Role of Modern Corporate Culture in Companies Development

Corporate culture plays an important role in modern enterprise management. It is not only a form of internal management, but more importantly, it reflects the core values and business principles of enterprises. Good corporate culture can have a positive impact on enterprise management and development, and enterprise managers should attach great importance to corporate culture construction. This paper explores and analyzes the role of modern corporate culture in enterprise management and operation through cases, and tries to put forward the path of corporate culture inheritance.

Purpose: the purpose of the article is to study the role of corporate culture in the sustainability of companies in the conditions of crisis phenomena, as well as to analyze methodological approaches to corporate culture as a tool for the competitive success of the company.Methods: the methodology of the work is based on the use of the concepts of organizational culture and sustainable development, as well as the theory of modernization, integrating economic growth and the culture of companies within a single process of sustainable development. A group of scientific methods has been applied, including: inductive-deductive method, method of comparative analysis and retrospective method, method of expert analysis, rating assessment and others.Results: the analysis of the role of corporate culture in the conditions of crisis phenomena caused by the instability of the external environment is carried out. It is noted that the influence of corporate culture on the stable development of companies can have a dual character: a strong corporate culture has a stimulating effect on the economic growth of the company, and its weakness becomes an obstacle to sustainable development. The analysis of methodological approaches to corporate culture, which is considered as a tool for competitive success and sustainable development of the company, is carried out. Modern aspects of the formation of new behavioral models and tools for their introduction into corporate culture are revealed in order to maximize the compliance of companies with the conditions of extreme instability of the external environment.Conclusions and Relevance: the phenomenon of corporate culture is a rather complex area of research – this follows from the interpretation of this concept, the definition of the methodology of formation and the search for tools for its development. But it becomes obvious that the growth of knowledge about corporate culture, produced in the academic environment and highly demanded by the management of companies, has had a significant impact on managerial thinking and management practice. This is due to the understanding of the high role of corporate culture in the processes of internal integration and adaptation of the company to the external environment, in achieving competitive success and strategic development goals, which creates the basis for sustainable development of the economic system.

The article presents a theoretical analysis of the sociological discourse on corporate culture. The role of corporate culture in the practical activities of the enterprise and its institutional features are discussed. The subject of the study is corporate culture, in particular, the specifics of the use of the term and the components of corporate culture are clarified. It is shown that culture is based on a value component, the development of which in the context of the company should form the value of work and the value of belonging to one's company, which, in turn, should be congruent with the company's strategy and development goals. The article reveals the differences between a developed corporate culture, such as educating and motivating employees to perceive work in the company as a way of life, ensuring staff commitment to the ideas and values of the organization. The article used a theoretical review of scientific literature in the field of sociology of culture and personnel management. The novelty of the research is the translation of the experience of a medical organization (Mayo clinic), which has a highly developed corporate culture based on the ideas of customer orientation, as well as the identification of the principles of its work and the features of building a culture. The importance of compatibility of corporate culture and strategy is also emphasized. It is noted that at the material level, corporate culture can be observed through visible signs (branded clothing, corporate symbols, organizational ceremonies and attributes, work environment, etc.), and at the level of spiritual culture – values and norms that define and regulate the behavior of employees in the company. At the same time, values closely related to visual samples reflect the internal philosophy of the company. It is emphasized that norms, patterns of corporate behavior, through corporate culture are tools for personnel management, and corporate culture acts as an institutional management tool. The article concludes that it is necessary to purposefully form and develop a corporate culture in the process of which the primary should be the creation of a value component related to the company's development strategy.

The personnel of the enterprise is the main resource of the organization, because the efficiency of entrepreneurial activity depends on the result of the activity of workers and employees. It is possible to increase labor productivity and make full use of human resources by building an effective system of staff motivation. The corporate culture of the organization plays a significant role in the development of motivational management. Therefore, the issues related to its formation and successful use are of great importance. Thus was formed the purpose of the article: a theoretical study of the process of formation of corporate culture and ways to adapt it to the activities of the organization. The purpose of the article is a theoretical study of aspects of the formation and implementation of corporate culture in the system of motivational management of the organization. To achieve this goal, the following tasks are set and solved in the article: the stages of development of the concept of "corporate culture" are considered and generalized; the existing points of view on the essence of the concept of "corporate culture" are analyzed; the components of corporate culture are considered; the purpose and tasks of corporate culture are formed; the principles and functions of corporate culture are listed; the existing classification of corporate culture is generalized.To achieve this goal, the following research methods were used: theoretical generalization, analysis and synthesis - to clarify the concept of "corporate culture" and to generalize the classification of corporate culture. System approach - to determine the relationship between corporate culture and the effectiveness of motivational management. Historical method - to identify stages of development of corporate culture. The main findings of the article are the five stages of corporate culture. From the first use of the term to the scientific substantiation of corporate culture models. The study showed that corporate culture should be considered as part of the management system of the organization. To facilitate understanding of the content and role of corporate culture, its types were considered and generalized into a single classification.

