Corporate Organizational Culture Research Articles

Faktor-faktor yang mempengaruhi kinerja karyawan di Kota Pekanbaru


 
 
 
 This study aims to examine : The influence of good corporate governance, organizational culture, motivation competence, leadership style and utilization of information technology on the employee performance. The study was conducted at companies in the Pekanbaru City.
 This research was conducted on 87 people who work in the 20 companies in the city of Pekanbaru. The results showed that: good corporate governance has influence on employee performance where in its implementation it will have a positive impact on the organization, organizational culture has a role in organizational growth that will support performance, motivation of each individual will encourage the achievement of organizational targets through good employee performance, competencies possessed by human resources also become Important factors in achieving organizational goals, leadership style and the use of information technology also has an influence in employee performance in companies of Pekanbaru City.
 
 
 
 
 

An Exploratory Study of Corporate Singing and Organizational Culture

This study examined corporate singing, specifically when members sing together in religious organizations. Consistent with the literature, we found that organizations whose members participate in corporate singing, versus merely listening to others sing, had more prosocial behavior (i. e., greater voluntarism). In addition, the study examined whether four different types of singing (chanting, unison, harmony, or a combination of types) aligned in predictable ways with the four organizational cultures associated with the Competing Values Framework (bureaucracy, market, clan, and adhocracy, respectively), and found some support for three of the hypothesized relationships. Implications are discussed.

Corporate culture of organizations in pandemic

This paper deals with the peculiarities of the corporate culture organization amid pandemic. It is noted that the corporate culture of the organization is its basis. For a long time, corporate culture had been like a set of ethical and moral rules of organizational behavior. However, pandemic has changed everything. The present situation significantly influenced the transformation of the organization’s Corporate Culture Code and first of all, business processes online implementation. The corporate culture is an important component of the overall organization strategy. The effectiveness is based on strategy implementation. Corporate culture is the most powerful strategic management tool. The effectiveness of the organization’s future results depends on the application correctness. The main corporate culture formation factors of the organization such as vision, values, practice, people, place, history are presented and describe. The corporate culture is an invisible part of the organization. However, it is quite tangible for customers, consumers, partners, and other participants in the business world. The main markers of organization corporate culture formation: the organization structure, the organization’s staff appearance, communication style in the organization, the organization’s «internal cultural world», the employee’s attitude to the organization prospects are presented and described. These markers are essential for general understanding of the organization’s corporate culture, as a whole. However, these markers of the organization’s corporate culture are inherent in offline activities. The organization’s corporate culture amid pandemic is somewhat different. The main emphasis here is on the ability to adapt ethical and moral principles in the online business environment. According to the Global Culture Report (2021), the main elements of the organization’s corporate culture affected by the pandemic are identified. The first of them is the staff (human factor). Another is effective work with technological support in the organization. There are no «correct rules» for creating the organization’s corporate culture. There is some experience and theoretical and practical provisions that can be used to improve the organization’s corporate culture.

A Study on Agile Transformation in the New Digital Age

In the face of recent digital and digital transformation, companies and industries are trying to be agile to adapt and respond to change. Agile paradigm is spreading beyond the boundaries of existing applications such as IT-related projects and software development. In this regard, this study, we analyzed the diffusion of agile paradigm by text mining abstracts of research papers from 2001 to 2019. In addition, we discussed agile transformation in the Fourth Industrial Revolution. Through this study, we confirmed that we are studying agile transformation in various fields such as business environment, corporate organizational culture, manufacturing industry, and supply chain. The results of this study will contribute to understanding the meaning and role of agile as a basic paradigm for digital transformation in the Fourth Industrial Revolution.

Features of corporate culture influence on organization efficiency

This article shows relationship of corporate culture influence on organization efficiency and relevance of this topic, which is of great interest due to lack of development of this issue. The study of corporate culture of organization is due to qualitative changes in approaches regarding the influence of corporate culture on organization effectiveness. Organization efficiency requires that its culture, strategy, environment and technology are interconnected and aligned with each other. There are two ways that corporate culture can influence the life of an organization. Firstly, culture and behavior mutually influence each other. Secondly, culture affects not so much what people do, but how they do it. In process of formation and implementation of corporate culture, in our opinion, factors such as leader’s culture and national culture, organization’s mission, industry, external environment, structure and size of organization, etc. should be taken into account. The ability to solve goals and objectives set for corporate culture determines its effectiveness. In the study, authors revealed theoretical foundations of formation of corporate culture and its content, examined methods of studying corporate culture of organization and identified best methods for developing corporate culture of foreign countries. As a result of analysis and sociological research to improve corporate culture of BadysSidi Company LLP, authors developed recommendations for further development. Corporate culture requires ability to manage it in order to make changes effective. Effective management requires availability of appropriate management tools and real assessment of state and level of development of corporate culture.

