ijcrb.webs.

com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

STUDY OF FACTORS AFFECTING IMPROVEMENT OF ORGANIZATIONAL CULTURE, BASED ON THE MODEL'S DENISON (CASE STUDY : AGRICULTURAL BANK BRANCHES IN MASHHAD) DR. GHOLAMABAS SHEKARI AND HADI RAHMDEL AND EHSAN RAJABIAN DEPARTMENT OF STATE MANAGEMENT, MASHHAD BRANCH, ISLAMIC AZAD UNIVERSITY ,MASHHAD, IRAN

Logo is used on Request of authors Abstract The main purpose of this study, study affecting factors on improvement and promotion of organizational culture and priorities and appropriate guidelines for improving and promoting organizational culture Agricultural Bank staff is. For this purpose, the model's "Daniel R. Denison" was applied that raised in 2000, dimensions of this model concluding, 1-Involved in the work : (The characteristics with three index empowerment, team building, development potential is measured) 2-Integration : (With fundamental values, agreement and harmony and cohesion are measured),3-Adaptability: (creating change, customer orientation and organizational learning are measured), 4Clarity of mission : (With strategic intent and direction, vision and fundamental values are measured). Data analysis and evaluation of the hypothesis could be concluded, adaptability, the work involved, clarity of mission and integration will not improve and promote organizational culture of Agricultural Bank, but learning, empowerment, fundamental values and strategic intent and direction will improve and promote organizational culture of Agricultural Bank, findings show, the integration characteristics with a score 48/6 is lower than the mean scores, this low score indicates often customers of organization is non hoping and there is no correct set of values, the needed coherence and coordination Bank not having. Keywords: Organizational culture, Mission, Integration, Adaptability, The work involved. 1- Introduction Culture in an organization, personality plays a role in a person. Culture is hidden, but the power concepts and directing the movement is. (Wikins & Dyer, 1988) Many theories of personality organization will be referred to the organizational culture, as a system of shared meanings, beliefs and values can be considered, the figure shows the behavior of the staff. Cultural patterns of beliefs, symbols, legends and daily operations that will be performed in organizations, all these together make up the culture. The culture of a single variable and is not separable from the whole organization, culture every organization has its own organization. (Smircich, 1984) Denison (2003) believes organizational culture, fundamental values, beliefs and principles, which is referred to as a firm foundation to serve management system, furthermore, the values and beliefs of the management system, strengthen the basic principles are. Abide by these principles and values, because the members of the organization, including the meanings of certain concepts. He picked up the message and impression the organizational culture are closely linked to organizational strategy and a huge impact on the people who work in organizations have. Denison is expressed, culture not easily contact and visible, but so important, it's nice to know the individuals and the law culture is stronger than any other law. In many organizations, the most important message and impression of the culture, Organizational culture a major role in performance, management, and perform the duties of plays. Organizational culture, particularly strong culture may influence management decisions in all areas of practice are. (Robbins, 2006, 75) But the signs are evident on culture, fundamental values, beliefs, assumptions of any employee, is a member organization that represents the culture. Do not expect that you can easily change the organizational culture and philosophy restructuring plan your office or repeat championship stories for employees to change. They may work to a certain extent, but surely it is far from COPY RIGHT 2012 Institute of Interdisciplinary Business Research