Corporate culture is the soul of the enterprise and plays a vital role in creating corporate cohesion and improving business performance; in many cases, the role of corporate culture on business performance is not direct, but there are a series of intermediary influencing mechanisms. Most of the current academic circles have studied the influencing mechanism between corporate culture and business performance from the perspective of dynamic matching. Still, there is a lack of research results based on the theoretical perspective of Edgar H. Schein's corporate culture dimensions. Based on Edgar H. Schein's theoretical perspective of corporate culture dimensions, this study explores the influencing mechanism between corporate culture and the business performance of Chinese listed companies from the dimensions of corporate governance culture in the external environment and corporate governance culture in the internal environment. It conducts empirical research using the data of A-share listed companies in China's Shanghai Stock Exchange and Shenzhen Stock Exchange as samples. The results are twofold. First, the adaptability of the enterprise's external environment has a significant and positive effect on the Weighted average return on net assets in the financial dimension; it has a substantial and positive impact on customer satisfaction in the non-financial dimension. Second, internal corporate governance culture has a significant and positive effect on weighted average return on net assets, Debt-to-Equity Ratio, Earnings per share in financial dimensions, Percentage of highly educated employees, customer satisfaction survey, and non-financial dimensions. Percentage of highly educated employees, Customer Satisfaction, Customer retention rate, and R&D investment as a percentage of operating income in non-financial dimensions have significant positive effects. The findings of this study provide theoretical and practical guidance for Chinese listed companies to strengthen the construction of external environment adaptive culture and internal corporate governance culture.

The article explores corporate culture as the basis for the formation and implementation of a motivational mechanism for strategic management of project-oriented organizations. The study focuses on the importance of corporate culture in supporting the effectiveness of virtual teams, which is an integral part of modern project management. The role of corporate culture in ensuring consistency, motivation, and coordination of employees in multifunctional and geographically distributed teams is determined. The article develops a scheme for the formation and implementation of a motivational mechanism for strategic management of a project-oriented organization, including key stages: analysis of an organization’s activities, formation of strategic goals, identification and elimination of demotivating factors, creation of a motivational mechanism, its implementation and control of effectiveness. Particular attention is paid to the adaptation of corporate values to the conditions of digitalization, globalization and remote work. The proposed approach emphasizes the importance of integrating corporate culture into all stages of management, in particular in creating a stimulating environment for employees of virtual teams. The role of corporate culture in strengthening team cohesion, building trust, openness and transparency of communications is examined. The study emphasizes the importance of corporate culture in achieving strategic goals, increasing productivity and long-term competitiveness of project-oriented organizations.

Corporate culture has its own development laws and may play a significant role in a short period of time, but its development and improvement are a relatively long-term task. The construction of corporate culture is a systematic project that varies depending on the enterprise. For enterprises, the construction of corporate culture has very important practical significance for the re integration of the enterprise team and the enhancement of competitive strength. Culture is a productive force, and the role of corporate culture is more direct. Therefore, enterprises should focus on their own development goals, create their own unique corporate culture based on learning and reference, and meet market challenges with a new look and strong strength. The effectiveness evaluation of corporate culture construction is a classical multiple attribute decision making (MADM). Recently, the TODIM and VIKOR method has been used to cope with MADM issues. The neutrosophic cubic sets (NCSs) are used as a tool for characterizing uncertain information during the effectiveness evaluation of corporate culture construction. In this manuscript, the neutrosophic cubic number TODIM-VIKOR (NCN-TODIM-VIKOR) method is built to solve the MADM under NCSs. In the end, a numerical case study for effectiveness evaluation of corporate culture construction is given to validate the proposed method. The research aim of the paper is summarized: (1) the NCN-TODIM-VIKOR is proposed for MADM problem with NCSs; (2) The attributes weight information is obtained through information entropy; (3) the NCN-TODIM-VIKOR method is designed for effectiveness evaluation of corporate culture construction and were compared with some existing methods; (4) Through the comparison, it is found that NCN-TODIM-VIKOR method for effectiveness evaluation of corporate culture construction proposed are effective.

