Passion in corporate cultures?! The role of passion in the organisational culture of a Dutch and a German business: A qualitative analysis

Romy Steinhäuser

Apr 2013 · GRIN Verlag

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Master's Thesis from the year 2006 in the subject Leadership and Human Resources - Miscellaneous, grade: 9, University of Twente , course: Educational Science and Technology/ Human Resource Development, language: English, abstract: The concept of passion is not particularly well researched but has become a hot topic in the academic world in recent years. For, passion offers insight into how people relate to various aspects of their work. The present study aimed to gain a more research-based understanding of the underpinning elements of the concept of passion. By connecting it with theory on corporate cultures it could be investigated how the concept translates in organisational settings as well as which factors actively contribute to its existence and which may hinder it. Also, a new framework was developed, which was based on the notion that human beings are four-dimensional. It argued corporate cultures could be seen as four-dimensional. To test and explore the questions and findings raised in the literature review, a case study research design was chosen. It employed multiple, exploratory research methods such as a so-called preparatory booklet, interviewing, and observations. Overall, two organisations agreed to participate in the study: a Dutch HRD Consultancy firm and a German four-star superior hotel. The study found that passion does not only have a spiritual origin but also that it is commonly triggered through an external event or person. Moreover, it has three distinguishable phases that generate both positive and negative effects. They are influenced by various internal and external factors. Likewise, a new type of passion was found that was referred to as ‘corporate passion’. This underlies similar principles as the individual-based concept but is determined differently and thus has different effects. Finally, various factors were established that either supported or inhibited peoples’ passion. The findings indicate passion is a greatly underestimated concept that does not only generate effects on a personal level but also in organisations as well as beyond (e.g. at clients, with guests). Therefore, it should no longer be asked whether passion is an incorporated element in corporate cultures but how it can be translated into daily practice.