Development Of Corporate Culture Research Articles

Cultivating Organization Excellence: A Proposed Conceptual for Aligning Performance Management Systems with Corporate Culture Development in the Mining Industry

Purpose: This study proposes a conceptual framework for aligning performance management systems (PMS) with corporate culture development to cultivate organizational excellence. Method: The study employs an exploration approach. It involves analyzing and observing existing performance management systems, identifying corporate culture development and intervention alignment in the resource capabilities area, and offering detailed benchmarks for improvement. Results and Conclusion: By emphasizing strategic alignment, the framework facilitates nuanced benchmarking, enabling organizations to prioritize and implement decisions that harmonize the PMS with corporate culture development. The study contributes to effective management practices in the dynamic mining sector, providing a tailored solution for organizations striving for operational excellence through the integration of KBPMS and corporate culture development. Implications of the Research: The proposed conceptual framework offers practical implications for mining enterprises. It guides the enhancement of organizational performance by aligning KBPMS with corporate culture. Originality/Value: This study adds value by introducing a comprehensive conceptual framework tailored to the mining industry, addressing critical aspects of PMS and corporate culture alignment for achieving operational excellence.

Cultivating Organization Excellence: A Proposed Conceptual for Aligning Performance Management Systems with Corporate Culture Development in the Mining Industry

Purpose: This study proposes a conceptual framework for aligning performance management systems (PMS) with corporate culture development to cultivate organizational excellence. Method: The study employs an exploration approach. It involves analyzing and observing existing performance management systems, identifying corporate culture development and intervention alignment in the resource capabilities area, and offering detailed benchmarks for improvement. Results and Conclusion: By emphasizing strategic alignment, the framework facilitates nuanced benchmarking, enabling organizations to prioritize and implement decisions that harmonize the PMS with corporate culture development. The study contributes to effective management practices in the dynamic mining sector, providing a tailored solution for organizations striving for operational excellence through the integration of KBPMS and corporate culture development. Implications of the Research: The proposed conceptual framework offers practical implications for mining enterprises. It guides the enhancement of organizational performance by aligning KBPMS with corporate culture. Originality/Value: This study adds value by introducing a comprehensive conceptual framework tailored to the mining industry, addressing critical aspects of PMS and corporate culture alignment for achieving operational excellence.

PSYCHOLOGICAL FACTORS OF BUSINESS ORGANISATIONS COMPETITIVENESS

The study is aimed at identifying the psychological factors of competitiveness of a business organization and determining the directions of organizational activities for their actualization. The relevance of the study is due to the fact that in today’s increasingly competitive environment, an organization should strive to make the most of all available resources and factors that can contribute to its competitiveness among other market players. On the basis of theoretical analysis, the authors develop a model of internal (organizational) and external psychological factors of competitiveness of a market-type organization. The internal psychological factors comprise three relatively independent subsystems: the managerial subsystem (goal setting, decision making, labor incentives, change management), the subsystem of professionally important qualities and the subsystem of organizational interaction (socio-psychological climate and corporate culture). The external psychological factors are divided into two subsystems: the client subsystem based on the consumer psychology and the subsystem of institutional interaction with other organizations. The areas of organizational activities aimed at actualizing internal psychological factors of competitiveness include psychological and managerial counseling; designing processes with due regard for psychological factors; psychological examination of various components of organizational activities: management decisions, key processes; personnel selection and training; formation of a socio-psychological climate and development of corporate culture. In order to gain an external competitive advantage, such organizational practices as consumer research, brand development, market positioning, company image formation, and psychological support of the negotiation process will be appropriate. The results of the study can be used by top managers of organizations in the formation of strategies to improve the competitiveness of the company, psychology specialists to determine the directions of psychological support of organizational processes. Key words: business organization, competitiveness, psychological factors, management system, professionally important qualities, organizational interactions, interaction with consumers.