To date research focused on the role corporate culture plays when planning a supply chain management system (SCMS) has been limited. Although many executives have recognize the importance of corporate culture (e.g., Hollingsworth, 1988), research however, has only begun to review the role corporate culture plays on planning information systems to avoid cultural conflicts (Leidner & Kayworth, 2006). Therefore, without a sound understanding of the corporate culture compatibility that influence organization behaviour it will be difficult to successfully plan SCMS initiatives. The purpose of this research is to develop an initial framework based upon the SCMS planning and culture literature to identify the needs for cultural compatibility that impact planning of SCMSs. The fundamental premise of this research is that the literature supports the view that an organization must establish a corporate culture understanding to achieve an effective performance and competitive advantage inside the organization (Chan, Shaffer, Snape, 2004) and within the boundaries of a supply chain (Mentzer et al., 2001) prior to successfully planning SCMSs. The role of corporate culture can become especially critical at the boundary-spanning level of the organization, where organizations systems interface with other members of the supply chain. Accordingly, when supply chain’s organizations collaborate under cultural compatibility environment, the SCMS is more likely to be executed in a uniform and effective manner (Mentzer et al., 2001). Nevertheless, recent frameworks of SCM planning ignore the role corporate culture plays to achieve an effective collaborative performance. In the next section we give a short review of supply chain planning and management philosophy. This is followed by a theoretical investigation of the problem by reviewing the limitation in the current supply chain models. We then outline the significance of corporate culture compatibility to improve supply chain planning and achieve the ultimate SCM performance. This outline proposes the need for a new framework that is defined in the followed section. Finally, an agent-based simulation model concerning a three-level supply chain is described. This developed model integrates the proposed framework of cultural learning to evaluate the SCM performance. The results are, then discussed and significant outcomes are outlined.

The article examines the key aspects of the process of Ukrainian companies entering the global market: prerequisites and factors influencing the international development of companies during expansion and establishment in the context of modern competitive relations; forms of business and enterprise development. A brief structural analysis of the main development strategies of companies in the conditions of entering the markets of other countries is carried out, examples of the strategies of international development of large domestic companies, international cooperation and the construction of successful enterprises are given. The main trends of the entry of domestic companies into the international business environment are highlighted and the features of competitive opportunities of Ukrainian enterprises are revealed, the problems of competitiveness of Ukrainian companies in the international business arena are analyzed. It is analyzed how global economic processes affect the international division of production factors and the territorial location of productive forces. International competition, globalization of markets, large-scale penetration of foreign goods into the Ukrainian market transfer the problem of managing the competitiveness of the enterprise to the number of priority management tasks, the successful solution of which will ensure the survival and development of enterprises in the new environment. The globalization of the world economy opens up unprecedented opportunities for the development of international business, the characteristic features of which are: accessibility and generality, gradual development, the possibility of carrying out activities in real time, covering all markets of goods and services with the help of telecommunications. The importance and value of business for the world economy is determined by maintaining a competitive market environment, which is a key function at all stages of the development of the world economy. Modern competition is the competition of new companies in terms of strategy, production organization and business culture. The key factors of the successful development of domestic and international companies, such as investment attraction, the use of scientific and innovative developments, and the use of organizational and management experience, were studied.

PurposeThe role of corporate culture in relationship marketing is significantly under‐researched, although there is evident consensus in the literature about the importance of this topic. The purpose of this paper is to present a model for the corporate culture of a relationship‐marketing‐oriented company.Design/methodology/approachA qualitative methodology involving 58 in‐depth interviews that were analysed and interpreted from a grounded theory standpoint was adopted in order to build a conceptual model.FindingsThe two key shared values required to successfully put relationship marketing into effect are client orientation and a high degree of concern for employees. Furthermore, another six shared values (trust, commitment, teamwork, innovation, flexibility, and results orientation) also seem to facilitate the development of a relationship marketing orientation.Research limitations/implicationsAlthough the research methodology is qualitative and does not allow statistical generalisation, the study provides valuable insights into the role of corporate culture in relationship marketing.Practical implicationsThe paper offers a guide to the values that should be developed in order to be able to put a relationship marketing orientation successfully into effect.Originality/valueThe paper proposes a model for the corporate culture of a relationship‐ marketing‐oriented company.

Recently, there has been increasing pressure to change current performance measurement and management systems from control systems to those that support learning and continuous improvement. This change requires a specific corporate culture that supports the effective operation of performance measurement and management. This paper aims to clarify the relationship between corporate culture and performance measurement and management systems. Questionnaire survey data from Czech medium and large companies were collected and analyzed by Pearson’s chi-squared test to validate the proposed hypothesis. The research findings confirmed that performance measurement and management systems of companies that devoted sufficient energy and attention to performance-driven culture are more effectively developed. Analysis of different performance-driven culture attributes revealed which are the most important ones.

