANDINGOFTHEIROWNWORKINGENVIRONMENTANDHAVEOPINIONSABOUTITBERG,2001CHURCHILL,1999DATACOLLECTIONINDEPTHINTERVIEWSSIXEXPERTINTERVIEWSWERECOMPLETEDTHEEXPERTSHADINDEPTHKNOWLEDGEABOUTARTANDBUSINESS,WORKENVIR

16、ONMENT,ORGANISATIONALCULTURE,BRANDBUILDINGANDAESTHETICS,ANDABOUTTELENORSINVESTMENTSINART,DESIGNANDARCHITECTUREATOTALOF24INDEPTHINTERVIEWSOFTELENOREMPLOYEESDEALINGWITHCUSTOMERSWERECOMPLETEDIN2003ATTELENORTHEPURPOSEWASTOHAVETHERESPONDENTSDESCRIBEHOWTHEYPERCEIVETHEORGANISATIONALCULTUREATTELENOR,INRELAT

17、IONTOTHEART,DESIGN,ANDARCHITECTURETHATREPRESENTSTHEIRWORKINGENVIRONMENTASANINTRODUCTIONTOTHEINTERVIEWS,THERESPONDENTSWEREASKEDQUESTIONSABOUTTELENORSVISIONANDVALUESFINDINGSANDDISCUSSIONTHERESPONDENTSVIEWONTHEART,DESIGN,ANDARCHITECTUREATTELENORISVARIEDINGENERAL,THEMAJORITYTHINKTHATTHEARTISNICEANDEXCIT

18、INGMANYOFTHERESPONDENTSSEEMTOLIKETHECOMPOSITIONOFTHEART,THEDESIGNANDTHEARCHITECTURE,ANDTHETOTALEXPERIENCEOFHOWTHETHREEELEMENTSAREINTEGRATEDSEVERALEMPLOYEESBELIEVETHATART,DESIGNANDARCHITECTUREMAYHAVEANUNCONSCIOUSINFLUENTIALEFFECT,ALTHOUGHGENERALLYTHEYDONOTREFLECTONTHEPOSSIBLEIMPACTINTHEIRDAYTODAYWORK

19、INGLIVESSOMEOFTHERESPONDENTSHADACRITICALATTITUDETOWARDSSOMESPECIFICPHYSICALELEMENTSLIKEOPENOFFICESPACE,THECOLUMNSINTHESPACEBETWEENTWOLARGEBUILDINGSASCULPTURALFEATURE,ANDTHEMOVING,RED,ELECTRONICTEXTMOVINGALONGALARGENARROWSCREENONTHETOPOFONEOFTHEBUILDINGSONTHEFACADEBYTHEAMERICANCONCEPTUALARTISTJENNYHO

20、LZERTHISVARIEDANDDISSIMILARVIEWONTHEPHYSICALENVIRONMENTANDARTIFACTSAMONGINDIVIDUALSISALSOPOINTEDOUTASACULTURALCHARACTERISTICBYBORDIEU1984SOMERESPONDENTSCLAIMEDNOTTOUNDERSTANDPARTSOFTHEARTDISPLAYEDINTHEBUILDINGSANDTHATSOMEOFTHEDESIGNWASUNCOMFORTABLEMOSTLYMODERNCLASSICDESIGNSDERIVEDFROMTHEBAUHAUSAESTH

21、ETICORMODERNSCANDINAVIANDESIGNERS,SUCHASARNEJACOBSENSOMERESPONDENTSMENTIONEDTHATTHEYSTOPPEDBEINGCONSCIOUSOFTHEARTANDCAMETOSEEITASANATURAL,UNCONSCIOUSEXPERIENCETHUS,THEYREFERREDTOTHEIRVIEWONTHEART,DESIGNANDARCHITECTUREASATOTALEXPERIENCEWITHOUTBEINGABLETOSEPARATESPECIFICELEMENTSMOTIVATIONMOSTOFTHERESP

22、ONDENTSCLAIMEDTOBEMOTIVATEDATTHEIRWORKSEVERALMENTIONEDTHATTHEQUALITYOFTHEIRWORKINGCOLLEAGUESWASAKEYFACTORMANYOFTHOSEWORKINGWITHINTHEBUSINESSTOBUSINESSSEGMENTSTATEDTHATTHEYWEREMOTIVATEDBYTHEIRSPECIFICTASKSANDTHEPOSITIONTHEYHELDASWELLASTHERESPONSIBILITYTHEYHAVEANDTHEFLEXIBILITYTHEYENJOYTHISLINKSTOHERZ

