Corporate Culture Management Research Articles

Exploration on the Change and Development Trend of Corporate Culture Management in the New Era

The management reform of modern companies shares both common and unique characteristics. Changes in corporate culture management are closely tied to broader trends, with the unique changes characterized by diversification. Corporate culture management reforms in Japan, the United States, Europe, China, and other countries are influenced by their unique cultural heritage and changes. The reform of corporate culture management in various countries and regions in the world today has the following common characteristics: First, they have moved beyond emotional management and entered a stage of rational system management, gradually improving over time. Second, corporate culture management has been elevated to the highest level of corporate management, making it central to business activities. From the perspective that can be seen at present, in the global scope, corporate culture management in various countries and regions shows three development trends: firstly, the increasingly strong modern market concept; The second is to introduce values assessment and deeply embed it into corporate culture; And third, the introduction of artificial intelligence into modern corporate culture management.

Convergence and Innovation of Artificial Intelligence in Corporate Strategic Planning: Opportunities, Challenges and Future Research Directions

In the contemporary digital era, the swift evolution of Artificial Intelligence (AI) has not only revolutionized various sectors but has also become an indispensable asset in corporate strategic planning, decision-making processes, and operational efficiency. This paper delves into the multifaceted applications of AI across a myriad of industries, providing a comprehensive analysis of its integration into corporate strategy and its profound impact on business operations. This study adopts a comprehensive research methodology that merges qualitative case studies with quantitative data analysis to scrutinize the practical use of AI in strategic planning. It delves into the interdependent relationship between AI and conventional digital frameworks, such as Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP) systems. The research aims to illuminate how the fusion of these technologies can substantially enhance corporate competencies and optimize operational workflows. The study's findings indicate that while AI has the potential to offer transformative solutions, its integration into strategic planning is not without challenges. Ethical considerations, legal ramifications, and societal implications must be carefully navigated. Additionally, the study reveals a notable void in existing literature concerning the enduring strategic ramifications of AI and its effects on corporate culture and talent management practices. This gap highlights the need for further exploration into how AI shapes the long-term strategic direction and internal dynamics within organizations.

The correlative factors of enterprise culture and enterprise human resource based on data analysis and federated learning

Under the current big topic of enterprise management, how to cultivate, use, and maintain talents is the critical problem of modern human resource management. Based on big data mining, cloud computing, and other related model optimization technologies, this study explores the crucial significance of enterprise culture construction and enterprise human resource management in achieving the business objectives of the entire enterprise. The establishment of this model also means that the enterprise’s profit margin and business indicators have been improved and developed under a certain model. The case results demonstrate that the optimized competency model is significant to studying corporate culture management system behavior, policy analysis, and improving corporate human resource management policies.

Legal Policy Recommendations for Fostering Green Business Development: A Case Study of Enterprises in Vietnam

Green growth is one of the development trends many countries worldwide aim for Vietnam; green growth is also gradually becoming inevitable. However, businesses are among the critical subjects contributing to green growth and are still not interested in this trend. Objective: The article aimed to identify the key factors affecting green business development and proposed legal policy implications for green business development. Methodology: The author applied quality and quantitative methods; based on the study goal, the author surveyed 800 managers of green enterprises in five provinces and three cities in Vietnam and used structural equation modelling based on the quantitative research method. Result: The findings explored five critical factors affecting green business development: (1) financial capacity, (2) corporate culture, (3) leadership and business management capacity, (4) mechanisms and policies of the government and localities, and (5) the interaction of components in the business ecosystem. This comprehensive set of recommendations provides a strategic roadmap for Vietnam to foster green business development through effective legal policies. Conclusion: The article's contributions proposed recommendations to management agencies in developing and implementing mechanisms and policies to support and promote businesses to build in a green direction. Implementing these legal policy recommendations can significantly enhance the development of green enterprises in Vietnam. Unique Contribution: The novelty of this study was to supplement and complete the system of criteria for evaluating green business development, which is also the basis for businesses to recognize the effectiveness of current activities. Key Recommendation: From the above results, the author proposed to establish green financing programs, including low-interest loans, grants, and subsidies for green business initiatives to make improvements in each stage of the production process to increase efficiency while minimizing negative impacts on the environment.