790

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

being on the market and win hearts and their hearts, what you need to analyze deeper and deeper reflection on the beliefs and assumptions of public employees. It's only when you understand the deeper and you take appropriate steps to take to improve the culture of your organization and its effectiveness. (Mami zade, 1994) By doing this research, current Status organizational culture of Agricultural Bank is characterized and its strengths and weaknesses become apparent that bank managers are using this research solution to improve and promote their weaknesses of organizational culture. 2- Theoretical Foundations for Research : Definition of organizational culture due to the complicated characteristics, it is difficult, because forms part of the cultural, intangible and can not be seen. (Schein, 2004) Despite these difficulties, it seems that most authors agree on the fact that organizational culture and organizational performance is the central pivot point. (Hofstede et al, 1990) The researchers emphasized that the organizational culture, holy, gentle, easy to unchanged and has an historical basis and is based collection. Organizational culture in each organization is unique and dimensions specific and subjective will be formed and the tradition, nature, beliefs and common expectations about the lives of the linked. Culture, a powerful factor in individual and group behavior. Organizational culture, organizational life in all forms, including employees interact with each other, doing convoy, clothing, types of decisions that would lead to the company, the strategy includes policies and procedures and organizational considerations. Gordon believes : the formation of a culture, not a random event and no action related to only one of the founders and current leaders, but to a considerable extent, a reaction to the internal necessities exterior. Simply put, opinion by-product of his success in Adaptability with the environment and, consequently, its resistance to change. (Schein, 2004) While some authors consider culture as basic assumptions that have been verified and is maintained by the staff. Most authors prefer a combination of organizational culture in terms of assumptions, beliefs, feelings, values and attitude, they see. The field of view of the remarkable works Peters and Waterman (1982) and Dale and Kennedy (1982) in the fall, they have also suggested that the combination of theory. In each of these theories selected, culture a common factor to build a different from other organizations is. Culture, nature, character and identity of forms, so the culture change long and difficult occurs. Some writers like Avtal (1983) cultural change impossible to know, based on the literature, culture can impact on productivity and organizations competitive advantage, must have visibility. Harrison (1993) of the culture of the organization, television and perspectives knows that a special feeling about the buildup. In his view, culture is a set of attitudes, beliefs, values, and ways in which the organization from other organizations and groups are distinct. The concept of organizational culture during its attachments is a tool, and on the other hand, it is academic. The two end conceptual came, approaches " Process-oriented" and "classification" is. Process-oriented approaches to organizational culture as causing sequentially according to common concepts. (Wikins & Dyer, 1988) This kind of approach in cheyenne model, is defined as : model of the basic concepts the group learning to overcome issues related of external and internal adaptability, integration, invented, discovered or created. The creation of such works as value is concerned, and hence the new members as the correct way to understand the thinking and feeling to look at your issues. (Schein ,1992) Framework of organizational culture : Metropolitan culture : the combination of assumptions and values of the society and the industry, the organization (or segment of it) works in that environment. Common assumptions include the following : - Thoughts and beliefs individuals about themselves and others, their interests against the public interest (for example, according to their own interests against the public interest) - Relationships with others (for example, competition or cooperation) - Organizational relations with the environment (for example, overcome, partnership, etc.) - Tendency time (future in present, past, etc.). - Common values : the value of a fundamental belief surrounding circumstances that the importance of are significant and meaningful to people and is always the same.

