Changes In Corporate Culture Research Articles

CURRENT CHALLENGES AND OPPORTUNITIES OF PERSONNEL MANAGEMENT

In modern conditions, human capital is the most significant asset of any organization, because it is employees, both at the individual level and in the team, who contribute to achieving common goals. Effective management of human resources contributes to maintaining the competitive position of the organization in the market, successful activities in the face of fierce competition and provides opportunities for strategic development. In today’s business environment, HR management is becoming extremely important, because it is aimed at optimizing personnel costs and achieving high results of the organization. The article "Modern Challenges and Opportunities of HR Management" examines the main trends and problems faced by HR managers in the conditions of modern business. The author analyzes the influence of digitalization, remote work and changes in corporate culture on the function of personnel management. The issues of maintaining the well-being of employees, introducing innovative technologies and developing talents as key factors of successful HR management are separately covered. The article also focuses on new opportunities for HR managers to create effective strategies for managing human capital in response to modern challenges

The Role of Leadership in Transforming Retail Technology Infrastructure with DevOps

In the fast changing retail technology market, DevOps principles are transforming how firms manage and improve their technological infrastructure. This study examines how leadership may use DevOps to improve retail technology and operations. As retail embraces digital transformation, technological strategies must fit with business goals. This change requires leaders to guide their firms through complicated infrastructure upgrade and operational efficiency. DevOps, which emphasizes communication between development and operations teams, continuous integration and delivery, and automation, has become essential for technological infrastructure agility and efficiency. DevOps benefits retail companies in a competitive world with quick customer behavior and market fluctuations. These include increased deployment frequency, time-to-market, dependability, and scalability. DevOps demands a fundamental change in corporate culture and leadership, not simply new technologies and procedures. This article discusses how successful leadership can promote collaboration, transformation, and DevOps alignment with strategic corporate objectives to achieve this cultural transition. Leadership helps overcome change resistance, foster cross-functional cooperation, and incorporate DevOps into the organization's technology and business operations. Leaders must also address talent shortages, resource limits, and outdated systems that might hinder DevOps rollout.

Gender barriers to career growth and support programs for women managers

In the modern world, where equality and justice are the key principles of social development, the issue of gender equality in the workplace is becoming particularly relevant. This article analyzes the gender barriers that women face in the process of career growth and examines effective support programs aimed at strengthening their positions in leadership roles. Purpose of the research – analyze gender barriers to leadership positions and evaluate the eff ectiveness of support programs for women leaders. Methodology – use of such methods of analysis as comparison, collation, systematization and statistical analysis. Originality / value – manifested in an integrated approach to the problem of gender inequality in career growth, which takes into account both structural and institutional, as well as individual and socio-cultural aspects. Findings – consist in the formulation of specifi c strategies and recommendations for organizations and government agencies to eliminate gender barriers in career growth. This includes the development of effective mentoring and sponsorship programs, the creation of educational and training programs, as well as the introduction of changes in corporate culture to reduce gender bias and stereotypes. The recommendations presented in the article can be used to shape gender equality policies and create a more equitable and inclusive work environment in various organizations and industries.

Changing Corporate Culture to Improve Occupational Health and Safety

Changing Corporate Culture to Improve Occupational Health and Safety

Communication Process in Implementing Qanun Number 11 of 2018 concerning Sharia Financial Institutions and Mergers of Indonesian Sharia Banks