Strategic thinking of managers: a systematic review of the literature

The purpose of the study is to provide a systematic literature review that identifies the key reasons for the development of strategic thinking in companies. In the current economic environment, considering the integration of Kazakhstan into the global community, it becomes clear that the effective development of strategic thinking is necessary not only for small and medium-sized businesses, but also for large companies requiring deep reforms. The methodological basis of the study is the principles of economic theory in the field of management and strategic management. As part of the study, an analysis of the main works of classical scientists and modern researchers in the field of strategic thinking was conducted using methods of systematic literature review and bibliometric analysis. The total number of literary sources used is thirty. As a result of the study, four main factors (antecedents) for the development of strategic thinking were identified, which were most often mentioned in foreign studies and substantiated through scientific methods of analysis: vision, creativity, corporate culture, and knowledge management. The significance of this study lies in identifying and justifying the significance of these factors in the development of strategic thinking, which can become a competitive advantage in the market.

The role of effective communication and collective intelligence in digital transformation of a company

The subject of the study is the role of effective communications and the mechanism of meaning emergence in the collective mind of a complex commercial social and technical system. We have synthesized the provisions of traditionally studied separately spheres of knowledge such as the communication theory, collective intelligence, corporate culture management, and motivation theory in the context of digital transformation of companies. The analysis of these concepts together provides a deeper understanding of the knowledge acquisition processes necessary to improve digital transformation effectiveness. The paper formulates the effective communication management principles that contribute to tacit knowledge identification and its successful formalization. We have proposed a distinction of related terms such as data, information, knowledge, understanding, wisdom, and vision. The applied nature of the study is to deepen the understanding of the mechanism of innovative ideas emergence and to propose measures to minimize the risks of managing the communication system in organizations. The following approaches have been considered: values management, emotional intelligence development, decision-making routes and motivation mechanisms personalization, communication formats specification. The article may be useful for researchers whose interests include innovative trends in management, entrepreneurial activity development and enterprises digitalization effectiveness. The study results may be useful for managerial practitioners who develop and implement strategies for enterprises innovative development.

The Blurry Line Between Corporation and Cult: A Retrospective Autoethnographic Study

In popular management literature corporations are sometimes loosely compared to cults. The comparison is a severe allegation as it implies the transgression of subordinate employees’ integrity. This paper explores to what extent such comparisons with cults are warranted as well as the implications this has for the practice of corporate culture management. On grounds of the author’s unique, first-hand experience in both corporate and cultic environments a retrospective autoethnographic (RAE) approach was chosen to further explore the supposed resemblance. The comparison is structured along Lifton’s eight criteria of thought reform and reveals that although akin to cults in all aspects corporations also fundamentally differ due to the infeasibility, at least for now, of controlling the corporate environment in totalist fashion. This might explain why so many attempts to change corporate cultures fail as these initiatives are based on the anachronistic idea that culture change can be “implemented” by somehow “inculcating” employees with “company values.” A sanitized form of brainwashing that fails in the corporate environment.

ОЦІНЮВАННЯ ФАКТОРІВ, ЯКІ ВПЛИВАЮТЬ НА ЕФЕКТИВНІСТЬ УПРАВЛІННЯ РИЗИКАМИ ПІДПРИЄМСТВ У СИСТЕМІ ЦІННОСТЕЙ ЦИРКУЛЯРНОЇ ЕКОНОМІКИ