COPY RIGHT 2012 Institute of Interdisciplinary Business Research

791

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

- Common socialization : a systematic process that organization based on, helps new members into their organization's culture. - Common symbols : anything that can be seen to represent a single common value or special meaning used. - Common Language : a common system sounds, written signs or symbols used to convey certain meanings among members. - Common stories : stories, story and legends, common myths in an organizational culture - Common operations : rituals and customs, appearance, professional and informal activities designed to creating strong sense of doing things as a certain even. (Moghimi, 2006) The model used in this study is the Denison model that raised in 2000. Reasons for model selection as a conceptual and theoretical model of study are : The main basis for this model is based on the fundamental issue of how organizational culture influences on performance. This model includes the full dimensions and deep of organizational culture is and it has a direct impact on organizational culture and the new framework provides between the organizational culture models and the parameters measured, assess the dimensions of organizational culture, the model is perfect and has the ability to use all organizational levels and the graphical chart this model, characteristics of organizational culture of both internal and external focus, the flexibility and stability, at level 12 Index shows quite clearly. The model performs full assessment of organizational culture, identifies strengths and weaknesses and ways to improve the organizational culture, and specifies the priority for improving organizational culture. (Alizadeh, 2008,152 ) Denison organizational culture model : 1- Involved in the work : The characteristics with three index empowerment, team building, development potential are measured. Effective organizations make empower the right people, the organization on the base form team working and capabilities of human resources at all levels are developed. The commitment of individuals increased and their sense themselves as a part of the body the organization. 2- Integration : This characteristics with three index fundamental values, agreement and harmony and cohesion are measured. Research has shown that organizations that are most effective and stable and consistent, employee behavior is derived from fundamental values. Leaders and followers are skilled at reaching agreement (even when they have opposite views) and organizational activities are well coordinated and continuous. 3- Adaptability : This characteristics with three index creating change, customer orientation and organizational learning are measured. Organizations that are well integrated into the difficulties have been modified, organizations are consistent with the customer, there are risks, they are reminded of their mistakes and have the capacity and experience to bring about change. They continually improve the organization's ability to value for customers. These organizations typically experience sales growth and increase in market share. 4- Mission : This characteristics with three index, strategic intent and direction, vision and fundamental values are measured. Perhaps the most important characteristics organizational culture is its mission. Successful organizations have a clear vision of its goals and direction, so that organizational goals and objectives and define the strategic vision of the the organization procedure are drawn. (Denison,2000) Fixed range - flexible and focused internal - external : The model has two vertical and horizontal axis is the model that has been divided into part four. The vertical axis contains the amount and type of focus organizational culture is. The axis have two ends focus internal an external. The horizontal axis refers to the degree of flexibility of a static culture on the other side of the flexible ends. (Denison, et al, 2003) Fig.2.1. Conceptual model for research 3- Research Objectives and Hypotheses : 3.1 : The main goal of research : study factors affecting improvement and promotion of organizational culture in the Agricultural Bank. 3.2 : Secondary objectives Research : - Identify the current status of organizational culture in the Agricultural bank. - Prioritization effective factors on improving organizational culture. - Offer appropriate guidlines to improve and promote organizational culture in Agricultural Bank . COPY RIGHT 2012 Institute of Interdisciplinary Business Research

792

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

3.3 : The Hypothesis of the Study : - Adaptability will improve and promote organizational culture of Agricultural Bank. - the work involved will improve and promote organizational culture of Agricultural Bank. - Integration will improve and promote organizational culture of Agricultural Bank. - Clarity of mission will improve and promote organizational culture of Agricultural Bank.

4- Research Methodology : According to the classification of the clinical research, the goal, this study is applied, the study of the nature and method is descriptive survey. Population the study of all employees with a university degree Agricultural bank city of mashhad, including administrators , experts, Supervising staff Khorasan Razavi and branches city of Mashhad equal to 305 people. In this study, simple random sampling is used, the sample size is calculated to achieve the desired accuracy with 167 people. 4.1 : Tools for Data Collection : The Denison organizational culture survey questionnaire was used in this study. Denison survey model rather than on the emotional climate of the workplace to find focus, assumptions, values, and beliefs are emphasized that directly impact on organizational performance in each phase to allow them to scale, and the model has been tested in the real world. The survey is not just a set of questions, but also a conceptual model and information is organized which allows people to recognize patterns and relationships between them and a deep understanding of the strengths and weaknesses of the organization's culture is achieved. Denison organizational culture survey questionnaire consists of 60 questions, the 15 items of the questionnaire relating to a property (Mission, Integration, Adaptability, The work involved) and 5 of the questionnaire is an indicator of organizational culture. The Denison Organizational Culture questionnaire, a scale has five spectral form below. 1 - completely disagree 2 disagree 3- neither agree nor disagree 4- agree 5 - completely agree 4.1.1. Its Validity : in the present study to determine the validity of research instruments, analysis of the questionnaire, according to the standardized questionnaire, "Denison organizational culture survey" and its widespread use throughout the world, the literature review and the face and content validity of the questionnaire used and they are using existing resources and expert opinions were obtained. 4.1.2. Its Reliability Cronbach's alpha since it is usually quite a good indicator for assessing the reliability of measurement tools and inner harmony among its elements. The reliability of the questionnaire "Denison organizational culture Survey" used in this study is to Survey the Cronbach's alpha. Cronbach alpha coefficient of reliability of the organizational culture for 0/943 percent was determined. Accordingly, the reliability of the instrument is verified. 4.2. Statistical Methods : The study of data analysis methods, descriptive and inferential statistics were used. Descriptive statistics, frequency distribution table, central parameters such as mean, median and total and measures of dispersion such as variance, standard deviation and percentages, Etc was used. The test samples were used for statistical inference. The statistical analysis software STATISTICA, SPSS, EXCEL is used.

