Corporate Organizational Culture Research Articles

Corporate entrepreneurship and business performance

PurposeThe purpose of this paper is to investigate the relationship between corporate entrepreneurship (CE), organizational culture (OC) and business performance (BP). Additionally, the study has attempted to address the moderating influence of OC on CE–BP relationship.Design/methodology/approachData were collected from middle managers of Big Five banks of Pakistan. A two-step approach to structural equation modeling was used. Using confirmatory factor analysis, the measurement model fit was determined. The significance of the theoretical relationship was assessed using structural model.FindingsThe results have supported the hypothesized direct and moderated relationship.Originality/valueThe present study extends the body of knowledge in testing the resource-based view of the firm theory and contingency theory through providing empirical evidence on the hypothesized relationships. Additionally, the study has contributed in the existing theory through evaluating the moderating of OC by using interaction effect in partial least squares structural equation modeling (PLS-SEM).

Corporate values of the 25 largest European banks: Exploring the ambiguous link with corporate scandals

Corporate value statements communicate what a firm aspires for and what drives their value creation. In addition, corporate values often also define which behaviors are acceptable and which are not. Ideally, corporate values are representations of a firm's informal corporate values and organizational culture. However, in practice, there is an inherent tension between the aspirations and actual values and ensuing behaviors of and within a firm—let alone the potentially different interpretations of abstract corporate value statements. In this paper, we set out to provide more clarity on what corporate values are, how they are inherently ambiguous, and how in practice they compare to firm involvement in scandals. For this purpose, we study the corporate values of the 25 largest European banks after the financial crisis. “Integrity” appeared to be the most common value among the 25 banks, followed by “customer focus.” Nonetheless, over the past 6 years, 15 out of the 25 studied banks were involved in one or more scandals. Scandals can be systematic or caused by rogue employees, and benefitting the firm or their customers—in the latter case, providing an interesting interpretation of the customer focus value. Additionally, we found that courage or its synonyms were barely mentioned among banks' corporate values, potentially providing an additional explanation for the fast size of the financial crisis. Finally, we found that banks that had inclusive social principles such as respect, solidarity, and equality did not face large‐scale scandals.

Pengaruh Penerapan Corporate Governance (GCG) Dan Budaya Organisasi Pengelola Zakat Terhadap Motivasi Pembayaran Zakat Penghasilan Di DIY

Zakat is a worship that has two dimensions of the vertical and horizontal, which is worship as a form of obedience to God (vertical) and as a duty to fellow human (horizontal). One of the large potential of zakat is zakat income. But so far zakat income has not been well managed including aspects of collection. This study was conducted to determine the effect of the application of the principles of good corporate governance and organizational culture on the motivation to pay zakat income in Yogyakarta Special Region. The result of t test on the variable of good corporate governance has an effect on the motivation of zakat payment of income, it is shown with tcount 3,063 with significance value 0,003. While the organizational culture variable is 2,800 with significance value 0,006. This test shows that the significance value <0.025. F test results on the concurrent effects of good corporate governance and organizational culture shows F count is 6.673 with a significance value of 0.002. This test shows that the significance value <0.05. This test shows that there is a positive influence of Good Corporate Governance and organizational culture on the Motivation of Zakat Payment “. R square value of 0.126 shows that about 12.6% of zakat payment motivation is directly influenced by good corporate governance and organizational culture. Keywords: good corporate governance, organizational culture, zakat income

CHINESE-STYLE CORPORATE CULTURE

The policy of reforms and openness as a program of economic reforms has trig-gered rapid development of Chinese economy. Russian researchers have attempted to study Chinese corporate and organizational culture; however, these studies relied on the Western and Russian theories. The peculiarities of Chinese corporate and organizational culture that resulted in the «Chinese miracle» have remained a challenge. Our research is primarily targeted at the peculiarities of Chinese theoretical concepts of corporate and organizational culture. The research material included monographs and textbooks of Chinese authors on corporate and organizational culture. Our research has relied on the informational approach, cross-cultural and hermeneutic methods. Based on contextual analysis, the authors have come to the following conclusions. Chinese authors differentiate between industrial enterprises and organizations thus defining the two phenomena: corporate culture and organizational culture respectively. Chinese authors also see differences in the concepts of corporate culture developed in the business community and in the academic circles. Chinese authors strongly believe in the objective nature of corporate culture, its determination by the external culture as a form of social reality. According to Chinese authors, the Chinese national culture is a source of its corporate culture. A spiritual (level) layer of corporate culture is instru-mental in the whole system of corporate culture. The Chinese national culture is a basic source of spiritual culture in China, which is an «external» culture in relation to the corporate culture. A spiritual culture is in essence a sum of corporate ideology. A system ic approach used in Chinese concepts allows Chinese authors to talk about institutionalization of corporate culture. Institution-alization is impossible without a proper social demand. Institutionalization and stability of corporate culture requires specific conditions. They are all represented in the Chinese concepts of corporate culture.