The modern economic and environmental context presents complex challenges for Ukrainian enterprises, including the need to integrate environmental standards and principles of the circular economy into risk management strategies. Ensuring business stability requires the implementation of innovative technologies and the development of new management practices aimed at increasing efficiency and reducing negative environmental impact. The adoption of circular economy principles entails significant changes in business models, involving alterations in production processes, consumption, waste management, and resource reuse. In this context, particular attention is given to analyzing the risks associated with these changes and developing methods for their minimization and management. This approach requires both scientific justification and practical testing on real business structures. The article argues for the importance of integrating sustainability into corporate culture and strategic risk management processes within the context of the circular economy. It is argued that a harmonious combination of risk analysis with sustainability considerations, active engagement of stakeholders, development of strategies reflecting circular economy principles, and transparent reporting are necessary. These aspects together form a comprehensive approach to risk management, contributing to the sustainable development and long-term success of enterprises. It is demonstrated that such an integrated approach is crucial for effective risk management in the conditions of the circular economy, as it takes into account not only financial but also social and environmental aspects of enterprise activities. The role of innovation and technological progress in risk management within the circular economy is emphasized. Innovative approaches can contribute to more efficient resource utilization, waste reduction, and optimization of production processes, which are key elements of the circular economy. Thus, focusing on innovations and technologies can further strengthen the strategic risk management model, oriented towards sustainability and efficiency.

МЕТОДИ ВДОСКОНАЛЕННЯ КОРПОРАТИВНОЇ КУЛЬТУРИ ОРГАНІЗАЦІЇ ЯК ФАКТОРА СТРАТЕГІЧНОГО РОЗВИТКУ ІННОВАЦІЙНОЇ ДІЯЛЬНОСТІ

There is an opinion that corporate culture is formed independently and spontaneously in connection with the influence of various values of employees, partners from the production chain, customers, and the environment. But as a result of the uncontrolled creation of corporate culture, its inconsistency with business goals and the innovative strategy of the organization is possible. The most effective purposeful creation of corporate culture. In this case, the rules and principles governing relations in the organization must be formulated in writing and binding on all employees, regardless of position and status. Corporate culture refers to effective tools of business development strategy and creates the image of the organization. Its creation is focused on the growth of competitiveness and is related to innovations aimed at the business goals of the organization. Corporate culture exists in any organization, regardless of the presence of a separate division under this name. Specialized management of corporate culture provides an opportunity to develop the organization’s business. Such an organization will have weight and appeal to shareholders, business partners and future employees. The article examines the issue of creating a corporate culture as a tool of strategic innovative development of the organization aimed at increasing the competitiveness of the organization. The corporate culture of the organization determines the vector of its development, makes it possible to adjust the issue of personal goals with the goal of the organization, creates a common cultural space that includes norms, values and behavioral models agreed with all employees. Corporate culture can have a greater impact on an organization’s success than other factors. Strong corporate cultures develop rational decision-making, form a basis of cooperation based on trust, informally influence young employees, developing their personal and professional qualities. The scale of corporate culture is determined by the stability and number of the most important views and beliefs accepted by employees. Cultures with many degrees of beliefs and values significantly influence behavior in an organization. Some cultures have clearly shared values, beliefs and beliefs held by employees.

Optimization Research on Evaluation Indicators of Corporate Culture Management Based on Improved Particle Swarm Algorithm

Optimization Research on Evaluation Indicators of Corporate Culture Management Based on Improved Particle Swarm Algorithm

