Effective Corporate Culture Research Articles

FORMATION OF CORPORATE CULTURE OF OFFICERS: FOREIGN EXPERIENCE

The article analyzes various perspectives on the formation of corporate culture. The purpose of the article is to review foreign scientific research in the context of the formation of corporate culture in military organizations. Among the analyzed sources are both fundamental works and works of modern authors describing the current state of affairs in the armed forces of Western countries. To achieve the defined goal and fulfill the tasks, theoretical research methods were applied – analysis, synthesis, generalization of scientific sources, in which the definitions of “corporate culture” and “organizational culture” were determined and the state of their formation in the armed forces of different countries was described. The results of research. It is observed that foreign researchers often conflate the concepts of “corporate culture” and “organizational culture”. The majority of scholars focus their studies on organizational culture, with leadership recognized as one of the most influential factors shaping it. Furthermore, the development of corporate culture is closely intertwined with societal and military unit traditions. National, historical, religious, racial, social, and gender characteristics contribute to the establishment of distinct sets of norms and traditions that serve as the foundation for the corporate culture within the armed forces. The entrenched corporate culture among officers influences their career choices, often mirroring those of their parents. However, researchers caution against the emergence of castes within military organizations, as this phenomenon can lead to the degradation of the armed forces. Emphasizing the significance of military training institutions, the article underscores their role in shaping an effective corporate culture among officers by instilling the foundational principles that guide their future activities and worldview. It has been observed that there are several common classifications of the concept of “corporate culture”. However, they can be condensed into two primary models: flexible and hierarchical. The hierarchical model delineates the roles of each participant, the extent of their responsibilities, and the modes of interaction among them. Conversely, the flexible model underscores the capacity for scalability, adaptation, and rapid response to changes in external conditions. Additionally, some researchers highlight that such changes may yield both negative repercussions for corporate culture and offer new opportunities for its development. Historical experience demonstrates that the corporate culture of officers is subject to ongoing evolution. Specifically, the widespread integration of modern information and communication technologies in military affairs is already reshaping both the battlefield and intra-unit relations. The analyzed publications in foreign sources indicate that most researchers identify the concepts of “organizational culture” and “corporate culture” and mostly use the first term. Many studies point to differences in the corporate culture of different countries and different eras, as well as military branches. Therefore, national traditions and certain features inherent in national armies determine the rules that shape corporate culture. It is noticeable that considerable attention is paid to the analysis of threats that exist or may arise in the future. At the same time, the authors offer their own recommendations that would prevent the development of negative effects. Conclusions. The main factor that would contribute to the increase in the effectiveness of the formation of an effective corporate culture is considered to be training in higher education institutions during the training of future officers as well as military training and training during service. Also, most researchers point to the importance of adapting to the changing conditions of the external environment, both for officers and for their corporate culture in general.

Managers' career preferences and corporate culture

AbstractBuilding effective corporate culture is challenging as it requires senior managers to embed shared values within the firm. Yet some firms can do so, and some cannot. This study examines whether managers' career preferences influence manager‐employee value misalignment and weaken corporate culture. Career preferences for job‐hopping provide incentives for managers to signal their leadership quality in the labor market. We capture managers' and employees' attention allocation across different cultural values using data from conference calls and Glassdoor. We predict and find that job‐hopping managers direct their attention away from soft cultural values (e.g., respect and integrity) that are less observable by the external labor market. Furthermore, job‐hopping managers who pay insufficient attention to soft cultural values fail to address the concerns that employees have in their everyday work, resulting in lower overall employee culture ratings. Our study highlights the significance of managers' career preferences in shaping different cultural values and offers implications for firms selecting senior managers.