23、BERGSTHINKING,DERIVEDFROMHISSTUDIESWITHMAUSNERANDSNYDERMANTHATPEOPLEARESATISFIEDBYTHEINTRINSICSOFTHEIRWORKANDTHATPERFORMANCELEADSTOSATISFACTIONANDNOTTHEOTHERWAYROUNDHERZBERGETAL,2003SEVERALOFTHETELENORPEOPLEWHOWORKDIRECTLYWITHCONSUMERSPOINTEDOUTTHATTHEREISNOTMUCHROOMFORFLEXIBILITY,FREEDOMANDRESPONSI

24、BILITYINTHEIRJOBSTHISFINDINGMAYINDICATETHATTHOSEWORKINGWITHTHEBUSINESSSEGMENTAREMOREMOTIVATEDTHANTHOSEWORKINGWITHTHECONSUMERSEGMENTBECAUSETHEYHAVEGREATERPOTENTIALTOPERFORMANDACHIEVEFULFILLMENTSOMERESPONDENTSMENTIONEDARTORDESIGNORARCHITECTUREASPOSSIBLEMOTIVATIONALFACTORS,BUTTHEREWERENOCLEARSTATEMENTS

25、FROMTHERESPONDENTSTHATANYOFTHESESEPARATEELEMENTSHADADIRECTIMPACTHOWEVER,ITWASSUGGESTEDTHATTHEEXPERIENCEOFTHETOTALITYOFTHOSETHREEELEMENTSOFTHEPHYSICALENVIRONMENTCOULDHAVEANIMPACTONMOTIVATIONTHEREASONGIVENWASTHATANICEPHYSICALENVIRONMENTCOULDHAVEANIMPACTONEMPLOYEESMOOD,WELLBEING,ANINSPIRATION,WHICHINTU

26、RNINFLUENCESMOTIVATIONAFEWRESPONDENTS,WHOWERENOTSOINTERESTEDINTHEENVIRONMENT,DIDNOTBELIEVETHATANYOFTHEELEMENTSOFART,DESIGNORARCHITECTUREHADANINFLUENCEONMOTIVATIONEMPLOYEESATISFACTIONITSEEMEDHARDFORTHERESPONDENTSTODISTINGUISHBETWEENMOTIVATIONANDSATISFACTION,WHICHCOULDINDICATETHATEMPLOYEESPERCEIVETHES

27、ETWOIDEASTOBERELATEDPLEASANTWORKINGENVIRONMENT,NICECOLLEAGUES,ANDVARIEDJOBTASKSWEREMENTIONEDBOTHASMOTIVATIONALANDSATISFACTIONFACTORSTHEANALYSISOFTHEINTERVIEWSREVEALEDTHATEMPLOYEESATISFACTIONSEEMEDGOODASTOTHEPOSSIBLEIMPACTOFTHEPHYSICALENVIRONMENTONSATISFACTION,THERESPONDENTSSAIDTHATTHERECOULDBESUCHAR

28、ELATION,BUTTHEYDIDNTTHINKTHATPEOPLEWERESOAWAREOFTHEINFLUENTIALPOWEROFART,DESIGNANDARCHITECTUREINGENERAL,RESPONDENTSBELIEVEDTHATANICEENVIRONMENTCREATEDPOSITIVEFEELINGSANDSEVERALRESPONDENTSAGREEDTHATIFTHEUNIQUEART,DESIGNANDARCHITECTUREATTELENORWAS“REMOVED”ORCHANGED,DISSATISFACTIONCOULDWELLINCREASETHIS

29、TIESINWITHHERZBERGSARGUMENTHERZBERG,2003THATENVIRONMENTANDWORKINGCONDITIONSINFLUENCEPEOPLESDISSATISFACTIONWITHTHEIRWORK,WHEREASPEOPLEARESELDOMMADESATISFIEDBYAGOODENVIRONMENTTHATRELIESPRIMARILYONTHEJOBITSELFIDENTITYACCORDINGTOKAUFMANNANDKAUFMANN2003ASTRONGORGANISATIONALCULTUREMAYCONTRIBUTETOSTRENGTHE

30、NEDFEELINGSOFIDENTITYAMONGEMPLOYEESTHECLEARERTHECOMPANYVALUESAREDEFINEDANDEXPLAINED,THESTRONGERTHESENSEOFBEINGAPARTOFTHEORGANISATIONMOSTOFTHERESPONDENTSFEELTHEYAREAPARTOFTELENORTHEDEGREEISDETERMINEDBYTHELENGTHOFTIMETHEYHADBEENWORKINGFORTHECOMPANY,THEIMPORTANCEOFTHEIRJOB,THEQUALITYOFTHEIRWORKINGENVIR