CORPORATE CULTURE AS FUNDAMENTAL FACTOR OF SUCCESSFUL ORGANIZATION DEVELOPMENT

In article questions of forming of a corporate culture as tool of the strategic development of the organization directed to increase in competitiveness of the organization are considered. The corporate culture of the organization determines a vector of its development, allows to smooth a harmonization problem of the individual purposes with a common goal of the organization, creates the general cultural space including values, regulations and behavioral models divided by all employees. The corporate culture can influence success of the organization, than other factors more. Strong corporate cultures promote the correct decision making, create a cooperation basis on trust, make nekformalny impact on young employees, promoting development of their personal and professional qualities. Scale of a corporate culture is determined by quantity and firmness of the major views and beliefs accepted by employees. Cultures with many levels of beliefs and values exert strong impact on behavior in the organization. Some cultures accurately range the beliefs accepted by employees, beliefs and values. Recommendations about forming of a corporate culture of sanatorium organizations of Krasnodar Krai are offered. Success in activities of modern sanatorium organizations is determined substantially by unity of personnel, trusting, harmonious and mutually beneficial relations between a management and employees.

Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment

<p>Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X), and the Organizational Culture Assessment Instrument (OCAI) to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.</p>

The Link between Transformational Leadership Traits and Corporate Culture Types: The Prerequisites for Sustainable Performance in Public and Private Sectors Organizations

This study has investigated the link between transformational leadership styles, corporate organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations there by validating the arguments made by scholars and practitioners that organizational performance is more evident in private sector corporations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and corporate organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.

Process Improvement Archaeology: What Led Us Here, and What’s Next?

While in every organization corporate culture and history change over time, intentional efforts to identify performance problems are of particular interest when trying to understand the current state of an organization. The results of past improvement initiatives can shed light on the evolution of an organization and represent, with the advantage of perfect hindsight, a learning opportunity for future process improvements. The opportunity to test this premise occurred in an applied research collaboration with the Swedish Transport Administration, the government agency responsible for the planning, implementation, and maintenance of long-term rail, road, shipping, and aviation infrastructure in Sweden. This article is part of a theme issue on Process Improvement.

Формування позитивної корпоративної культури організацій

Формування позитивної корпоративної культури організацій

Corporative culture as an instrument of human resources management

The article is devoted to the study of the corporate culture of organizations as a strategic tool in human resource management system. The essence of «corporate culture» concept has been studied and explained from the positions of psychology. We consider the main components of the corporate culture. Corporate culture is represented as a socio-psychological phenomenon, which actually determines the nature of the organization (corporate environment) and, consequently, the content of its activity, creating the appropriate worldview, value-regulatory, as well as behavioral patterns of its functioning. The views of foreign and national scientists concerning the classification of organizational culture typologies are analyzed. The article contains a number of theoretical conclusions, practical tips and advices on the further development of the corporate culture of the organization.

The Influence of Corporate Social Responsibility (CSR) and Organizational Culture on Cooperative Labor-Management Relations and Job Satisfaction

Objectives: To investigate the influence of Corporate Social Responsibility (CSR) and organizational culture on cooperative labor-management relations and job satisfaction by targeting small and medium-sized firms within the Seoul and Gyeonggi Province area. Methods/Statistical Analysis: A survey was carried out targeting the employees of small and mediumsized firms within the Seoul and Gyeonggi Province area. 203 questionnaires were collected from 161 firms, and among the 203, questionnaires from firms of less than 10 employees or more than 300 employees were excluded since they did not match the purpose of this study. Furthermore, questionnaires of insincere answers were excluded, and statistical analysis was carried out with 128 questionnaires utilizing SPSS20.0 and AMOS 23.0. Findings: Based on precedent studies, the concepts and dimensions of each factor were investigated and utilized in the final analysis after testing the validity and reliability of measurement items. The hypothesis of this study is verified through structured equation modeling as follows. First, CSR showed a positive (+) influence on cooperative labor-management relations. Second, organizational culture showed a positive (+) influence on cooperative labor-management relations. Third, cooperative labor-management relations showed a positive (+) influence on job satisfaction. Improvements/Applications: This study suggests that CSR activities need to be carried by small and medium-sized firms in order to establish cooperative labor-management relations and improve job satisfaction.