КОРПОРАТИВНА КУЛЬТУРА АВІАКОМПАНІЙ В СУЧАСНИХ УМОВАХ

Airlines are required to not only adapt to shifting market conditions and technological improvements, but also to rethink and construct their own corporate culture in order to stay up with the current stage of growth in the aviation industry, which is facing significant upheavals. This is vital in order for airlines to be able to keep up with the current stage of development. In addition to the pandemics-specific challenges that were brought on by COVID-19, and the war in Ukraine, the concurrent socioeconomic crisis brought about an additional focus that was of utmost significance. In order to determine the influence that the pandemic of the coronavirus disease and the war have had on the management of the corporate culture of airlines, the goal of this essay is to investigate the impact. The aim of this paper is to analyze the ways in which corporate culture influences many aspects of airline operations. These aspects include the internal interaction and motivation of employees, as well as the outward image and communications with consumers. Tools for managing airline corporate culture during a crisis include communication platforms, psychological support programs, skills training, leadership development initiatives, and airline employee opinion and feedback tools. These tools help airlines adapt to change during a crisis, maintain a healthy corporate culture, and support their employees. Setting clear goals and regular monitoring of performance indicators are important for timely adaptation of corporate culture management strategies. It is appropriate to use the KPI system of airlines for the development of corporate culture in the conditions of modern challenges. The KPI system is offered as follows: KPI 1: Level of employee engagement; KPI 2: Reducing the level of stress among employees; KPI 3: Level of training and development of employees; KPI 4: Improvement of leadership skills in management; KPI 5: Improvement of corporate culture based on feedback. There is a possibility that the study will be useful to academic scholars, analysts, and businesses. Potential route for further exploration, regarding the development of corporate culture in the face of both exogenous and endogenous unpredictability, is the digitization of the key performance indicator system that is adopted by airlines.

Are rural accommodation employees able to aspire to transcendent happiness in their work? An exploratory model

In this paper, we aim to propose formulas based on indicators to develop the transcendent happiness of employees in the tourism industry. Specifically, three factors are proposed as determinants of transcendence happiness (THP): corporate culture (CO), internal communication (IC), and employee-centered personnel management (EPM). To this end, a model proposes to help guide employees in the tourism industry toward happiness. From a sample of 443 employees in tourist accommodations in Spain, we explore the feasibility of an SEM-PLS model based on already validated scales. Our results show, on the one hand, the critical role of organisational culture in the pursuit of employee happiness and, on the other hand, the mediating effect of internal communication between personnel management and transcendent happiness. This ground-breaking study fills two gaps in the current happiness management literature. The first is considering transcendent happiness as an innovative key to corporate governance. It requires a corporate culture that fosters all human capital’s personal growth and work-related well-being. In addition, secondly, to demonstrate that the variables of internal communication and passion at work positively influence the transcendental happiness of internal customers in rural establishments. Between internal communication and personnel management based on the employee’s growth, the organisational culture has the most significant impact not only on personnel management but also on the achievement of the happiness of private employees. To this end, rural accommodations should design organisational patterns based on codes of conduct in the social relations between employees and managers.

Корпоративная культура университета: роль профсоюза

One of the important functions of personnel management at present is the management of corporate culture. The culturological approach in management allows you to combine all forces (resources) to achieve the goals of the organization, solving its tasks. This approach allows us to take into account the uniqueness of a particular company, to focus on the integration of all personnel in achieving the goals of the organization, the formation of loyalty, competencies, solidarity. Among the functions of the trade union noted in the documents of the organization, the organizational function, the organization of cultural mass, sports events, traditional professional holidays are presented. The role of management in the development of corporate culture is undeniable, at the same time, bipartisanship at the local level, as well as tripartism at other levels of social partnership presupposes the participation of employees (their trade union representatives) in the development of labor and other relations, in the improvement of corporate culture in the organization. The formation of values and norms, certain stereotypes of behavior occurs within the framework of the concept of social partnership in the organization. The role of the trade union as an organization uniting employees, as a participant in social partnership is in demand. This role is noted in the conducted research through the participation of the trade union in supporting traditions in the organization, participating in negotiations, discussing a Collective agreement, supporting staff in difficult situations (providing material, informational and legal assistance to trade union members and all employees of the organization) and other areas. The trade union participates in the management of corporate culture, which includes not only the management of the internal environment of the organization, but also the management of the image of the organization, its business reputation.