In implementing Sharia banking in Indonesia, especially in Aceh, several obstacles have emerged, such as the low level of public financial literacy, the conventional bank conversion process, supervision and regulation, changes in corporate culture, and uniformity and harmonization of Sharia banking regulations. This research aims to examine and understand the communication process in the implementation of Qanun No. 11 of 2018 concerning Sharia Financial Institutions and the merger of Bank Syariah Indonesia. This research uses a descriptive qualitative method with a case study approach. Data collection was carried out in-depth and involved various sources of information, including observations, interviews, audiovisual materials, and related documents and reports. The research results highlight the importance of effective communication in dealing with change within an organization or company. Converting a conventional bank to a Sharia bank in Aceh requires a persuasive approach and efforts to create a conducive internal climate, while the Bank Syariah Indonesia merger process shows the importance of thorough communication preparation and an effective branding strategy. Establishing a new organizational structure requires the use of methods such as chair-sharing meetings and performance-based assessments. Adopting a new corporate culture, "BSI One Culture," shows how important continuous efforts are in facilitating employee adaptation and minimizing obstacles that arise. By focusing on open, strategic, and persuasive communication, Bank Syariah Indonesia successfully completed the conversion and merger process, creating operational continuity and a new corporate culture in Aceh.

Steering the Intangible Wheel: Chief Executive Officer Effect on Corporate Cultural Change

We provide large-scale empirical evidence of how much chief executive officers (CEOs) change corporate culture. To do this, we use employee reviews to measure corporate cultural change in S&P 1500 firms. In a variance decomposition analysis, we find a modest effect of CEOs on corporate cultural change. The effect of CEOs on cultural change is larger than industry effect but smaller than firm effect. Regression analysis in the context of CEO succession further shows consistent evidence of a modest effect of CEO succession on corporate cultural change. In addition, the relationship between CEOs and cultural change is not likely to be fully explained by time trend, reverse causality, sample selection bias, and omitted variable bias. An investigation into the contextual contingencies of the CEO-cultural change relationship suggests that succession characteristics, such as predecessor influence and turnaround situation, weaken postsuccession cultural change, but industry task environment has a weak moderation effect. Overall, our study contributes to the literature on strategic leadership and corporate culture. Funding: X. Li acknowledges financial support from the Ian Potter (‘93D) PhD Award. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.17210 .

Трансформація корпоративної культури під час війни

Corporate culture turns out to be especially important for companies during the wartime, when changes in the economic and social environment can be radical and rapid. Corporate culture determines the values, norms of behavior and ways in which employees respond to stressful situations that become critical in times of uncertainty and crisis. Culture fosters team cohesion by helping to counter internal conflicts and providing like-minded people in making important decisions for the company. A robust and supportive corporate culture can keep employees morale, motivated, and productive even in challenging environments. In addition, corporate culture influences the perception of the enterprise by external stakeholders, including customers, partners and investors, which can be of great importance in times of crisis. Corporate culture builds the image of the business, increases trust and helps to maintain positive relationships with stakeholders, which is important for maintaining stability and long-term success of the enterprise. The importance of corporate culture in the context of military conflicts and crisis management has been verified by the research of many scholars and researchers in the field of management and psychology of organizations. Research in the field of management and organizational behavior confirms that corporate culture can be transformed during crises and wars. For example, under the influence of stressful situations, the values and norms of the organization can be re-evaluated, the emphasis in communication and activities shifts depending on the circumstances. Such a transformation of corporate culture can reveal both positive and negative impact on the organization during crises and war. On the one hand, it can stimulate innovation, change of strategies and approaches to problems, which is important for the survival of an enterprise in difficult conditions. On the other hand, a change in corporate culture can generate internal conflicts, impair communication, and increase risks for the organization. Thus, management and control over the process of transformation of corporate culture is a key aspect of effective crisis management. However, this aspect requires further research and clarification of management strategies, since the impact of corporate culture during a crisis can be diverse and require specific approaches for each situation. Additional research will help unleash the potential of corporate culture in crisis management and develop effective strategies to ensure the stability and success of the organization even in the most difficult conditions.