Extending Organizational Memory and Corporate Communications Research via Autoethnography/Autobiography

Culture, business, and communication are overlapping human phenomena. However, corporate communication methods have yet to embrace the complexity of organizational culture. Since the study of culture is anthropological in nature, we propose foregrounding autoethnography/autobiographical approaches and method to analyze corporate organizational culture. We argue that studying corporate communication, public relations, and society via the lenses of organizational culture and subsidiary organizational memory can provide unique insights into practice of corporate communication and the theorizing of organizational memory research. In this case example, we answer this question: In what ways can autobiographical/autoethnographic narratives of organizational members inform the theory, research, and practice in corporate communication?

The Role of Gender in Business Process Management Competence Supply

While Business Process Management (BPM) was originally focused on Information Technology as a key factor driving the efficiency and effectiveness of organizational processes, there is now a growing consensus among practitioners and academics that BPM represents a holistic management approach that also takes such factors as corporate governance, human capital, and organizational culture into account. Studies show that the BPM practice faces a shortage of competence supply that stems from a shortage of qualified BPM professionals. At the same time, there is a distinct underrepresentation of women in technology-related fields; it has been suggested that gender stereotypes are one of the reasons for this underrepresentation. The goal of this research paper is, thus, to better understand the role of gender in the BPM competences supply. In this study 10,405 LinkedIn profiles of BPM professionals were analyzed using a text mining technique called Latent Semantic Analysis. Twelve distinct categories of supplied BPM competences were identified and it was investigated how far gender biases exist among BPM professionals. The nature of BPM-related competences is discussed, together with the differences in their presentation by male and female professionals, which indicate potential existence of gender stereotypes. Further, it is discussed how the apparent underrepresentation of women among BPM professionals can be addressed to close the competence gap in the field. The study contributes to both the call for research on human capital in the BPM field, and the calls for research on gender and gender stereotypes in technology-related fields.

The impacts of organizational culture on information security culture: a case study

Information security cannot rely solely on technology. More attention must be drawn to the users' behavioral perspectives regarding information security. In this study, we propose that a culture encouraging employees to comply with information policies related to collecting, preserving, disseminating and managing information will improve information security. Information security culture is believed to be influenced by an organization's corporate culture (or organizational culture). We examine how this occurs through an in-depth case study of a large organization. We present a relationship map for organizational culture and information security practices. Six propositions are drawn from the findings of our interviews and discussions. Managerial insights, such as how to measure an organization's information security culture and subsequently determine what perspective(s) is important for the organization to improve, are also discussed.

Corporate (Organizational) Culture of Archaeological Expeditions

Archaeological expedition as a cultural phenomenon can be analyzed not only through the concept of “subculture” regarding its members, but also through the mechanism of its organization and functioning as a set of corporate (organizational) culture attributes. The use of this term reveals new possibilities for the analysis of this phenomenon functioning as a way to obtain new scientific information by the field research methods as a total of interested people who promote these researches. Expedition, in this respect, has a unique mixture of specific behavior and value norms, traditions and customs, patterns of everyday life in all their diversity and participants’ ways of thinking that are often intentionally formed by the expedition leaders to ensure achievement of the field work objectives. Use and perception of this methodological device can potentially allow forming the corporate culture of those expeditions where it has not been formed yet.

PRACTICAL ASPECTS OF OSAI METHODOLOGY IN ASSESSING THE ORGANIZATIONAL CULTURE OF AN ENGINEERING COMPANY

This article is intended to generalize and highlight the practical application of certain science-based approaches to assessment of an engineering company’s organizational culture. The OSAI method application has enabled determining the type of the organizational culture existing within a company and the desirable type thereof, i.e. the one which would produce a positive effect on the competitive status of a company, as well as on the utilization of its human resources. This is important because an appropriate level of the organizational culture within a company would enhance the psychological climate within a company and would provide an opportunity for improving its performance. Methodology . In order to attain the goal of our research, it is necessary to diagnose the type of the organizational culture of some selected companies and draw a conclusion as to amendment of their organizational culture. In order to ensure the successful outcome of the corporate organizational culture diagnosing procedure, let us use the OSAI tool to determine the foundation of such culture. This organizational culture assessment tool helps to define the organizational culture which members of a company are to achieve in order to meet the demands and to respond to the dynamic changes in the business environment. The results showed that the assessment of organizational culture using the method made it possible to determine the OSAI required type of organizational culture on the test plants. Practical implications . Definition of recommendation type of organizational culture has enabled the leadership to change the style of his behavior and better motivate the labor collective. Pay attention to the existing problems and improve the psychological atmosphere in the team, as well as improve the efficiency of plant personnel. Value/originality . The data obtained for the four businesses lead to the conclusion that it is the method of evaluation the optimum procedure for organizational culture assessment.