PENGARUH KOMITMEN TUGAS PIMPINAN PERUSAHAAN DAN BUDAYA ORGANISASI KARYAWAN TERHADAP EFEKTIVITAS KERJA KARYAWAN PADA CV TRIKARSA UTAMA

ABSTRACT
 
 This study aims to reveal the influence of the Commitment of Corporate Leadership (X1) and organizational culture (X2) to the effectiveness of employee work (Y). The research method used was a survey method. The sampling technique uses stratified random sampling. The research sample amounted to 48 respondents. The trial results of the research instruments show that the reliability of the Likert scale instrument of organizational culture is 0.917, work motivation is 0.792, and work effectiveness is 0.854. Analysis of the data used is regression analysis. The conclusion of the research results revealed: (1) There is an influence of the Commitment of the Leadership of the Company to the effectiveness of the work of employees. From the analysis results obtained a regression coefficient of 3,336 means that the influence of the Commitment of the Leadership of the Company amounted to 33.36%. (2) There is a positive influence of organizational culture on work effectiveness. From the analysis results obtained a correlation coefficient of 3742 means that there is a positive influence of organizational culture on work effectiveness by 37.42%. (3) There is a positive influence of the Commitment of the Company's Leadership Tasks and organizational culture together on work effectiveness. From the results of the analysis obtained a regression value of 14.58 means that there is a positive influence on the Commitment of the Leadership of the Company and organizational culture together on work effectiveness is 14.58%.
 Keywords: leadership commitment, organizational culture, work effectiveness, employees

Attracting University-educated Job Seekers

While a strong demand for university-educated employees exists within the auto sales industry, few graduates give serious consideration to car dealerships as career opportunities. Lexus of Edmonton, a leading luxury car dealership, presented our team with this concern, prompting a three-month marketing research project. This report examines the factors which influence university-educated job seekers’ decisions when searching for employment, and how Lexus of Edmonton can tailor their recruitment strategies to target graduates. Our examination followed a three-phase research design involving a review of 25 academic articles, a qualitative analysis of five in-depth interviews, and a quantitative analysis of 101 questionnaire responses.
 In summary, we found that school involvement, internships, and online platforms were effective means of attracting university graduates. We identified business-majors as the audience most interested in a career with Lexus of Edmonton. We also found that corporate social responsibility and organizational culture were major concerns for graduates, with some metrics being considered as highly as salary and compensation. Based on these findings, our team recommends that Lexus of Edmonton expand their ongoing involvement with local universities, leverage their online presence to network with students, and tailor its communications to reflect their commitment to employee wellbeing. Drawing on this report as a case study in recruitment strategies, we hope that other employers and universities may optimize their own processes to better match graduates to career opportunities.

The Effect of Audit Quality, Corporate Governance, Transformational Leadership on Organizational Commitments, Organizational Culture and Auditor Performance: Study on Public Accountant Offices in Indonesia

This study aims to examine the influence of audit quality, good governance, transformational leadership, organizational commitment and organizational culture on the performance of auditors in public accounting firms in East Java empirically. This research model is quantitative, with a population of 660 public accounting firms in Indonesia, with a sample of 200 active auditors in East Java. Data collection techniques with the documentation of the questionnaire, data analysis using Structural equation modelling (SEM) analysis. The results found that audit quality, good corporate governance, transformational leadership, organizational commitment and organizational culture significantly influence auditor performance. This research has implications for audit quality, good corporate governance, strategic leadership, organizational commitment and organizational culture on the performance of auditors in public accounting firms in East Java. This study shows a positive and significant effect of audit quality, good corporate governance, transformational leadership, organizational commitment, organizational culture on auditor performance in public accounting firms in East Java.