COPY RIGHT 2012 Institute of Interdisciplinary Business Research

793

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

5- Research Findings :

Test the Research Hypotheses : 5.1 : Adaptability will improve and promote organizational culture of Agricultural Bank. As can be seen in Table.5.1. statistical analysis shows that 49% of respondents accepted this hypothesis and 51% have rejected the hypothesis. According to the amount of test statistic and amount of likelihood (P-Value=0/620) and we can conclude that the assumption of zero, or the assumption that (Adaptability will not improve and promote organizational culture of Agricultural Bank) at the 5% significance level is not rejected. Survey the hypothesis each of the Adaptability indices : Results show that 58% of respondents in the indicators of learning accepted and 42% hypotheses are rejected. According to probability and their values with significant level, only can be accepted hypothesis about learning and can be accepted 95% : Learning will improve and promote organizational culture of Agricultural Bank. 5.2 : The work involved will improve and promote organizational culture of Agricultural Bank. As can be seen in Table.5.2. statistical analysis shows that 42% of respondents accepted this hypothesis and 58% have rejected the hypothesis. According to the amount of test statistic and amount of likelihood (P-Value=0/984) and we can conclude that the assumption of zero, or the assumption that (The work involved will not improve and promote organizational culture of Agricultural Bank) at the 5% significance level is not rejected. Survey the hypothesis each of the work involved indices : Results show that 64% of respondents in the indicators of empowerment accepted and 36% hypotheses are rejected. According to probability and their values with significant level, only can be accepted hypothesis about empowerment and can be accepted 95% : Empowerment will improve and promote organizational culture of Agricultural Bank. 5.3 : Integration will improve and promote organizational culture of Agricultural Bank. As can be seen in Table.5.3. statistical analysis shows that 46% of respondents accepted this hypothesis and 54% have rejected the hypothesis. According to the amount of test statistic and amount of likelihood (P-Value=0/859) and we can conclude that the assumption of zero, or the assumption that (Integration will not improve and promote organizational culture of Agricultural Bank) at the 5% significance level is not rejected. Survey the hypothesis each of the Integration indices : Results show that 66% of respondents in the indicators of fundamental values accepted and 34% hypotheses are rejected. According to probability and their values with significant level, only can be accepted hypothesis about fundamental values and can be accepted 95% : Fundamental values will improve and promote organizational culture of Agricultural Bank. 5.4 : Clarity of mission will improve and promote organizational culture of Agricultural Bank. As can be seen in Table.5.4. statistical analysis shows that 52% of respondents accepted this hypothesis and 48% have rejected the hypothesis. According to the amount of test statistic and amount of likelihood (P-Value=0/072) and we can conclude that the assumption of zero, or the assumption that (Clarity of mission will not improve and promote organizational culture of Agricultural Bank) at the 5% significance level is not rejected, however, those statistics have accepted hypothesis is higher than average, but it is not reliable. Survey the hypothesis each of the strategic intent and direction indices : Results show that 72% of respondents in the indicators of strategic intent and direction accepted and 28% hypotheses are rejected. According to probability and their values with significant level, only can be accepted hypothesis about strategic intent and direction and can be accepted 95% : Strategic intent and direction will improve and promote organizational culture of Agricultural Bank. 6- Discussion, Conclusions and Recommendations 6.1 : Discussion and Conclusions Data analysis and evaluation of the hypothesis could be concluded, Adaptability, the work involved, clarity of mission and Integration will not improve and promote organizational culture of Agricultural Bank, but learning, empowerment, fundamental values and strategic intent and direction will improve and promote organizational culture of Agricultural Bank. Findings show, the integration characteristics with a score 48/6 is lower than the mean scores. This low score indicates often customers of organization is non hoping and there is no correct set of values, the needed coherence and coordination Bank not having. COPY RIGHT 2012 Institute of Interdisciplinary Business Research