КОРПОРАТИВНАЯ КУЛЬТУРА И БРЕНД РАБОТОДАТЕЛЯ В СОВРЕМЕННЫХ УСЛОВИЯХ

In the modern world, the successful development of any enterprise in any field depends on a number of factors, including the creation of a favorable corporate culture. Corporate culture is becoming an increasingly important aspect of doing business today. In this regard, the formation of a common vision of goals and objectives, a single strategy and sustainable values, which must be implemented at all levels and management structures, are of fundamental importance.
 The article focuses on the fact that in modern conditions, the process of forming an effective corporate culture is associated with three important elements: external and internal HR-brand and social policy. The internal HR brand is a certain set of tools with which the strategy of staff retention and development is implemented, thereby developing employee loyalty. An internal HR brand is a powerful tool for creating and strengthening ties between employees and the employer, as well as ensuring their commitment to the company. In turn, an external HR brand is a set of activities aimed at attracting new personnel and strengthening the company's image in the external labor market, since it affects the perception of the company by potential employees and partners. Also, an equally important element of corporate culture is the social policy of the enterprise, which is aimed at improving working conditions and improving the quality of life of employees. Social policy includes elements such as bonuses, benefits and other programs that are aimed at showing the company's concern for its employees and creating a positive image. All these factors together give uniqueness to the corporate culture of the enterprise and influence its success in the long term.

CONSTRUCTION OF CORPORATION CULTURE IN ENTERPRISE MANAGEMENT

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

Impact Of Effective Corporate Culture on Organizational Performance: An Empirical Study

Impact Of Effective Corporate Culture on Organizational Performance: An Empirical Study

ESG 인식에 대한 세대별 비교 연구

The purpose of this study is to classify Z, M, and X generations to achieve efficient social value realization of corporations in ESG management, which the generations look at, and to examine the commonalities and differences in ESG perception by generation and to identify the demands according to the characteristics of each generation. The survey questions consisted of a total of 26 questionnaires by dividing the importance and achievement items of ESG factors, and the collected data were analyzed by applying frequency analysis, response sample t test, Borich analysis, and The Focus for Focus Model. As a result of the study, first, it was found that there are commonalities and differences in ESG perception by generation. Second, a response sample t-test to see if there is a difference in the importance and achievement of the step-by-step process recognized for ESG factors showed significant differences in all items, and importance was higher than achievement. Third, Borich needs analysis showed that the results of sub-factors of ESG such as t-test were the same. Fourth, it was found that there was a difference in demand for ESG factors by generation, and it was found that Generation Z had high demand for environment, Generation M for social, and Generation X for governance. Through this study, it is necessary to look at the generational perceptions of ESG for corporate practices for sustainability. In order to establish ESG management strategies and visions, it is necessary to identify the differences in ESG perception according to the characteristics of each generation, the priority of importance and achievement by generations, and to derive the needs for generational awareness. Companies expect to understand differences in perceptions of ESG by generation, seek ways to settle into an effective corporate culture, and build successful ESG strategies.

Some Solutions for Building Vietnamese Enterprise Culture in the Context of Deeper and Broader International Integration

Vietnam has joined the World Trade Organization (WTO) and by 2020, Vietnam has had 30 strategic partners as well as comprehensive strategic partners, as well as diplomatic relations with 189/193 countries and economic relations with 160 countries and 70 territories. Building and developing enterprises in Vietnam therefore has attracted a lot of attention to support businesses in becoming more adaptable and globally integrated, thereby contributing to the development of a prosperous and happy country. As a result, businesses must implement solutions to build and develop corporate culture in accordance with the characteristics and realities of each enterprise in a synchronous and flexible manner. However, many businesses have not focused on developing corporate culture, or the construction method is not scientific and methodical. Some businesses continue to use rigid contract-based, authoritarian, autocratic management mechanisms and bureaucratic organizational systems, which create an atmosphere of passivity and fear among employees, leading to a negative attitude, indifference or opposition to the leadership. The following article will offer solutions to help enterprises gradually build and develop a more effective corporate culture based on research and an overview assessment of the current business system in Vietnam, which has two intertwined positives and negatives. 
 Keywords: Solution, culture, enterprise, integration.
 