Інноваційні технології кадрового менеджменту як підґрунтя професійної підготовки майбутніх менеджерів з персоналу

The article, based on the analysis of domestic and foreign scientific literature, has revealed the formation of human resources management as an important part of the theory and practice of personnel management and the basis of professional training of future human resources (HR) managers. The place of innovative technologies within the conceptual field of personnel management has been shown, and the definition of the concept «innovative technologies of personnel management» and «innovative personnel technologies» has been given. The author has proven that the classification of innovative technologies of personnel management based on personnel processes, which is built on a set of interrelated activities of personnel management, is the most common. The main groups of innovative technologies of personnel management have been characterized: the formation of personnel reserve; the assessment of business professional and personal qualities; the creation of a system of motivation; the personnel training; the development of leaders and talents; the formation and development of corporate culture; the formation and development of teams; conflict management. The nomenclature of the innovative technologies has also been disclosed, as well as their purpose in the holistic process of personnel work in an organization. The most significant system innovative personnel technologies have been determined: the grade system of rewards; technologies of career planning and individual employee development; methods of creating project teams and forming the organization corporate culture.

Organizational Adaptation Strategies and the Performance of Retail Supermarkets in Nairobi City County, Kenya

The purpose of this study was to determine the influence of organizational adaptation strategies on the performance of retail supermarkets in Nairobi City County. The study was guided by the philosophy of logical positivism using descriptive design that involved quantitative and qualitative approaches. The population comprised of all the 227 supermarkets in Nairobi City County. The sampling frame for the study was 143 supermarkets in Nairobi City County Sample survey design were used. Data was collected using a questionnaire which targeted chief executive officers, supervisors, or managers of the supermarkets. The study found that organizational direction, structure, and culture have a significant influence on the performance of retail supermarket in Nairobi City County, Kenya. The study recommends that organizations should be adapted to their internal environment through the use of corporate direction, organizational culture, and organizational structure. Elements of corporate direction, namely vision. Mission and objectives guide the firm’s general trend as guided by is philosophy and together with a strong organizational culture, which lies embed in the firm and a well laid out structure spur organizational performance. The study further points out the and encourages more strengthened studies which would consider larger geographical zones.

기업의 조직문화가 직무만족에 미치는 영향: 조직신뢰의 매개효과를 중심으로

기업의 조직문화가 직무만족에 미치는 영향: 조직신뢰의 매개효과를 중심으로

Innovation in Corporate Organizational Culture: Diversity, Motivation and Organizational Pressure as Possible Realities

A reflection is made on the culture of innovation within the company, which allows us to rethink the complexity of the creative action to innovate, which does not simply consist of the strategic definition of innovation on the part of management, but fundamentally depends on the human factor; its diversity, motivation and pressures of the company, so that the proposed objectives are achieved.

How Regulation Effects Corporate Social Responsibility: Corporate Environmental Performance under Different Regulatory Scenarios

Abstract In a multilevel corporate social performance model we examine the effects of three different regulatory scenarios on corporate environmental performance (CEP) (relating to compliance and beyond compliance behaviors) as a measure of CSR. The empirical state defined as a “cooperative regulator” is assessed against three simulated scenarios: a “coercive regulator” (more punitive), a “demanding regulator” (strengthened standards) and a “lax regulator” (less punitive and less demanding). The relative effect of different regulatory scenarios is examined within a multilevel multivariate model. The model allows for the estimation of the role of regulatory strategies in relation to other CEP antecedents. The model includes the principal driving factors effecting CEP and incorporates three levels of analysis: institutional, organizational, and individual. The multilevel nature of the design allows for the assessment of the relative importance of the levels and their components in the achievement of CEP. Included in the institutional level are stakeholder expectations, regulatory demands and regulatory power. Included in the organizational level are corporate organizational culture, CSR orientation of managers and organizational leadership. Included in the individual level are personal workplace behaviors and norms, namely: job satisfaction, organizational commitment and organizational citizenship behavior. The simulation of regulatory scenarios shows that the empirical “cooperative regulator” has the strongest positive effect on CEP. Contrarily, coercive regulatory practices reduce the internal motivation for compliance and beyond compliance action, although they may increase the external incentives. Laxer regulatory practices reduce the credibility of the normative effect of the regulatory regime and weaken the internal motivation for CEP. While findings show that regulation does play a key role in CEP performance, the organizational level has the strongest and most positive significant relationships with CEP. Organizational culture and manager’s attitudes and behaviors are significant driving forces. Generally, the individual level, depicting workers’ attitudes toward their workplace, is found as insignificant in promoting CEP.