Corporate social responsibility and corporate tax aggressiveness: Evidence of mandatory vs. voluntary regulatory regimes impact

This study aims to investigate whether corporate social responsibility activities are associated with more or less tax avoidance by focusing on this interrelationship in mandatory vs. voluntary regulatory regimes. The sample includes 6,668 firm-year observations of Chinese A-share firms listed on the Shanghai and Shenzhen stock exchanges over 2011–2019. The study uses corporate culture and risk management theories to develop the hypotheses. Regression analysis and various robustness tests are employed to test the hypotheses. The data are retrieved from the HEXUN CSR system and CSMAR and WIND databases. Consistent with the predictions of corporate culture theory, which argues that aggressive tax avoidance cannot be synchronously coupled with corporate social responsibility, the paper finds that notwithstanding regulatory regime, when the level of corporate social responsibility increases, the level of tax aggressiveness decreases. Thus, the results show that firms reporting corporate social responsibility tend to be less tax aggressive. Firms that engage in more corporate social responsibility activities are less likely to be tax aggressive, irrespective of regulatory regimes in place. Moreover, pollution indicators have little effect on corporate social responsibility and tax aggressiveness in Chinese institutional settings. The study contributes to the business ethics literature by implying the role of tax avoidance as a part of CSR and not as a separate non-CSR element of companies’ activities. AcknowledgmentThis paper is co-funded by the European Union through the European Education and Culture Executive Agency (EACEA) within the project “Embracing EU corporate social responsibility: challenges and opportunities of business-society bonds transformation in Ukraine” – 101094100 – EECORE – ERASMUS-JMO-2022-HEI-TCH-RSCH-UA-IBA/ERASMUS-JMO-2022-HEI-TCHRSCH https://eecore.snau.edu.ua/

Corporate culture of organization: Social capital management under challenges and risks

The criteria for the analysis of the emotional-psychological state of the organization’s personnel imply the study of the capitalization of cultural values and the presentations of results in the form of mathematical indicators of the projective situation. In the article, corporate culture is considered through the capitalization of its team’s cultural values and its business reputation. The study is based on the metric data (parameters) of the capitalization of cultural values in the context of their application to assess the behavior and cultural ethos of the organization’s team. The object of the applied research was the collective of the private enterprise providing services in the fuel-energy sector; the authors examined the social factors in the formation of its corporate culture (the survey focused on the personnel and managers’ assessment of the social-psychological climate and was based on the quota sample consisting of 16 managers and 100 staff members). The results of the study allow to develop a technology for the effective management of corporate culture under new challenges and risks. Traditions of cooperation, trust and reciprocity were considered on the basis of the works of the classics of sociology. The authors suggested the criteria (parameters) for assessing social capital and social norms which reveal the personnel’s abilities and are developed by the organization in a certain period. The study showed discrepancies in the assessment of the parameters of corporate culture by managers and staff. Thus, managers attach great importance to such a parameter as the emotional-psychological state of the team, while the staff does not appreciate the mutual understanding of micro-groups and shows less emotional involvement. Such results confirm the problems in the management of corporate culture as social capital.

Kreativni menadžment korporativne kulture

The creative aspect of management applied in the corporate environment is becoming more and more a necessity of the modern way of doing business, which can be of crucial importance for the successful operation of both individual companies and the economy as a whole. Certainly, it should be borne in mind that the influence of creativity in management is not a new concept, but it is certainly a way of doing business that has its practical aspect in modern management theory and practice. As the corporate culture itself has its basis in the development of a vision, which achieves competitiveness in the market, the creativity of the management in such an environment is of paramount importance. Conceptual framework and relationship that is realized in the domain of culture-creativity-corporation, that there is a new potential for the company with the realization of quality and development, both from the economic and human aspects.