The Influence Of Transformational Leadership, Corporate Culture, And Cadre Competence On The Job Performance Of Golkar Party Cadres With Employee Engagement As Mediation Variables

This research explores the impact of Transformational Leadership, Corporate Culture, and cadre competency on the Performance of Golkar Party cadres, with employee involvement as a mediator. Using the Statistical Package for the Social Sciences (SPSS) method and its integration with AMOS 24 software, this research involved the entire population of Golkar Party cadres (108 people) as samples, ensuring equal opportunities for each individual. The research results show that Transformational Leadership has a significant effect on Employee Engagement, while Corporate Culture has a substantial impact on cadre Performance. Cadre competency also has a significant effect on Employee Engagement. Apart from that, Employee Engagement also acts as a mediator between Transformational Leadership and cadre Performance. These findings provide important insights into the development of corporate culture and cadre competence, especially in the Golkar Party.

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.

СУЧАСНІ ТЕНДЕНЦІЇ РОЗВИТКУ КОРПОРАТИВНОЇ КУЛЬТУРИ ПІДПРИЄМСТВ В БАЛТІЙСЬКОМУ РЕГІОНІ

In the present day, various global crisis phenomena directly affect the functioning and development of an enterprise, and especially the state of its corporate culture. The COVID-19 pandemic has had an impact on corporate culture in many ways. One of the challenges for businesses has been the transition to remote work or the inability to make such a transition, a sharp increase in the number of layoffs and economic recession in many industries. The pandemic has shown that companies need to be ready to quickly adapt to change. This has led to an increase in the importance of flexibility and adaptability in corporate culture. Companies have come to value employees who can quickly learn new things and adapt to new conditions. There has also been an increase in the importance of collaboration and teamwork. Companies have come to value employees who can effectively collaborate in teams. For the achievement of the set goal, various research methods were used, such as comparative analysis, systems approach, structural analysis, factor analysis, synthesis method, formalization, structural-logical generalization. The purpose of this research is to investigate the features of the formation of corporate culture in the Baltic region, identify problems and their solutions. The research found that COVID-19 has had a significant impact on corporate culture in the Baltic region. The pandemic has forced companies to adapt to new working conditions, such as remote work. This has led to changes in communication, collaboration, and employee engagement. During the research, common and distinctive features of corporate culture in the Baltic countries were established, as well as the main problems of corporate culture development in the region were identified. The research on the development of corporate culture in the Baltic countries revealed a number of important problems, such as the heterogeneity of approaches to corporate culture, the influence of national cultural characteristics and historical factors. To solve these problems, it is recommended to implement comprehensive strategies aimed at eliminating discrepancies, raising awareness of the importance of corporate culture among staff, and introducing innovative management methods, thus contributing to the creation of a favorable environment for improving the efficiency of enterprises in the region.

Имидж ведущего учреждения культуры Дальнего Востока в социологических оценках

The article presents the results of the assessment of the state cultural institution’s image on the example of the Khabarovsk Regional Musical Theater, its external and internal context. They reflect the images of cultural institutions of the regional center that have been developed in public opinion, obtained through a pilot survey of the target audience – recipients of their services, their needs, preferences, expectations and requirements, as well as ratings of competitors on information portals. As a result of the study, it was found that the image is an important competitive advantage of cultural institutions and has a significant impact on their overall activities and success in the market. It is worth noting, that it is important for cultural institutions to pursue an effective policy on the formation and management of reputation and corporate image, using available technologies, tools, means and resources for this purpose. The analysis of the Khabarovsk Musical Theater's external image showed that it contributes to the stable leadership position that the Theater occupies in the market of cultural and leisure services of the Khabarovsk Territory. Therefore, in order to maintain and strengthen the image, it is necessary to continue to adhere to the current reputation concept, while taking into account the interest of the audience in the variety of cultural events held by the Theater. To strengthen the internal image of the Theater, the management of the institution needs to pay attention to the development of corporate culture and financial support for employees.

Tools of information and communication technologies in the knowledge management system

This article considers the knowledge management system as an element of the overall management system of the organization along with the processes of corporate culture and corporate education. The implementation of knowledge management system provides an increase in competitiveness, has a favorable effect on the intellectual potential of the organization, human resource management and innovations’ development. The means of information and communication technologies in the knowledge management system, in corporate training and in corporate culture are considered, and the connection between them is outlined. The use of Intranet and Extranet systems in the context of the collection, storage and use of organizational knowledge is analyzed. Corporate training issues from the point of view of increasing the operational efficiency of organizations are touched upon. Trends in the development of corporate culture are outlined, where a special role is played by the formation of a favorable environment for the knowledge transfer. The functioning of corporate education and corporate culture, in the aggregate, can increase the implementation effectiveness of knowledge management system.