Hotels’ corporate social responsibility practices, organizational culture, firm reputation, and performance

Corporate social responsibility (CSR) practices are considered one of the key success factors influencing firm performance. However, how CSR practices should be integrated into an organization’s business practices has not been investigated empirically. The present research proposes an integrated model incorporating the interrelationships among CSR practices, organizational culture, and corporate reputation to improve firm performance in the hotel industry. The proposed model is developed using stakeholder theory and the perceptions of the general managers. According to the study’s results, organizational culture influences different dimensions of CSR. The results further indicate that hotels using CSR practices related to employees and customers strengthen their reputation. Through improved reputation, CSR practices positively influence firm performance. Furthermore, hotel managers perceive that CSR activities in the local community and related to the environment do not significantly affect a hotel’s reputation. Theoretical and practical implications are provided, and the limitations of the study and future lines of research are discussed.

CORPORATE GOVERNANCE AND ORGANISATIONAL CULTURE / KORPORATIVNO UPRAVLJANJE I ORGANIZACIJSKA KULTURA

The interdependence of corporate governance and organizational culture has always existed. Corporate governance is present in large organizations, which we call joint stock companies in BiH. The organization’s workflow, dividend payments, and day-to-day operations are monitored by people in charge of corporate governance. On the other hand, within each organization, and so on the corporations, a certain organizational culture is introduced, which is specific, and it is essentially known only by employees of a certain company. How much the real impact of organizational culture on corporate governance in BiH companies will be seen in the paper that follows. Corporative management is a form of governance that is characteristical for corporations, or for joint stock companies. Corporate governance, as a set of mechanisms by one corporation, grows and develops on the market, is of fundamental importance to developed countries of the world (United States - US, United Kingdom - UK, Germany, Canada, France and Japan). In the case of lower organizational forms of companies, capital owners often also make their management-management structure. The corporation represents such an organizational form of companies where there is a large number of capital owners whose ability to manage such an entity is insufficient, so they are required to engage professionally competent experts outside the business community (managers) to which they delegate the right to manage and manage. Organizational culture is a special form of culture that includes certain customs, attitudes, values, traditions and rituals. Organizational culture encompasses a system of ideas and concepts, customs, traditions, procedures and habits for acting in special macroeconomics. Organizational culture is a set of values, norms and beliefs.

CORPORATE UNIVERSITY DEVELOPMENT

Introduction. Corporate University is an educational entity which helps to advance organizational and individual knowledge. It has been widely discussed and adopted by many organizations. We investigate the development of corporate learning within the context of corporate universities. We determine that the corporate university meets business needs in training and manager performance. A corporate university can help regulate behaviours with strategic company goals and result in employee responsibility, promote corporate values and organizational culture. Purpose. The article aims to analyse the development of corporate universities. Method (methodology). The article is based on methods such as method of synthesis (to define the essential characteristics of corporate universities), method of structural and comparative analysis (to determine the place of corporate universities in the system of employees training). Results. The paper explores whether a corporate university is providing actual value to the organization from the perspective of employees training. The article argues that if corporate universities do not use pedagogical preferences aspects into their practice in e-learning, this will devalue the training system. The task of the corporate university is identified as training and development of employees, their knowledge evaluation, the common corporate standards establishment. We investigate how e-learning is received, managed and whether there is an influence on learner performance. The article introduces that corporate university can be a non-profit educational organization that has a more central role in training, retraining, and performance of employees than ever before. It is a company which is controlled by parent company but has a separate legal entity or a corporation department.

УДОСКОНАЛЕННЯ ОРГАНІЗАЦІЙНО-ЕКОНОМІЧНОГО МЕХАНІЗМУ УПРАВЛІННЯ РОЗВИТКОМ ОРГАНІЗАЦІЙНОЇ КУЛЬТУРИ ПІДПРИЄМСТВ

Currently, there is an urgent need to improve the organizational and economic mechanism for managing the development of organizational culture. This allows for greater flexibility and the ability to respond promptly to changes in the internal and external environment, which meets the current conditions of enterprise management. Research methods: analysis and synthesis, classifications, structural-logical, generalization, expert survey. Empirical research has identified barriers to the effective development of corporate organizational culture. It was found that the main obstacles to the transformation of the organizational culture of companies in the digital economy include: low level of employee involvement; lack of financial resources; imperfection of organizational structure; lack of clear vision and support for leadership; misunderstanding of digital trends; failure to make the necessary changes to the organizational culture; underdevelopment of IT infrastructure; lack of digital skills; lack of databases. It is established that in the scientific literature such concepts as «management mechanism», «organizational mechanism», «economic mechanism», «organizational and economic mechanism» are used. There is no single interpretation of these concepts, which is due to the diversity of science schools to determine their nature and content. On the basis of theoretical generalization of the existing scientific developments concerning the conceptual apparatus, the author's interpretation of the term «organizational and economic mechanism for managing the development of organizational culture» is proposed as a set of principles, tools, functions, methods, tools, resources and factors of influence aimed at achieving sustainable functioning of the enterprise (personnel management costs, application of client-oriented approach to organizational culture formation, implementation of training and promotion programs spare staff development, using modern digital technology). It is proved that there is a direct correlation between the organizational culture of enterprises and financial results. The ways of transformation of organizational culture are defined: improvement of qualification of employees, which must meet modern requirements of functioning of enterprises; introduction of digital technologies that allow to optimize business processes; applying a customer-centric approach, that is, customer orientation; improving the effectiveness of communications between employees; growth in funding.