Digitalisation: prerequisites and challenges in modern conditions

Digital transformation is becoming an integral part of modern business, opening up new opportunities, but also involving risks. This article presents a study of the risks of digital transformation, focusing on identifying key aspects and recommendations for effective management. The authors analysed cybersecurity, data management, changes in corporate culture, staff training and partnership development in the context of digital transformation. The findings revealed the need for an integrated approach to risk management that includes strategic planning, responding to changes in the environment, and ongoing staff training. The recommendations presented offer organisations the tools and approaches to successfully overcome the challenges of digital transformation and ensure sustainable growth in the digital age. The generalised approach to risk management presented in the article facilitates effective adaptation and innovative development in today's digital environment. In addition to analysing risks, the article also discusses the importance of strategic planning and developing flexible strategies to respond to changes in the digital environment. Particular attention is paid to managing change within an organisation and developing an innovation culture that facilitates successful adaptation to new technologies. The authors emphasise the importance of continuous training and development of employees so that they can effectively use digital tools and actively participate in the transformation process. In addition, the article discusses the implementation of effective risk monitoring and assessment systems that allow for the timely identification and management of potential threats.

Compliance as a mechanism for ensuring sustainable development of companies in crisis

Today, the world is in conditions of permanent instability due to constantly emerging crises, the beginning of wars, social changes, etc. This has a very negative effect on the activities of companies in various industries, reducing the possibilities of their sustainable development. The consequence of this is the need to use new management models, mechanisms and tools. The purpose of the article is to study the use of compliance and develop an approach to its implementation in the company’s management system. It was determined that the main factors that will determine the sustainable development of the company will be reactions to external influences, the level of efficiency of the company, its financial stability, the intensity of innovative activities and competent management. It is shown that companies in Ukraine make limited use of compliance. The main trends of compliance procedures in companies are the identification and regulation of conflicts of interest, the compliance function has the right of veto in relation to individual decisions, the minimization of compliance risks. The top 3 compliance risks that can lead to both significant financial losses and significant reputational damage include unscrupulous counterparties, conflicts of interest; corruption risks. It was determined that the compliance service should use a toolkit that will include methods of detection, identification and assessment of risks; development of anti-corruption provisions; conducting internal financial investigations and identifying fraudulent activities in the company’s activities, etc. It is proposed to implement compliance in three stages, namely: compliance audit, formalization of the compliance system and its implementation. This will prevent problems related to dissatisfaction and/or resistance of employees to changes in corporate culture and ethics of behavior in the company, increasing requirements in accordance with internal regulations, increasing the volume of work of both individual employees and structural units as a whole.

SPECIAL FEATURES OF INDUSTRIAL MANAGEMENT IN THE CONTEXT OF APPLYING THE "SMART FACTORY" SYSTEM

The relevance of this research is driven by the fact that establishing fundamental principles of industrial management in the context of implementing the "smart factory" system is a highly pertinent task in today's conditions. Therefore, the primary focus of the research lies in exploring the characteristics of industrial management within the framework of utilizing the "smart factory" system. Within the scope of this research, it has been determined that the "smart factory" system represents a significant innovative approach to manufacturing, utilizing cutting-edge technologies to enhance efficiency and quality. However, it has been noted that this approach also gives rise to specific challenges in management. Among the most significant findings of the study, it is worth noting the identification of such characteristics (key aspects) of industrial management in the context of the "smart factory" application, as: specificity of technological integration management, specificity of managing large volumes of data, specificity of cyber security management, specificity of managing corporate culture change, specificity of continuous change management, and a focus on configuring production processes.

Features of social protection by implementing the right to disconnect

The article examines the realisation of the right to disconnect in the framework of workers’ social protection. The study explores different approaches to the definition of a new right. The right to disconnect is analysed on the basis of targeting and universality of social protection, soft and hard measures, the components of the new right, which include workers’ opportunity, employers’ responsibility, communication between employers and workers, protection from adverse consequences. The legal acts that serve as a foundation of the right to disconnect create a separate work pattern of teleworkers, which affects the formation of the targeting approach to social protection. The regulation of the right to disconnect introduced in European Social Partner framework agreement on digitalisation and European Parliament resolution of 21 January 2021 with recommendations to the Commission on the right to disconnect gives a more universal approach. The Resolution acknowledges the right to disconnect as a fundamental right and proposes hard regulatory and technological measures to ensure observation of work and rest periods. The agreement is based on the change in corporate culture. It is revealed that nowadays the right to disconnect serves as the only project aimed at regulating digital working relations in the framework of social protection of remote workers, however R2D can be limited by a narrow category of teleworkers. Debates over the right to disconnect touch upon the issue of the effectiveness of social dialogue in the context of adaptation to digital work organisation, as well as the possibility of keeping binary understanding of work and rest periods.