ФОРМУВАННЯ СТІЙКОЇ КОРПОРАТИВНОЇ КУЛЬТУРИ ЯК ЗАСІБ ПОПЕРЕДЖЕННЯ ЕКОНОМІЧНИХ ТА ІНТЕЛЕКТУАЛІЗАЦІЙНИХ РИЗИКІВ ОРГАНІЗАЦІЇ

The article considers the strategic importance of the formation of a sustainable corporate culture in the context of preventing personnel management risks, as well as economic and intellectualization risks for the organization. Aspects related to the formation of a sustainable corporate culture have become key in modern business. This is important from the point of view of personnel management, as well as to avoid economic and intellectual risks that can affect the success of the organization. One of the key components of successful adaptation is the strengthening of corporate culture, which affects the internal life of the organization and serves as an effective tool for personnel management. Corporate culture is essential in reducing economic risks for the organization. This is due to the fact that a well-formed culture contributes to internal stability, ensures clarity of goals and orientation of the entire team to achieve a common goal. In addition, corporate culture affects the motivation of employees, their commitment to the company and willingness to work for results. Personnel management includes understanding the role of corporate culture and its constituent elements. It affects the efficiency of employees by creating a favorable environment for their professional growth and development. Employee satisfaction, as well as reduced employee turnover, can be achieved through a well-directed corporate culture that takes into account the needs and values of its employees. An effective corporate culture affects the overall financial success of the company. It creates a favorable background for business development, ensures internal stability and promotes the attraction and retention of talented personnel. A clearly defined culture helps avoid conflicts, strengthens team spirit and positively affects the company’s reputation in the eyes of consumers and partners. Analysis of successful practices of other organizations can serve as an important source of learning and generalization of experience in implementing corporate culture. This allows you to identify the most effective methods and approaches that can be adapted to the specific needs and conditions of your own organization. Strategies for creating a corporate culture should be aimed at maintaining the stability and success of the organization in conditions of uncertainty. The development of such a culture involves constant improvement and adaptation to changes both in the internal environment and in external markets. The formation of a sustainable corporate culture is an integral component of successful management of the organization. It affects all aspects of the company’s activities, from the stability of internal processes to the attraction and retention of talented personnel. Investing in the formation and strengthening of corporate culture can be a key success factor in today’s business environment.

Corporate culture: The interview evidence

Corporate culture: The interview evidence

Cracking the hybrid work culture conundrum: how to create a strong culture across a workforce you may never even see

PurposeThe purpose of this paper is to look at how workplaces can create a healthy corporate culture as a hybrid way of working comes into force. The pandemic has made many businesses rethink their corporate culture strategy, and this study addresses how to regain and sustain a positive long-term culture. This is done by exploring aspects of pre-pandemic work life, how businesses can continue this going forward, and additional ways to ensure employees are fulfilled – all while providing a safe environment to work in.Design/methodology/approachThe author analyses pre-pandemic working culture, impartial report findings, third-party research, and her deep understanding and domain expertise in human resources (HR) to guide the reader in identifying key components of an effective corporate culture during this fast-paced, disruptive era. The study provides background context and offers three main ways on how to successfully achieve this.FindingsThe findings from this study demonstrate three main ways in which HR leaders can enhance the working environment and how this can have multiple positive business outcomes. Driving and living core values from the most senior positions all the way through the workforce, changing values which are no longer fit for purpose, creating new workplace networking opportunities and recognising colleague contributions, especially during times of uncertainty, are all critical components of long-term culture success. The findings demonstrate how this is not only beneficial for a business but for the workforce too – helping retain important talent and also attracting new employees.Originality/valueThe study fulfils an identified need to analyse and inform on forward-looking corporate culture trends and challenges amid the pandemic.

Human factor and economic growth in post-pandemic era

Despite the optimism associated with new technologies, labour productivity indicators have shown moderate and even negative dynamics over the past two decades. Therefore, the introduction of the latest technologies does not cancel management efforts to improve the efficiency of the human factor, which still remains extremely important. At the same time, a special role is played by the “new” quality of the management team, which has not only the highest professional qualities, but also a special corporate culture based on the new model of the “owner-management” relations. The article proposes the original method of the development of the effective corporate culture that in the dialogue with new technologies can provide a significant breakthrough in improving labour productivity and business competitiveness.