Samanburður á vinnustaðamenningu stofnana og fyrirtækja

Vinnustaðamenning hefur verið mikið í umræðunni undanfarin ár. Hún getur byggst á ýmsum þáttum s.s. gildum, trú, viðhorfi starfsmanna, skynjun þeirra, sýnilegum táknum á vinnustaðnum, samskiptamynstri og hegðun. Þessi rannsókn fjallar um samanburð á vinnustaðamenningu stofnana og fyrirtækja þar sem stuðst er við aðferð Denison við að mæla vinnustaðamenningu. Spurningalistinn telur í grunninn 66 spurningar sem taka þarf afstöðu til en 60 spurningar eru notaðar til að leggja mat á vinnustaðamenninguna. Í aðferð Denison er vinnustaðamenningunni skipt í fjórar yfirvíddir þar sem hverri yfirvídd er skipt í þrjár undirvíddir. Rannsóknin byggir á 44 fyrirliggjandi greiningum á vinnustaðamenningu fyrirtækja og stofnana. Heildarfjöldi svara er 4.071. Þar af eru 1.095 frá átta stofnunum og 2.976 frá 36 fyrirtækjum. 13 mælingar áttu sér stað árin 2010 eða fyrr, 13 á árunum 2011 til 2014 og 18 á árunum 2015 eða síðar. Niðurstöður þessarar rannsóknar gefa vísbendingar um að stofnanir virðast hafa veikari vinnustaðamenningu en fyrirtæki. Mestan mun er að finna á undirvíddunum Markmið, Framtíðarsýn, Teymisvinna og Vilji til breytinga en minnsti munurinn á víddinni Gildi.

Corporate real estate strategies and organizational culture

PurposeThe purpose of this paper is to investigate how strategic corporate real estate (CRE) management varies across different types of organizational culture. Additionally, the authors examine how a set of well-established strategies is categorized by CRE executives and investigate whether there have been any changes in priorities of managers’ rating in importance of these strategies compared to a post-GFC study. Design/methodology/approachA wide-scale survey of CRE managers was undertaken in summer 2016. Two key components of the survey are namely importance scoring of CRE strategies after the framework of Gibler and Lindholm (2012) and organizational culture assessment based on the competing values framework of Cameron and Quinn (2006). Analysis of CRE strategy importance is undertaken based on the average score comparison per each cultural family, and additional features are reported based on the industry sector, firm size and CRE department size. Principal component analysis is used to provide statistical evidence on the grouping of CRE strategies by practitioners. FindingsEmpirical evidence points toward a clear division on the organizational culture dimension that differentiates effectiveness criteria of flexibility and discretion from stability and control. More specifically, clan and adhocracy cultural types prioritize employee-centric CRE strategies, whereas hierarchy and market cultures consider “Reducing real estate cost” as their single most influential strategy. Research limitations/implicationsThe competing values framework has been adapted from the original ipsative scoring process to reflect the fact that only one respondent per firm assesses their organization’s culture. Practical implicationsThe findings of this study are useful to CRE managers striving for maximum strategic fit within their firms as they unveil clear patterns of CRE strategy prioritization among different organizational culture types. Originality/valueTo the authors’ best knowledge, this is the first study that analyzes the inter-relationships among CRE strategies and organizational culture variations. Additionally, the paper provides a categorization of CRE strategies through statistical methods that follow a clear pattern based on the scope of each strategy.

An Empirical Study on the Effect of SME’s Management Strategies and Corporate Social Responsibility(CSR) on Business Performance : Focusing on Mediated Effect of Types of Corporate Organizational Culture

An Empirical Study on the Effect of SME’s Management Strategies and Corporate Social Responsibility(CSR) on Business Performance : Focusing on Mediated Effect of Types of Corporate Organizational Culture