Fostering strategic function of public relations corporate - communication in corporate culture practices

Background: Public relations and Culture are intertwined. Societal and corporate Culture influences public relations practices. Conversely, the existence of public relations influences organizational cultural practices and societal Culture. Regrettably, the human resource department has a more dominant role in corporate culture practices than the public relations department. It is mainly related to internalizing organizational values, while the public relations department supports the internalization program through internal corporate communication channels. Purpose: This paper examines public relations function in corporate culture practices based on stories and opinions from Indonesian communication practitioners. It focuses on three main research questions, first how and what the impacts of the existence of public relations – corporate communication to the development of corporate Culture; Second, what the functions of public relations are – corporate communication to support the building and changing corporate Culture; and third what factors influence the strategic function of public relations - corporate communication in corporate culture practice. Methods: This study employs qualitative methods through semi-structured interviews with public relations/corporate communication professionals working at different corporations and organizations. Results: Based on thematic analysis, the empirical findings revealed that cascading organizational values is still part of the human resource department’s primary job, while corporate communication is essential to echoing the key message. Determining the appropriate communication channels and corporate language is critical to ease misunderstandings amongst corporate members. Finally, the digital business environment frequently invites hostile situations, and therefore strong leadership and agile organization can preserve business sustainability. Conclusion: The influence of public relations is essential to orchestrate various internal communication channels. The agile organization provides ease of organizational bureaucracy in corporate culture practices. Implications: This initial finding contributes to the field of public relations – corporate communication to provide a balanced perspective from Indonesian practitioners.

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.

FORMATION OF A MODERN PERSONNEL MANAGEMENT ECOSYSTEM: SOCIAL CHALLENGES, COMMUNICATION TRENDS, INNOVATIVE APPROACHES

The article deals with the issues of formation of an organization's HR management ecosystem. The concepts of ecosystem, goals, objectives and key elements of the system are studied. It is substantiated that the modern ecosystem of HR management of an organization involves the formation of an organization's development strategy, HR strategy, which contains the values of the organization; enables the development of corporate culture and positioning of each employee in relation to the development of the organization; includes social responsibility, managerial and communication unity; innovative approaches to the selection of methods of training and development of personnel; new reward systems; advantages of involving different generations in cooperation: expanding the scope of the traditional «working age». It is established that the formation and development of a modern organization's HR management ecosystem is influenced by globalization and geopolitical aspects, demographic factors, staff migration and the struggle for the best candidates, the level of technology development, communication problems, the COVID-19 pandemic, and, given the Ukrainian realities, military actions. The author analyzes the trends in HR management, among which are the following: active use of artificial intelligence; development of electronic offices and electronic portfolios; introduction of blended learning and gamification methods in the management and advanced training of personnel; identification of talents and their effective use. The new management paradigm should take into account current trends in management technologies and form a system of staff motivation. This approach allows us to consider modern HR management technologies according to the main sub-functions. These include: strategic workforce planning; search and selection of personnel; training and development of personnel; performance management of personnel; motivation of personnel through recognition and rewards; career development of personnel, motivation for leadership. It is noted that the social responsibility of an organization in the field of career development and professional development of employees involves the following steps: in accordance with the corporate strategy, to determine the necessary plans for the training needs of staff; equal opportunities for all categories of staff in terms of training and professional development; formation of relevant methods and forms of staff development; identification of particularly promising employees, and development of individual development and career growth programs. Today, the concept of corporate social responsibility is gradually being developed and implemented in the corporate governance systems of leading Ukrainian organizations.

The Theo-Management Model: An Investigation into The Implementation and Impact of Islamic Corporate Culture at LP3I Purwokerto

This study explores the implementation of theologically-based, or "Theo-management,” specifically within the context of LP3I Purwokerto, a leading Islamic vocational college in Indonesia. The objective is to investigate the unique interplay between Islamic theological values and the development of corporate culture and its impact on organizational behavior in the institution. Adopting a phenomenological approach within a naturalistic qualitative research design, the study employs interviews, observational techniques, and document analysis to collect a comprehensive dataset. Findings unveil six distinctive practices embedding Islamic principles into the corporate culture, fostering a religious observance sphere that influences work ethics, employee motivation, organizational learning, loyalty, and belief in the divine. While providing a nuanced understanding of the Theo-management model's potential benefits, the study's context-specificity prompts further exploration into diverse organizational and cultural settings. Thus, the research contributes to a deeper comprehension of religious influence on corporate culture and organizational behavior while calling for extended investigations in varied environments.