31、ONMENTANDTHEQUALITYOFTHEIRCOLLEAGUESDECHERNATONY2001PROPOSESTHATONEWAYOFGETTINGANINDICATIONOFEMPLOYEESDEGREEOFIDENTITYISTOASKTHEMHOWTHEYWOULDREACTIFTHEYOVERHEARDCRITICALORNEGATIVECOMMENTSOFTHEIRCOMPANYINASOCIALSETTINGORIFTHEREADSOMETHINGNEGATIVEINTHEMEDIABASEDONSUCHQUESTIONSDIRECTEDTOWARDTHERESPONDE

32、NTS,ITSEEMSTHATMOSTRESPONDENTSWOULDDEFENDTELENORWITHOUTTAKINGTHECRITICISMPERSONALLYSEVERALOFTHOSEWORKINGWITHBUSINESSCLIENTSMENTIONEDASENSEOFPRIDEALSOBECAUSEOFTHEART,DESIGN,ANDARCHITECTURE,PARTICULARLYWHENTHEYHADCUSTOMERMEETINGSATTHECOMPANYSITE,ANDWHENTHEYTOOKCUSTOMERSONATOURTOSHOWART,DESIGN,ANDARCHI

33、TECTUREGOFFEEANDJONES1996CLAIMTHATANORGANIZATION,WHICHMAINTAINSAPOSITIVEORGANIZATIONALCULTURE,SHOULDENJOYSEVERALBENEFITSWHENEMPLOYEESIDENTIFYTHEMSELVESWITHTHECULTURE,THEWORKINGENVIRONMENTWILLHAVEATENDENCYTOBECOMEMOREPLEASANT,WHICHAGAINMAYINCREASEMORALESINCETELENOREMPLOYEESSEEMTOIDENTIFYWITHTHECOMPAN

34、YANDITSCULTURE,THEINTERNALCOOPERATIONMAYBECOMEBETTER,ANDNEWIDEASWILLWELCOMEDCREATIVITYORGANIZATIONSSTRIVINGTOBECOMEINNOVATIVEAREDEPENDENTONCREATIVEINDIVIDUALSWHOALSOACCEPTCHANGEANDAUTONOMYEASILYSADRIANDLEES,2001THEREAREINDICATIONSTHATEMPLOYEESDEALINGWITHBUSINESSCUSTOMERSHAVEMOREROOMFORCREATIVITYBECA

35、USETHEYAREALLOWEDAGREATERFREEDOMANDFLEXIBILITYINPROVIDINGVARIOUSPRODUCTANDSERVICESOLUTIONSTHANTHEOTHERCUSTOMERSERVICEPROVIDERSATTELENORONERESPONDENTPOINTEDOUTTHATTHEOPENSPACEOFFICEHASLEDTOGREATERCREATIVITYBECAUSEOFTHEPOSSIBILITYTOEXCHANGEIDEASANDTHOUGHTSWITHCOLLEAGUESITSEEMSALSO,BASEDONTHEINDEPTHINT

36、ERVIEWS,THATEMPLOYEESWORKINGWITHTHEBUSINESSSEGMENT,WHOMOVEAROUNDMOREINTERNALLYANDEXTERNALLYTHANTHOSEWORKINGWITHTHECONSUMERSEGMENT,BELIEVETHEYBECOMEMORECREATIVEINANICEPHYSICALENVIRONMENTBECAUSETHEYPRODUCEBETTERSOLUTIONSFORTHEIRCUSTOMERSTHISFINDINGSUGGESTSTHATTHERECOULDBEALINKBETWEENPHYSICALENVIRONMEN

37、T,CREATIVITY,ANDTHEPROVISIONOFSERVICEQUALITYIFTHISISINDEEDTHECASE,WECANARGUETHATTHEENVIRONMENTCONTRIBUTESTOPERFORMANCEIMPROVEMENTANDTOACONSEQUENTCHANGEINMOTIVATIONSERVICEPROVISIONABILITY/CAPACITYASTOWHETHERTHEREISAPOTENTIALRELATIONSHIPBETWEENTHEPHYSICALENVIRONMENTANDEMPLOYEESABILITYTOPROVIDESERVICEQ