GLOBALIZATION AND ADAPTATION OF DEVOPS CULTURE IN THE CORPORATE ENVIRONMENT: CHALLENGES AND PERSPECTIVES

Modern corporations strive to ensure high performance and flexibility of their information technologies, and in this context, the culture of DevOps becomes a key factor in the successful merging of development and operations. Our research paper is devoted to analyzing the challenges and prospects associated with adapting the culture of DevOps in the corporate environment in the context of globalization. We will begin with an overview of the main principles and values of DevOps, identifying how they can be implemented in the corporate structure. We explore the integration of DevOps into traditional project management processes and interactions between development and operations departments. Considering successful cases will highlight the most effective ways of implementing DevOps in large organizations. Within the article, we will also analyze the challenges companies face when implementing DevOps, especially in the context of changing corporate culture, training personnel, and managing changes. We will propose strategies to overcome these challenges and emphasize the importance of building flexible and responsive processes for successful adaptation in a global environment. In conclusion, the article will discuss the prospects for the development of DevOps culture in the corporate environment and its impact on improving development timelines, product quality, and overall efficiency of IT processes, considering globalization. The research aims to provide practical recommendations and inspiration for organizations seeking to achieve maximum performance through the implementation of DevOps culture in their corporate environment.

Implementation of Saudi Aramco's SDGS to Preserve the Environment in Meeting Global Energy Needs

The Sustainable Development Goals (SDGs) have become a key guide for global organisations to preserve the environment while meeting global energy needs. Saudi Aramco, one of the world's largest oil producers, has a key role in achieving these goals. This study aims to analyse the implementation of Sustainable Development Goals by Saudi Aramco in preserving the environment in line with their efforts to meet global energy needs. The method that will be used in research is a qualitative research method involving case studies to explain variables related to Saudi Aramco Companies in implementing Sustainable Development Goals (SDGs) to preserve the environment. This research explores various concrete steps that have been taken by Saudi Aramco in integrating the principles of SDGs in their operations. The main focus is on the company's efforts to reduce the environmental impact of its oil production activities, including the reduction of greenhouse gas emissions, water management, and biodiversity protection. The results show that Saudi Aramco has taken various important initiatives in support of the SDGs. They have invested in environmentally friendly technologies, such as increased energy efficiency and improvements in carbon capture technology. In addition, the company has prioritized sustainable water management and efforts to preserve natural ecosystems in the areas where it operates. The research also highlights the challenges faced by Saudi Aramco in implementing the SDGs, including regulatory issues, required investments, and corporate culture change. However, the steps taken by these companies demonstrate their commitment to achieving the SDGs.

Managing the change of prescriptivism in Hungary: adopting the models of change management to L1 education

Abstract The paper studies the possible role of change management, a well-known term and often used action in the public administration and corporate sector, in supporting the institutional shaping of positive language attitudes towards regional dialects. The theoretical study is based on the presupposition that the application of the sociolinguistic viewpoint in L1 education in Hungary can be understood as a process of change in organizational and corporate culture. The study aims to point out how the lessons of change management can help move the standard-based viewpoint and subtractive practice in mother tongue education more effectively towards a sociolinguistic and additive approach. Besides these viewpoints, the existing regulations and teaching practices regarding language variability in present-day Hungary are also summarized in the paper briefly. The second part presents the change management theory and its two famous models, and discusses what can be learned from them concerning the field of (educational) linguistics.