Використання маркетингового планування з метою удосконалення корпоративної культури організації

Abstract. Introduction. The article is devoted to the management and strategic planning of the corporate culture of the organization. Ways to improve the corporate culture of the organization through marketing strategic planning are proposed. The concept of expanding the theoretical and methodological basis for the development of corporate culture on the basis of strategic marketing orientation is proposed. Purpose. The purpose of the article is to expand the theoretical and methodological basis of the concept of corporate culture development on the basis of strategic marketing orientation. Results. Without denying the position of the cited foreign scientists, only a little generalizing it, we conclude that the marketing strategy is a policy of market activity in the long run, it is decisive among other functional strategies. It is recommended to identify six primary and secondary mechanisms for the introduction of cultural principles, which are essentially factors that determine the formation of corporate culture: the existence of solid barriers; impossibility of substitution of production; a large market share that allows your company to successfully invest using the effect of scale; weak opportunities of buyers at the conclusion of transactions; weakness of suppliers in concluding trade agreements; the existence of rivalry among competitors of the organization under analysis. The author 's methodology for planning the characteristics of a strong corporate culture through marketing activities is proposed. Conclusions. Corporate culture is a hidden competitive advantage of the company, which is tied to both economic and socio-psychological indicators of the company's efficiency. Successful world leaders prioritize the development of corporate culture: its values, unique personal characteristics and concern for situations. Distinctive features of an effective corporate culture are a high educational level of employees, their motivation for success, effective leadership, openness to new ideas, high adaptability, focus on long-term goals and great creative potential.Based on the above, we can identify the main criteria by which we can assess the effectiveness of marketing planning of corporate culture - the willingness to take risks; adaptability; attitude to the new; desire to improve the professional level; degree of participation in management decisions; social responsibility; type of relations in the team; type of motivation and control; type of leadership.

دور القیادة الاستراتیجیة فی الحد من المناخ التنظیمی السام (دراسة تطبیقیة علی الجامعات المصریة)

تتمثل المشکلة التي تسعي الباحثة لدراستها في الإجابة علي تساؤل عام يشير دور القيادة الإستراتيجية في الحد من المناخ التنظيمي وذلک بغرض التعرف علي مدي قدرة ممارسات القيادة الإستراتيجية علي تحسين والحد من المناخ التنظيمي السام بالجامعات المصرية محل الدراسة. وتوصلت الباحثة الي وجود اختلاف معنوي بصفة إجمالية بين إدراک العاملين بالجامعات المصرية لممارسات القيادة الإستراتيجية، و وجود إختلاف معنوي فيما يتعلق بمدي توافر أبعاد المناخ التنظيمي السام بين الجامعات المصرية وفق نوع الملکية، کما توصلت إلي وجود علاقة عکسية بين ممارسات القيادة الإستراتيجية وبين أبعاد المناخ التنظيمي السام، وإمکانية الحد من المناخ التنظيمي السام إعتمادا علي ممارسات القيادة الإستراتيجية. وأوصت الباحثة بضرورة تحسين ممارسات القيادة الإستراتيجية ورفع مستوي إدراک العاملين بها، مما يساعد في خفض مستوي توافر أبعاد المناخ التنظيمي السام بالجامعات المصرية، کما أشارت لضرورة الإهتمام بکل من استکشاف الکفاءات الأساسية والحفاظ علي مصدرها وتنميتها، تطوير رأس المال البشري، بناء وتنمية ثقافة تنظيمية فعالة، العمل في ضوء معايير من القيم لتحرري الممارسات الأخلاقية لتأثيرهم الإيجابي علي الحد من المناخ التنظيمي السام بالجامعات المصرية. Abstract: The problem that researcher seeks to study is to answer a general question that refers to the role of strategic leadership in reducing Toxic Workplace Environment , with aim of identifying extent of ability of strategic leadership practices to improve and reduce Toxic Workplace Environment in Egyptian universities under study. The researcher concluded that there is an overall moral difference between awareness of Egyptian university employees of strategic leadership practices, and existence of a moral difference with regard to availability of dimensions of Toxic Workplace Environment between Egyptian universities according to type of ownership, and existence of an inverse relationship between strategic leadership practices and dimensions of organizational climate. The toxicity, and possibility of reducing Toxic Workplace Environment, depending on strategic leadership practices. The researcher recommended need to improve strategic leadership practices and raise level of awareness of its employees, which helps reduce level of availability of dimensions of Toxic Workplace Environment in Egyptian universities, and indicated need to pay attention to each of Exploration and Maintaining Core competencies, Developing Human Capital, Sustaning an Effective Corporate Culture and Emphasising Ethical Practices for their positive impact on reducing Toxic Workplace Environment in Egyptian universities.