794

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

This issue shows that banks may have good intentions but when it comes to differences of opinion and belief, the bank loses its correlation. (Block , 1993) Findings show that characteristics of the work involved (Participation) the lowest score (45/5) is obtained, this low score indicates, the Bank is organization that individuals of the importance and communication their work with organizational results are unaware. In this study, empowerment above the development potential are, this shows that people decisions in banks do not have the necessary skill and ability, to experience, skills, education, information, and the ability of employees to be disregard, in this study, Potential development Index, the lowest score has gained, the critical state of the index that shows the critical state in this index is. Findings show, the adaptability characteristics with a score 47/8 is lower than the mean scores this low score indicates that banks respond to customers and competitors problem is and as usual, the focus is internal. In this study customer oriented indicators is greater than the creating change, this shows that may the bank is successful in meeting the needs of customers, but the customer is not ready for tomorrow. Organizational learning indicators greater than the customer oriented, this issue shows that banks may do well to identify best activities and to create new standards in the banking industry but in applying the information in their daily work with customers is difficult, In other words, the information in the bank but not consistent with customers. Findings show that characteristics of mission, the highest score (49/8) is obtained, which average scores is lower, this low score indicates, bank senior managers focus on bank controlling and decisions with more details for individuals, resources and services are being and normally goals for employees concept and not significant and longterm goals are often not the motivation. When the scores for the strategic intents and direction is greater than goals and objectives. When the scores for the strategic intents and direction is greater than goals and objectives, this issue indicate that the organizational point of view may it is difficult to execute and carry out their mission. When the scores for the goals and objectives is greater than vision, this shows that terms of organization is well run but without any sense of direction, purpose or long-term programs often focus on short-term planning, works are without looking forward to. External focus (adaptability - mission) Expression of Bank's focus on the relationship with the environment is. this characteristic mainly affects the revenues and market share and when the scores are in the third and fourth quartiles, reveal an increase market share is continuing to grow. survey of characteristics (flexibility and stability) shows that score flexibility is more than characteristics stability with the differences quantitative. Mainly characteristics flexibility on the development of services and innovation affects. 6.2 : Research Recommendations : The findings of this study can give some suggestions to improve and promote mission, the work involved (participation), adaptability and integration characteristics as follows : - Bank staff to training so, that anyone can their goal with vision and strategy of the bank, to relevant and aligned. - Bank senior managers should be, to focus on changing the rules of the game in the banking industry, this requires high concentration of banks external competitors and re-thinking and constantly about how to create value for the Bank. - To Managers the basis of how have created a development in individuals that to be encouraged and rewarded. - In job promotion and appointments, to capabilities and skills of people consider. To prevent discrimination and selection of qualified individuals for vacant positions ((Call for post)) run, to allow all individuals banks , it call to participate the most competent and qualified individuals are selected. - Regularly have meetings with their clients, listen to the dialogues, to remind customers that they are important to you and let your focus is to create value for customers. - To be given creativity and risk taking at banks, and to be rewarded for it, creative and risk taking employees and managers are encouraged. - To celebrate Bank success, the celebration featured by encouraging individuals have a greater share in this success, all the employees will be rewarded to strengthen the bank's culture, they keep alive fundamental values and protect the over time of staff integrity and consistency increases. - Directors must act in what they say, have a stable management procedures, Otherwise, coherence and coordination and agreement employees will be less.