Service and customer orientation of corporate culture in a French manufacturing SME

The article is devoted to the corporate culture of an educational institution as a factor in the success of its operations. The quality of educational services, relationships in the teaching staff, the atmosphere of schools that meet the requirements of our time, the demands of the public, have a high reputation and are competitive in the educational market depends on the level of formation of corporate culture. However, the problem of the formation and development of corporate culture schools for a long time remained unnoticed today still at the periphery of research practices. Today in Ukraine corporate culture has not been reflected in the regulatory legislation and education based on the general cultural level of society, morality, business practices, etc., whose condition is caused by the level of economic development. The management of corporate culture is open and clear enough for most school leaders, and therefore there is a need to disseminate information on the role of corporate culture, mechanisms of implementation and management of its formation. The main structural elements of organizational culture seen in the mission, values, standards system to ensure the process of training, education and development of children; the attitude of teachers to the goals, objectives, results of work of educational organizations; communication and informal rules of behavior, choice of appropriate leadership styles, conditions for creativity teachers, traditions, rituals and ceremonies that are accepted in school; staff attitude to themselves as members of the teaching kolekyvu, opportunities for their personal development. We believe that the culture of an educational institution should be considered first, as a system of collective values, norms and traditions of life common students and teaching staff, and secondly, as an integral characteristic of individual school community; Thirdly, as the most important factor of socialization of students. A key step in the formation of corporate culture is to define the mission and vision of the educational institution. In the mission and goals of the institution should have reflected the basic values that are specified in the concept of school. An important role in the corporate culture of an educational institution plays a presence bright, charismatic personality of the head of school. The researchers emphasize that the most successful developing corporate culture in educational institutions, led by creative director are ready to innovate, informally linked to a function that can create a team which interact on an equal footing teachers, students their parents and the public.

The global financial crisis and subsequent upheavals in the national banking systems of many countries, including Ukraine, demonstrated the obvious imperfection of the modern understanding of the essence, components, and role of corporate culture. Corporate culture, as well as the corporate social responsibility of financial institutions, lacks a legal component. Corporate codes formally declare a number of moral and ethical principles, values, but do not include provisions on the need for financial institutions to comply with the norms of international law and state laws. Corporate culture in this form, as well as corporate social responsibility, mostly perceived as a certain analogue of charity, plays an important part in promoting the image and strengthening the positive reputation of financial institutions. However, they do not contribute to the awareness of responsibility for compliance with laws as the foundation of corporate culture, corporate social responsibility in the activity of business structures in the financial sector. As the main causes of global financial crises and those in national banking systems, lawyers and researchers of corporate culture named corporate dishonesty, violation of legal norms by banks, respectively, improper management. Such corporate culture, which lacks a legal component, does not fulfill the role of a legal regulatory mechanism, was called "defective." It not only does not draw a clear line between legal and illegal activities of financial institutions and allows financial manipulation but also does not perform the main functions of strengthening a positive reputation and increasing trust in financial institutions and the financial sector as a whole. Moreover, in the conditions of a crisis, it destroys this trust. The article examines the main approaches to expanding the interpretation and components of the corporate culture of financial institutions, substantiates the need for its transformation in the direction of introducing the legal component as the basis of corporate culture and responsibility.

With the continuous development of economy and society, ecological environmental governance has been put on the priority agenda. In the process of ecological environmental governance, the state, society, and enterprises bear different responsibilities, respectively. As the main body of social economy, in the development of enterprises, the protection of ecological environment is the due meaning of enterprise culture is always paid attention. Whether enterprises can achieve success is not only directly affected by the development strategy, management mode, business philosophy, management tools, and other aspects but also indirectly affected by its own cultural construction level. Although corporate culture has changed due to the development of the network environment, the challenges of corporate culture innovation in terms of values and cultural conflicts should not be underestimated. It can not only enhance the centripetal force of all the employees but also enhance the competitive advantage of the enterprise. In addition, corporate culture also plays a positive role in enhancing office efficiency and increasing production capacity and output. Starting from the role of corporate culture, this study studies the characteristics of corporate culture under the background of implementing ecological environmental governance, addresses the challenges of corporate culture innovation in the new environment, and puts forward the measures of corporate cultural innovation, which provides reference for corporate culture innovation.