THE IMPACT OF CORPORATE CULTURE ON PRODUCTIVITY OF FIRMS IN GHANA: A CASE OF VODAFONE GHANA

It is believed that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Thus, many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. Organizational culture does not only affect the manner in which managers manage and consequently shape employee behavior, but also the total output and the way it provides services to its customers. Corporate culture or organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. Corporate culture covers moral, social, and behavioral norms of one’s organization based on the values, beliefs, attitudes, and priorities of its members. The researcher can say that corporate culture does have a positive impact on the productivity of any organisation, and with Vodafone, it does increase its productivity. Key words: corporate culture, impact, firms, telecommunication and productivity.

Organizational Corporate Culture on Employee Performance

This research paper measures empirically the effectiveness of organizational corporate culture on employee performance as well as Employee's productivity using Indian banking industry. We try to analyze if organizational corporate culture affects employee's work performance, and to formulate suggestions regarding corporate sector culture and employee's performance. To obtain the above objectives, the some of the research questions were asked: Does corporate sector culture have any impact on employee work performance? And how does organizational corporate culture influence in employee job performance? Two hypotheses were framed: (i) There is no positive relationship between organizational corporate culture and employee's work performance, and (ii) There is no positive relationship between corporate sectors organizational culture and organizational productivity in Indian banking industry through survey method .Samples were selected using stratified random sampling and simple random sampling methods; while our sampling respondents were selected using simple random sampling method. The findings are that a large number of respondents almost more than half of the respondent strongly agree that organizational corporate culture has influence on employee work performance, and that nearly half of the employees also agree that culture of corporate sector determines the level of productivity of the organization.

Organizational Culture

If you do not guide the culture, the culture will guide you. Culture refers to the shared values among members of a group. It can be a family, an organization or a country. While the influence of national culture has long been recognized, in terms of corporate (organizational) culture, the word is very young in management literature. It should be noted that there is no concept of good or evil. Managers should be aware that organizational culture is compatible with the organization's mission and strategy. So the criterion for judging a culture is to what extent it goes on the same track with the tasks of the organization. Organizational culture is a double-edged sword. On one hand, it is considered as a ground which may facilitate reaching the organizational goals and on the other hand, it can be a barrier on the edge of change. Logical principles and organizational culture change (if it is) largely depends on team training is changing. In this paper an attempt has been made to examine the concepts of culture, organization, organizational culture, organizational culture and management high importance component factors in the management of organizational culture is one of great and solemn duty is to be paid in the third millennium.

Knowledge transfer across dissimilar cultures

PurposeThe purpose of this paper is to examine factors that impact knowledge transfer from the parent corporation to subsidiaries when there are differences in the national culture of the parent corporation and the subsidiary. Transferring knowledge can be especially difficult when the source and recipient do not share common beliefs, assumptions and cultural norms. Therefore, this study examines how trust, cultural alignment, and openness to diversity influence the effectiveness of knowledge transfer from the HQ to the employees in the subsidiary.Design/methodology/approachSpecifically, the study examines knowledge transfer between the headquarters of a multinational corporation in Norway and its Vietnamese subsidiaries, making use of a survey administered to all 70 employees in the Vietnamese subsidiaries.FindingsThe results show that individual's trust of the HQ and their openness to diversity are key factors influencing local employees' ability to learn and obtain knowledge from foreign HQ. The extent to which there is alignment between the organization's corporate culture and the individual's cultural values, on the other hand, appear to make little difference to knowledge transfer from the HQ.Practical implicationsThis paper contributes to the literature in cross border knowledge transfer, showing that due to geographical distance or cultural differences between the HQ and the subsidiary, the cultivation of trust and openness to diversity on the part of local employees is critical for knowledge transfer.Originality/valueThe paper also contributes by examining knowledge transfer in an international context.