Assessing the level of development of corporate culture of an industrial enterprise in the context of innovative development

Methods. The methodology of the study is based on such general scientific and specific methods as analysis and synthesis – in determining the type and comparing the characteristics of corporate culture; graphical analysis – in building a profile of corporate culture of an industrial enterprise; statistical methods – in assessing and calculating the corporate culture rating; expert evaluation – in assessing the level of development of corporate culture of an enterprise. Results. On the basis of the Cameron and Quinn methodology, the level of development of corporate culture is assessed and the type of culture of the industrial enterprise «GRAND» is determined. The most significant characteristics of the enterprise, specifics of the style of leaders-managers and personnel management, elements of connectivity, strategic goals and directions of activity, as well as indicators of its success are evaluated. A typological analysis is carried out and a profile of corporate culture is built, which reflects its current state and its state in the future. Attention is focused on measures to improve the corporate culture of the enterprise in the future, aimed at achieving longterm economic results and innovative development of the enterprise. Novelty. The main stages and tools for quantitative assessment of the corporate structure of enterprise on the basis of the Cameron and Quinn methodology has been substantiated. An assessment of the level of development of corporate culture has been carried out on the example of a specific industrial enterprise. Measures aimed at improving the corporate culture of the enterprise under consideration in the context of ensuring more efficient management and innovative development in the future are proposed. Practical value. The results of the study are of an applied nature, since understanding the algorithm and procedure for applying the methodology for assessing corporate culture on the example of a particular industrial enterprise allows choosing the most accurate tools for its monitoring in the real economic environment.

Prospects of Developing Corporate Culture of Civil Service

As a rule to shape culture executives would use traditional principles of management typical of companies of the 20th century, they build relations with a high distance of authority and leave no space for creativity, flexibility and independence of personnel. This type of culture is alien to employees, it does not meet today’s requirements and at the same time it hinders the development of the executive himself/herself. Present day challenges need both new technologies and innovation and transformation of corporate culture into flexible adaptive system, which proves management with an opportunity to interact with the team in a more effective way. The article researches characteristics of bureaucratic culture typical of today’s state and municipal enterprises. In the structure of corporate culture the author shows the role of artifacts, declared values basic ideas, business ethics and standardization level. Missions and values of state-owned companies were assessed and advantages and drawbacks of their corporate culture were shown. As a result of the research the author put forward a model of corporate culture elements appropriate for the present day state-owned company. This article will be useful for executives of state and municipal organizations, as well as specialists dealing with the development of corporate culture in the state sector.

INITIATIVE IS THE BASIS FOR BUSINESS SUCCESS IN THE KNOWLEDGE ECONOMY

The paper analyzes the challenges of the knowledge economy to management: globalization, internationalization, informational and intellectualize of labor, integration, migration, ecological. The formation of values is related to human emotions, not rational ideas, that is, they are formed with motivational subsystems (material motivation, immaterial motivation, control of key indicators or concentration on achieving goals). The interpretation of the concept of value management as an alignment of the development priorities of society as a whole with business priorities (customers, owners, managers and staff) has been deepened. Value management allows you to effectively distribute the efforts of the company and minimize conflicts of priorities at the level of contradictions. Priorities form the criteria basis for managerial decision-making by managers at all levels of the enterprise hierarchy. The features of value management are structured: continuous change management (technology, management, values, needs, culture, structure, efficiency, image, social responsibility, environmental management); initiating business changes through product renewal (for international competition and creating sustainable competitive advantages). The features of value management in order to increase the competitiveness of business have been studied: the study of social needs; effective partnership agreements in the market; use of opportunities of information technologies; training of top managers in the concept of value management; development of corporate culture; team leadership; change management; professional support of structural changes. The components of management for the formation of conditions for promoting the manifestation of initiative by specialists at all stages of value management are identified: selection of personnel (making team decisions); training (maximum program vitalization); adaptation (staff rotation); motivation (involvement in the implementation of social tasks); control (systematization and individualization of results); advanced training (coordination of values). The use of value management in practical management will allow: to ensure the competitiveness of the business; increase the productivity of specialists who perform intellectual tasks; optimize the use of resources; constantly innovate; improve staff motivation; effectively implement social responsibility activities of business. The issues of further research are indicated: the study of risk management mechanisms for business in the event of dismissal of personnel.

