The framework emphasizes the embedded nature of organizations. Because of many factors outside their control, failures in organizational performance cannot always be laid on their doorsteps. Nevertheless, one of the most important sets of findings from the studies is the evidence that relates organizational performance to the strength and orientation of its organizational culture. Managers and staff can be trained in analytical methods that encourage problem identification and assessment of options for resolving them. Working in teams to identify problems and solutions is often used as a means of encouraging this type of culture.
Organizations also respond to external demand for effective performance.
Human resources Training of human resources varied widely across the case studies. One significant difference among countries was whether universities and technical training prepared people well for the kinds of jobs they were going to undertake. In some cases, low or inappropriate professional training led organizations to compensate for it with inhouse training programmes. Thus, the human resource problem for organizations was often not so much the availability of well-prepared personnel, but how they were utilized once they were recruited into an organization. To retain good personnel salary levels played some role, but more important were the sense of organizational mission and involvement, job satisfaction, professional identity and recognition for good performance.