Analysis of the current trends in digital transformation

The article is devoted to the study of the directions of digital transformation at the current stage of economic development in order to identify the best ways to improve business models and gain competitive advantages in both the short and long term. The study includes an analysis of the categories of remote work participation and key areas and technologies of digital business transformation. The research findings highlight the importance of focusing on the categories of remote work for efficient use of working time and successful integration of modern elements into business models. The main areas of digital transformation include hyper-automation, hybrid workplace model, digital banking, 5G technologies, artificial intelligence (AI) and Web 3.0. The interaction between these areas determines the prospects for successful implementation of digital innovations. The study shows that companies that initiate changes in corporate culture and implement digital transformation at an early stage are more likely to move towards strategic development and achieve success.

CONSTRUCTION OF CORPORATION CULTURE IN ENTERPRISE MANAGEMENT

With the continuous development of market economy, market competition is also intensifying, which puts forward higher requirements for large enterprises how to improve their core competitiveness. Enterprise traditional corporative culture refers to the gradual formation of the enterprise in the process of survival and development, which is widely recognized and consciously observed by all employees, with the enterprise's unique cultural connotation, historical and cultural tradition, moral code of conduct, core values, code of conduct and legal norms. This paper deeply studies the importance of corporate culture in modern enterprise management, and makes an in-depth analysis on the methods and approaches of corporate culture creation, aiming at providing certain references for the formation and creation of corporate culture. The article examines the essence and concept of corporate culture, examining it from various points of view, namely economic, managerial, sociological, and psychological, and defines its interpretation, outlines different approaches to its definition, and presents its own interpretation. The specifics of scientific thought in the writings of Chinese scientists have been studied. They investigated the impact of corporate culture on organizational activity and human resource management, where corporate culture is understood primarily as a set of norms, principles and traditions accepted by the organization's management and staff, expressed in values, guiding principles of behavior and actions defined by the organization's staff. It was found that most mechanisms of corporate culture are practically not used in the activities of enterprises and organizations, especially public ones. It has been proven that organizations with a strong corporate culture simultaneously have problems related to its construction and implementation. The factors that determine the need to change corporate culture at enterprises and organizations are formulated, namely, the impact of corporate culture on the performance indicators of enterprises, the quality of personnel management, which determines the need for the existence of an effective corporate culture, and this process of its creation and improvement is purposeful. It has been established that thanks to the development and renewal of the existing corporate culture, the management of the enterprise or organization can achieve the planned results both for a separate organizational unit and for the corporation as a whole.

Корпоративна культура, орієнтація на клієнта, інновації як функції менеджменту та базові передумови ефективності бізнесу

Abstract. Introduction. The article examines customer orientation and innovation as components of corporate culture and management functionality. Purpose. The degree of orientation to the consumer, his involvement in the process of development and implementation of innovations, a realistic assessment of the management of the company's focus on the client are considered as the main factors influencing business efficiency. Results. Attention is focused on the interrelationships between the type of corporate culture, the degree of its innovativeness and customer orientation, on the one hand, and the innovativeness of products or services, on the other. Attention is paid to the analysis of research on customer orientation and innovativeness of companies operating in foreign markets, a certain systematization of the results of these studies is carried out. Consumers are considered as direct participants in the process of development and implementation of innovations at all its stages. The main consequences of insufficient customer orientation are analyzed - insufficient and excessive innovativeness of products and services. Since the second one manifests itself more in modern situation, a rather vivid illustration of it using the example of products of IT Companies is provided. Emphasis is placed on differences in assessments of client orientation of managers and consumers, overestimated self-esteem of management. Conclusions. Recommendations on strengthening the orientation of business structures on the client and balancing the level of innovativeness of products and services with the needs of the client are formulated: constant monitoring of the needs of consumers and clients; effective communication with them at all stages of development of innovative product ; "innovative enlightenment" for "pulling up" the consumers to the level of innovation of products or services. Implementation of these recommendations requires significant changes in corporate culture.