38、UALITY,SEVERALOFTHERESPONDENTSREPLIEDTHATTHEPHYSICALENVIRONMENTCOULDMOTIVATETHEMTOPROVIDEABETTERSERVICEQUALITYTOCUSTOMERSSADRIANDLEES2001POINTOUTTHATIFCOMPANIESAREABLETOCREATEASTRONGORGANISATIONALCULTURE,APOSITIVEOUTCOMEMAYWELLBESTRONGEREMPLOYEEPERFORMANCESIMILARTOOTHERREMARKSFROMTHERESPONDENTS,ITWA

39、SSUGGESTEDTHATTHEPHYSICALENVIRONMENTCOULDINFLUENCEEMPLOYEESMOOD,ANDTHEIRSERVICEPROVISIONPERFORMANCE,WHICHCOULDLEADTOGREATERMOTIVATIONEMPLOYEESATISFACTIONANDMOTIVATIONPARKERETAL2003FOUNDTHATJOBSATISFACTIONINFLUENCESBOTHMOTIVATIONANDPERFORMANCEANDMOTIVATIONINFLUENCESPERFORMANCEFURTHERMORE,THEIRSTUDYRE

40、VEALEDTHATWEAKNESSORSTRENGTHINEMPLOYEESATISFACTIONANDIDENTIFICATIONISACONSEQUENCEOFTHEPSYCHOLOGICALCLIMATEOFTHEORGANISATIONFAUSTANDBETHGE2003ALONGWITHPARKERETAL2003PROPOSETHATASTRONGORGANISATIONALCULTUREMAYINFLUENCEMOTIVATIONANDCOMPANYPERFORMANCECAPABILITYPOSITIVELYHOWEVER,RESEARCHERSLIKESTRATI1999,

41、BITNER1992,BAKERETAL1988SUGGESTTHATTHEPHYSICALENVIRONMENTMAYINFLUENCEEMPLOYEESSATISFACTION,MOTIVATION,ANDPRODUCTIVITYINLINEWITHTHEORIESOFSCHEIN1985ASOFTODAY,ITSEEMSTHATNORESEARCHERSHAVEBROKENPHYSICALARTIFACTSINTOSPECIFICELEMENTSTHEREFORE,ONEOFTHEINTENTIONSOFEXECUTINGSEVERALINDEPTHINTERVIEWSWITHEMPLO

42、YEESOFTELENORWASTOIDENTIFYWORDSTHEYUSETO“LABEL”THECOMPANYSPHYSICALENVIRONMENTSOURCERUNEBJERKE“THEIMPACTOFAESTHETICSONEMPLOYEESATISFACTIONANDMOTIVATION”EMPLOYEESATISFACTIONANDMOTIVATIONP5773译文美学对员工满意度与积极性的影响鲁尼贝加克挪威奥斯陆管理学院尼古拉斯挪威奥斯陆咨询平台唐娜泰拉佩奥利挪威奥斯陆语言通讯和文化管理学院摘要目的本文探讨美学对员工满意度与积极性的影响。创作/价值提出一个模型，确定员工绩效与美

43、学可能的联系。关键词工作满意度，组织文化，激励（心理学），员工的态度，电信，挪威。理论背景在本文中，我们集成了两个相互关联的理论观点，组织理论与组织文化美学理论。我们这项对组织文化研究的出发点是以沙因（1985）模型为基础。虽然这种模式已经被反复多次使用，但沙因（1985）对组织文化的定义是最近研究和理论探讨的基础（布施和凡博，2003年考夫曼和考夫曼，2003年；帕克等人，2003年；麦克默里，2003年；莎拉斯，2002年；德切尔汤尼，2001年；麦奥克，2001年；萨德里和莱斯，2001年；邦，1998年；德尼森，1995年；霍夫斯泰德,199年1；施耐德,1990年）。正如韦伯（193

44、0）建议，文化是一种适应的社会组织的重要方面，这是“社会传播的行为模式，有助于人类社会关系的生态环境系统”。这种对文化的观点霍夫斯泰德（1980年，1991年霍夫斯塔德等，1990）与沙因（1985年，1990年）对文化的描述类似。沙因的思想和工作仍是一个相当数量上在基础上引发的思考。在本文中，我们发展了沙因（1985）的模型对艺术设计、建筑的价值（他的模型和文物描述）以及我们的差异化观点我们不仅观察管理意图，还观察员工反应的环境。我们在具体组织了这个概念的基础上，探索性地研究TELENOR公司。TELENOR是挪威一个重要的电信公司。该公司意愿大幅投资增加文物，可以作为本次研究一个基础，借以