COPY RIGHT 2012 Institute of Interdisciplinary Business Research

795

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

References

- Alizadeh. M, Rahimnia. F , , (2008) " Survey dimension of organizational culture based model of Dennison faculty University of Mashhad " Journal of Educational Studies and Psychology, Ferdowsi University, Volume I No. 1, p-p : 152 - Denison , D.R. (2000). Organizational Culture: Can it be a Key Lever for Driving Organizational Change? In Cooper C.L., Catwright, S. 7 Earley, P.C. (Eds), The International handbook of Organizational Culture and Climate (pp. 347- 376). Chichester: john Wiley 7 Sons. - Denison, D.R, Haaland, S. and Goelzer, P., (2003) "Corporate Culture and Organizational Effectiveness: Is Asia Different From the Rest of the World?" Organizational Dynamics Vol. 33, No.1 p 98-109 2004 Published by Elsevier Inc. 2003 - Hofstede, G, Neuijen, B, Ohayv, D.D, and Sanders, G. (1990), Measuring organizational cultures: a qualitative and' quantitative study across twenty cases, Administrative Science Quarterly, Vol. 35, June 1 - Mami zade, J, (1994), organizational culture management, Journal of Public Management, No : 25. - Moghimi, S, Mohammad (2006) "organization and management research approach" Fourteenth Printing Publishing Termeh. - Robbins, S, (2006), Organization theory, Structure, design and applications, fourteenth edition, Publications Safar, p-p : 75 - Schein, E.H. (1992), Organizational Cultur/e and Leadership, 2nd ed., Jossey-Bass, San Francisco, CA. - Schein, E. (2004), Organizational Cultur, 5nd, Publications fara. - Smircich, L. (1984), Studying organizations as cultures, in Morgan, G (Ed.), Beyond Method: Strategies for Social Research, Sage, London. - Wikins. A.L, Dyer J.R, (1988), Toward Cultturally Sensetive Theories of Culture Chage, Academy of M.R, Vol 13.

COPY RIGHT 2012 Institute of Interdisciplinary Business Research

796

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

Annexure Fig.2.1. Conceptual Model for Research :

Tables : Table.5.1. Ratio test hypotheses related to the characteristics and indicators of Adaptability

Characteristics and Indicators Adaptability Creating change Customer orientation Learning

Accept the hypothesis Abundance 73 77 .0 .. Percent %87.7 %82 %28 %27

Rejection of the hypothesis Abundance 77 .3 77 7. Percent %2..0 %22 %86 %80

Z-value -2.327 -..007 ..278 0..87

P-value 2.602 2.7.2 2..8. 2.2.6

COPY RIGHT 2012 Institute of Interdisciplinary Business Research

797

ijcrb.webs.com

SEPTEMBER 2012
VOL 4, NO 5

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

Table.5.2. Ratio test hypotheses related to the characteristics and indicators of the work involved

Characteristics and Indicators The work involved Empowerment Team-oriented Development potential

Accept the hypothesis Abundance 7. .27 77 2. Percent %8..7 %68 %82 %32

Rejection of the hypothesis Abundance .. 60 .3 ... Percent %27.0 %36 %22 %72

Z-value

P-value

-0..87 3.207 -..007 -2.0.2

2..78 2.222 2.7.2 ..222

Table.5.3. Ratio test hypotheses related to the characteristics and indicators of Integration

Characteristics and Indicators Integration Fundamental values Agreement Harmony and cohesion

Accept the hypothesis Abundance 77 ..3 70 76 Percent %82.. %66 %87 %82

Rejection of the hypothesis Abundance .0 27 77 .8 Percent %28.. %38 %20 %22

Z-value -..278 8.0.2 -2.862 -..37.

P-value 2.72. 2.222 2.677 2...6

Table.5.4. Ratio test hypotheses related to the characteristics and indicators of clarity of mission

Characteristics and Indicators Clarity of mission Fundamental values Strategic intent and direction Vision

Accept the hypothesis Abundance 7. .00 70 72 Percent %20.8 %70 %87 %87

Rejection of the hypothesis Abundance 7. 87 77 .2 Percent %87.6 %07 %20 %23

Z-value

P-value

2.6.8 2.676 -2.862 -2.767

2.072 2.222 2.677 2.777

COPY RIGHT 2012 Institute of Interdisciplinary Business Research

798

Copyright of Interdisciplinary Journal of Contemporary Research in Business is the property of Interdisciplinary Journal of Contemporary Research in Business and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.