The impact of corporate culture on the effective functioning of the company: evaluation and improvement

The article discusses the influence of corporate culture on the effective functioning of the company. Trends in the development of corporate culture in the company's activities are relevant in the CIS and world countries, and this direction is growing every year, because corporate culture, for various objective reasons, is of great importance in the company's team leaders and in the effective conduct of management, activities. In developed countries, corporate culture is developing rapidly due to the value of the company's activities, the article reveals the essence and content of the company's corporate activities, the effectiveness of the company's activities is directly related to its corporate culture, and the fact that the level of development of the corporate culture of a subsidiary Bank of Sberbank Joint-Stock Company (SB Sberbank JSC) is very high is revealed on the basis of a survey of Denison's methodology. The purpose of the study is to scientifically study the corporate culture and its impact on the effectiveness of the company's activities, conduct its analysis and propose proposals for improvement. In accordance with the purpose of the study, the main task is established: to consider corporate culture as a tool for the effective functioning of the company; to assess the influence of corporate culture on the effective functioning of the company; to propose proposals for improving corporate culture to increase the company's activities. The object of the study was the study of the corporate culture of SB Sberbank JSC, its influence on its effective functioning.

The Content Of The Human Resource Management Process In The Quality Management System

The article reveals the need to highlight the process of human resource management in the process model of the organization's quality management system. A review of the approaches of modern authors to the content of the stages of the human resource management process has been carried out. The author defines the content of the human resource management process in the quality management system as a consistent performance of the functions of strategic management, personnel planning and evaluation, personnel development, motivation and remuneration, the formation and development of corporate culture, as well as personnel risk management. For each stage of the human resource management process, scientific views are summarized and systematized regarding the most relevant approaches to their implementation from the standpoint of improving the efficiency of the quality management system.

Synergetic approach for sustainable public service personnel management during Covid-19

The paper explores the application of a synergetic approach in managing public service personnel in a developing country, utilizing methods such as the six thinking hats, Delphi, analysis and synthesis, deductive, and Stanford model design thinking. It analyses sustainable development indicators, changes in personnel management within government bodies, and highlights a HDI of 0.779, Corruption Perceptions Index of 32, Income Inequality Index of 25.36%, and Gender Equality Index ranging from 0.677 to 0.714 in 2021. The findings suggest measures to activate synergetic principles, including enhancing critical and creative thinking, emotional intelligence, IQ, stress resistance, and knowledge among managers, as well as emphasizing emotional intelligence and IQ among organizational personnel. Steps for HR management in the Ukrainian public service are proposed, such as adaptation, motivation improvement, exit interviews, corporate culture development, competitive wages, and remote HRMIS technology utilization.

ЦИФРОВАЯ ТРАНСФОРМАЦИЯ КОРПОРАТИВНОЙ КУЛЬТУРЫ В ОРГАНИЗАЦИЯХ ПОСРЕДСТВОМ МЕТАВСЕЛЕННЫХ: РЕЗУЛЬТАТЫ И ВОЗМОЖНОСТИ

This article discusses the use of virtual metaverses for the development of corporate culture in organizations. The authors gave a classification of metaverses for different types of market and presented an overview of the achievements of companies in the use of metaverses in business. The scientific work contains an overview of the research of Russian and foreign researchers, statistical data of analytical reports on the development of the trend of remote employment in companies, on the issue of the interest of the corporate community in the metaverse. With the help of business analysis tools (7 questions about Matthew O'Connor's innovations and a tree of critical quality parameters), an assessment of the potential of introducing metaverses into the corporate culture of organizations of various profiles was prepared.

Factors of Corporate Culture Development in Russia and Abroad

Factors of Corporate Culture Development in Russia and Abroad