The digital transformation of garment product development

Many clothing companies approach digital transformation by focusing on digitizing individual processes or operations. Digital transformation is often limited to specific initiatives or programmes that only impact a few departments. Significant opportunities or existential risks are often the main drivers for digital transformation. Moreover, leaders planning the future of their companies and industries should focus on the opportunity – or existential threat – that these changes present. It is essential to find the ideal balance between focusing on quick results with innovative ideas and laying the foundation for digital transformation, such as unleashing the potential of data and analytics, managing brand and reputational risk, controlling the entire supply chain and closing the digital technology gaps are not the only significant issues. A complete change in corporate culture that puts the customer at the centre is the key component of the ultimate digital challenge for clothing companies. This article presents the opportunities, benefits and challenges of developing garment models with digital tools from Gemini CAD, a Lectra company. These tools include (in addition to the pattern) the product data sheet, a detailed description of all fabrics, trimmings, and accessories, components needed for sourcing, purchasing, and determining the cost of the product, as well as the information needed to publish the product on e-commerce and interact with the customer, including customization.

The Growth of Industrial Revolution 4.0 and the Preparation of Software Engineers in Digital Transformation at Makers Institute Indonesia

The transformation of business models using increasingly big data analytics is one of the most significant changes in today's modern corporate culture. The emphasis in contemporary business has switched from a product to a platform. Human resources as Full Stack Engineers are required to respond to changes in business with the dimensions of the Internet of Things, Big Data, Augmented Reality, and Artificial Intelligence. Efforts to develop Full Stack Engineers are necessary since this is a worldwide and national stage for Software Engineers in the Industrial Revolution Era 4.0. The purpose of this research is to establish the hard skills of prospective Software Engineer graduates from an information technology institute of engineering and technology and the skills needs of the business world in the real world. Makers Institute Bandung's experience in managing Full Stack Engineers has revealed that there is a gap between what they learn in college and what is required. One of the gaps is that what is taught in the classroom does not apply to what is required in the workplace. There isn't truly a relationship. One of the issues that prospective Software Engineers confront is the lack of a robust model of thinking when it comes to constructing device integration.

АДАПТИВНЕ СТРАТЕГУВАННЯ ПОВЕДІНКИ АГРОТРЕЙДЕРІВ НА РИНКАХ ЄС

In today's globalised world, agri-trading plays a crucial role in ensuring livelihoods and development for agricultural producers and individuals and legal entities involved in the food supply chain. The purpose of the article is to study the main approaches to adaptive strategising of agri-traders' behaviour in the EU markets. The author identifies typical components that characterise the structure of business models of leading agro-trading companies. The problems faced by agro-traders and all those involved in the agricultural commodity trade system are identified. The transformation processes in the system of the value chain ‘production and sale of agricultural products’ are substantiated. The key positions of adaptive strategies for medium-sized agro-traders, which are in the most difficult competitive conditions, are substantiated. It is determined that adaptive strategising of agro-trading companies' behaviour is an objective condition for their development at the present stage. This approach to business management and development is based on constant adaptation to changes in the external environment. The main features of adaptive strategising of agro-traders' behaviour are identified. These include constant monitoring of the market, competitors, consumers and technological trends, which allows identifying potential threats and opportunities; development of strategic plans; structure and processes of the organisation, which should allow for quick decision-making and implementation of changes; stimulation of innovation and continuous training at all levels of the organisation; availability of adaptive thinking skills among company leaders. As a result, adaptive strategising of agri-traders' behaviour can reduce risks by responding quickly to changes; accordingly, organisations that adapt to changes faster can outperform competitors. Flexibility in planning and implementation will allow companies to optimise resources and increase the efficiency of business processes. Adaptive strategising, which is systematically implemented by agri-trading companies, requires a high level of coordination and change management; significant investments in technology and training, and often requires changes in corporate culture, which is often a complex and lengthy process. As a result, it is the adaptive strategising of agro-traders' behaviour that is critical for successful business development in today's dynamic and unstable market environment.