The analysis of whole industrial chain of Samsung Semiconductor

This article mainly analyses the advantages and disadvantages of the whole industrial chain strategy in the context of the epidemic, and takes Samsung semiconductor industry as an example to demonstrate whether the whole industrial chain strategy is correct, the author's suggestions are also given. First, we will show the impressive sales of Samsung Semiconductor against the situation of epidemic to prove that Samsung has made the right strategic decision in the semiconductor sector and I introduces why Samsung chooses the path of semiconductor industry chain. Second, the whole industrial chain strategy of manufacturing industry is introduced and its advantages and disadvantages are analysed. Third, it studies and analyses Samsung's corporate culture, employee and supplier management, the process of full industrialization of Samsung Semiconductor and the mistakes made by Samsung Semiconductor. Finally, judge whether to support Samsung's whole industrial chain development strategy, and give the author's suggestions. Through the research, it is found that even if there are defects in the strategy of semiconductor industry chain, there are defects in the internal management caused by the expansion of enterprise scale, which is specifically manifested as the neglect of employees' safety conditions. However, the authors believe that even with the drawbacks, it is still the right strategic decision for semiconductor companies. In order to deal with the defects, this article suggests promoting enterprise transparency, introducing social and public opinion supervision into enterprises, and forcing enterprises to actively safeguard the rights and interests of stakeholders.

What Are the Main Objectives of Reward Management Systems, and How Has Best Practice Influenced the Development of Them?

As companies place greater emphasis on human resource management, reward management systems are increasingly being introduced to motivate employees and improve individual and organisational performance. The purpose of this paper is to discuss the objectives of reward management systems, best practices of reward management systems and how these practices can positively or negatively impact on the development of objectives. In addition to this, the drawbacks of reward power and transformational leadership from a gender perspective will also be explored. Using some typical examples, such as the bankruptcy of Enron, this paper concludes that managerial power and transformational leadership approaches are flawed and exaggerate the power of leaders in corporate decision-making. Companies should adopt both benchmarking and 360-degree feedback and focus more on ethical corporate culture, effective leadership and flexible compensation management systems to maximise the positive outcomes of best practice in compensation management systems.

FORMATION AND DEVELOPMENT OF INTELLECTUAL CAPITAL AS A PREREQUISITE FOR INCREASE OF COMPETITIVENESS POTENTIAL OF THE ENTERPRISE

The article considers the directions of intensification of personnel activity as a factor of increase of innovative activity of enterprises and growth of their competitiveness. The purpose of the article is to outline the areas of purposeful development of enterprise personnel - using innovative approaches - to increase their intellectual activity and competitiveness. The results are obtained due to the application of methods of analysis and synthesis, abstraction, systematization, generalization and systems approach. The article emphasizes that due to the growing requirements for the educational and qualification level of employees of enterprises and organizations, increasing the competitiveness of both individual employees and enterprises should occur due to the development of personal competencies of individual employees in parallel with the development of corporate competence of staff as a whole. Competitive enterprises implement programs of "continuous professional development of staff". It is substantiated that in order to activate the personnel of enterprises, the management should use innovative approaches to the management of personnel development and corporate culture: tools for the development of leadership competencies; the latest effective personnel technologies (development, training, loan work, etc.); holacratic principles of management in organizations with a "flat hierarchy". An innovative and non-standard approach to personnel development management in corporations can be used by the management of enterprises to improve the processes of personnel development and intensify its innovative activities.

Corporate Culture Challenges in the Wake of COVID-19: Alibaba Group Case

The COVID-19 pandemic, having changed the organizational environment of the company, has become a serious test for the corporate culture. Unfortunately, there are not many studies devoted to how crisis situations affect the corporate culture of enterprises. The purpose of the study is to find out how the pandemic has affected the corporate culture of companies. The goal set required a deeper understanding of the concept and functions of corporate culture, as well as an analysis of possible problems of corporate culture management in crisis. The starting point for the study was the idea that without a well-formed corporate culture it is impossible to build a strategy for the sustainable development of the company. A hypothesis was put forward that with a change in the external environment, working conditions and organization of the workplace in a crisis situation, the basis of corporate culture, namely the values that make up its basis, remain unchanged. Using the desk research, we analyzed the measures taken by the leadership of the Chinese company Alibaba Group to solve the organizational problems caused by the COVID-19 pandemic, and to find out whether these measures were in line with the corporate culture of the company. The study led to the conclusion that it was the preservation of the deeply-rooted values shared by all employees that allowed Alibaba Group to survive in turbulent times of crisis. These partial conclusions can be used to assess the possible global consequences of a change in corporate culture in pandemic, as well as lay the basis for future research.