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Management Attitude Shaping Cultural Sustainability in a Taxi Company—An Israeli Case Study

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  • Yaffa Moskovich

    (Behavioral Science, Zefat Academic College, Safed 1320611, Israel)

Abstract

This research examined human interaction in a taxi driving company, analyzing the cultural influence of the management’s social definition of its employees. In addition, this case study examined the relevance of “activity theory” through the perspective of the “iceberg model”. Based on this model, the researcher explored the overt and practical layers of the organizational culture of the company as well as its hidden layers. The ethnographic research developed along qualitative lines: 28 interviews and 10 direct observations in the organizational setting. The research questions were: ‘How did the owners’ attitude shape the culture of their taxi company and how did their behavior influence cultural sustainability?’ The findings portrayed a culture of conflict, driven by the owners’ motivation to become rich quickly. The overt layers of the organizational culture included domineering managerial behavior, exploiting the drivers’ inferior status, creating a high level of stress, and openly humiliating them. The drivers were deeply dissatisfied, which led to high rates of turnover. Moreover, analyzing the social interactions in the firm uncovered the hidden agenda of the owners (i.e., the covert layers), which was to amass a fortune in a short time at the expense of their workers. The analysis highlighted the damage this capitalist managerial attitude caused to the organizational sustainability of the company. The managerial behavior caused high driver turnover, which led to a constant shortage of drivers and instability in the company. By focusing on one taxi driving company in northern Israel, this research enriches the literature in the fields of social interaction, activity theory, organizational culture, and sustainability. This paper presents insights that stem from “activity theory”, according to which managers can interact with their employees, overcoming mistrust and conflict, in order to enhance organizational sustainability.

Suggested Citation

  • Yaffa Moskovich, 2022. "Management Attitude Shaping Cultural Sustainability in a Taxi Company—An Israeli Case Study," Sustainability, MDPI, vol. 14(20), pages 1-23, October.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:20:p:13109-:d:940862
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    References listed on IDEAS

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    1. Yaffa Moskovich, 2018. "Belief systems and business strategy in a privatized kibbutz factory," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 29(1), pages 5-36, March.
    2. Hugo Machado Sanchez & Eliane Gouveia de Morais Sanchez & Maria Alves Barbosa & Celmo Celeno Porto & Mario Silva Approbato, 2019. "Comparison of Quality of Life and Work Ability of Taxi and Motorcycle Taxi Drivers: Evidence from Brazil," IJERPH, MDPI, vol. 16(4), pages 1-14, February.
    3. Alfred M. Jaeger & Sung Soo Kim & Arif N. Butt, 2016. "Leveraging Values Diversity: The Emergence and Implications of a Global Managerial Culture in Global Organizations," Management International Review, Springer, vol. 56(2), pages 227-254, April.
    4. Yaffa Moskovich, 2020. "Business Sustainability Strategy in a Cooperative Kibbutz Industry," Sustainability, MDPI, vol. 12(21), pages 1-23, November.
    5. Ante Glavas & Jenny Mish, 2015. "Resources and Capabilities of Triple Bottom Line Firms: Going Over Old or Breaking New Ground?," Journal of Business Ethics, Springer, vol. 127(3), pages 623-642, March.
    6. Yaffa Moskovich, 2020. "Family Home Business in Kibbutz Industry Sustainability," Sustainability, MDPI, vol. 12(13), pages 1-20, July.
    7. Karen Golden-Biddle & Karen Locke, 1993. "Appealing Work: An Investigation of How Ethnographic Texts Convince," Organization Science, INFORMS, vol. 4(4), pages 595-616, November.
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