45、取得更多关于美学与组织和市场之间关系的认识。这将帮组企业更好地判断何时以及如何投资艺术，建筑以及设计，并提出决策，从一个基本主观上的美学到与一个商业目标相结合的角度。我们的目的是建立一个概念性框架，根据对TELENOR公司员工的深入访谈和对数据管理分析，以确定美学可能对员工的满意度、创造力、情绪和动机的影响。设计和路径由于文学似乎并不明确地建议艺术、设计和建筑学作为组织文化的特征，但是可以作为一个可能影响员工的满意度、身份、动机，或者可能其他的某些方面（未知链接/连接）的探索性设计在这个研究中应用（克雷斯韦尔，1998年；丘吉尔，1999年）。威尔逊（2001）认为对组织文化的良好理解是重要的

46、，以便于对组织文化进行分析。此外，威尔逊（2001）认为必须在本质上进行分析，这是复杂的，因为它包含了组织文化的所有因素（帕克等人，2003年。德切尔汤尼，2001年沙因，1985年）。根据克雷斯韦尔（1998）定性研究方法应确定员工的动机和员工之间的态度。丹尼尔和盖茨（1999）认为定性研究方法当总体研究目标是解释和理解意义特别有用。沙因（1990）强调了使用定性研究方法来收集有关组织的成员组织之间的文化观念的重要性。有了这样的做法，我们就可以理解文化如何随着时间而演变。案例公司员工与客户直接接触的日常行为对于组织价值、品牌价值和目标的沟通是很重要的（威尔逊，2001年印德，2003年德切尔

47、汤尼，2001年）。从组织文化中获得的被采取的价值、准则和假定也许影响行动行为和沟通方式。诺曼（1991）指出，员工直接与客户打交道，是该组织的向外的一面。为了了解内部与外部的联系，我们采访了每天与顾客发生联系的TELENOR公司员工。TELENOR公司的受访者曾在美孚公司，挪威电信TELENOR公司网络和客户服务。受访者的选择，我们假定为他们是有工作知识的和了解自己的工作环境（伯格，2001年；丘吉尔，1999年）。数据收集深入访谈六位专家的访谈已经完成。专家们对TELENOR公司对艺术与环境、工作环境、组织文化、品牌建设和美学知识，以及有关艺术、建筑和设计的投资进行了深入地了解。2003年

48、共完成TELENOR公司24位雇员（与客户打交道）的深入采访。其目的是让受访者描述他们如何看待TELENOR公司的组织文化与艺术，设计，建筑，以及工作环境。在进一步的访谈中，受访者还被问及TELENO公司的愿景和价值观的问题。结果和讨论受访者与美术、设计及建筑的关系受访者对艺术，设计和TELENOR公司架构的意见是多种多样的。一般来说，大多数认为，艺术是好的，令人振奋。似乎很多受访者喜欢艺术、设计与建筑三者的构成，以及如何整合三者关系的经验。几位员工认为，艺术，设计和建筑可能存在无意识的影响效应，但一般不反映在对他们日常工作造成的影响。一些被调查者批判某些特定的物理元素例如敞开的办公空间,列在

49、两极空间的两个大的房屋一种雕塑影片,在最高的建筑结构立面上以及其他大型狭窄的屏幕上运动的、红色的电子文本由美国概念艺术家珍妮霍尔泽提出。鲍迪（1984）指出这种文化特征是个人对物质环境和对文物看法的差异产生的。一些受访者声称不是很理解那些在建筑物上显示的艺术展示，并认为一些不舒服的设计（主要是来源于包豪斯美学或现代斯堪的纳维亚设计师的现代经典设计，比如ARNEJACOBSEN的作品，）。一些受访者提到，他们不再意识到艺术是来自于自然和无意识的体验。因此，他们提到他们的观点是认为艺术，设计和建筑将作为一个整体，而不能单独的是某种具体内容。激励大部分的受访者指出他们的激励来自于工作。几位提到，他们的工作同事的质量是一个关键因素。许多工作在企业的业务部门的工作人员表示，他们的激励是由他们的具体任务和他们所住的职位以及他们的责任和拥有的灵活性来决定。这与赫茨伯格的观点是相关的，来源于MAUSNER和SNYDERMAN的观点，他认为人由他们的工作内容和表现感到满意，并不是相反（赫兹伯格等，2003）。TELENOR公司中一些与消费者直接接触的员工指出，并没有更多的灵活性和在工作中自由和责任的空间。这一发现可能表明，那些在业务部门的工作人员比在消费部门的工作人员更需要激励，因为他们有更大的潜力来执行和实现的履行。一些受访者提到艺术、设计和建筑可能是激