ДЕТЕРМІНАНТИ VUCA-СВІТУ ПІД ЧАС ФОРМУВАННЯ СТІЙКОСТІ ТА НАДІЙНОСТІ ЛАНЦЮГІВ ПОСТАВОК В УМОВАХ COVID-19

The article examines uncertainty as an integral part of the existence of supply chain in the VUCA-world, describes the uncertainties that affect supply chain. It is determined that for effective management it is important to distinguish between types of uncertainty: ignorance, uncertainty and risk, their essence and features of manifestation are considered. In the case of pandemic challenges, the levels of threats and risks become more complicated and increase, which makes the process of making adequate management decisions difficult, can lead to negative consequences of the functioning of supply chain. Uncertainty factors that need to be constantly taken into account in ensuring the viability and efficiency of supply chain are analyzed. In addition, the factors that can significantly affect the number of "failures" in the system - force majeure, natural disasters, political, financial crises, terrorism, piracy, various emergencies. It is established that the effectiveness of management decisions to increase the stability of supply chain will depend on activities to minimize the impact of subjectivity and objectivity of uncertainty of both internal and external environment, types of uncertainty and system elements that will shape the reliability and stability of supply chains. Under such conditions, managers will be able to make decisions that will maintain the required level of flexibility and adaptability of the system. In order to find ways to increase the level of reliability and stability of supply chains in difficult pandemic conditions, elements of stability are established, it is proposed to consider the reliability of supply chain through the probability of "failure" of the system within different components of supply chain infrastructure and flow processes. To meet the requirements of VUCA-world supply chain needs to use innovative approaches, diversity, build transparent information flows through trust throughout the supply chain, build an effective corporate culture that will include emotional resilience to constant challenges, social responsibility, continuous training and retraining, courage in making non-standard decisions.

Procedural problems of alienation of shares and shares of business entities

The article deals with the practice of observing the pre-emptive rights of shareholders of non-public joint-stock companies and business company participants when alienating shares (stocks) of business companies, including third parties. We are talking about protecting the interests of participants (shareholders) and the company as well as persons alienating the shares. The material is of interest in the formation of a civilized and effective corporate culture. The law provides not only for the right to alienate shares in business companies and non-public joint-stock companies, but also for the forms (methods) of exercising such a right (power). These forms (methods) have an approximate list. Based on the concept of civil law dispositivity, the rightholder can use any method of shares (stocks) alienation that is not prohibited by law. The Civil Code of the Russian Federation1 mentions the ways of transferring shares only in relation to a limited liability company (Article 93). The norms of this Code do not contain any specifics in this regard, thus leaving the issue to special (corporate) legislation. However, corporate legislation does not fully regulate the entire mechanism for transferring a share in the authorized capital or shares to another person.
 The most common method of share alienation is a share purchase and sale agreement; other methods that are not prohibited by law are considered auxiliary methods. The paper deals with procedural issues involved in using methods of shares alienation in practice.
 
 1 The Civil Code of the Russian Federation (Part one) from 30.11.1994 № 51-FZ (as amended on 16.12.2019, Rev. from 12.05.2020) / / Collection of Legislation of the Russian Federation. 1994. No. 32. St. 3301.

СТРАТЕГІЧНЕ УПРАВЛІННЯ ОРГАНІЗАЦІЙНОЮ КУЛЬТУРОЮ ПІДПРИЄМСТВ ПРИ РОЗВИТКУ ТА АДАПТАЦІЇ ДО ЗМІН

The study attempts to explore organizational culture as a set of beliefs, habits, values, attitudes, traditions, etc. among individuals and groups within any organization. In particular, it is noted that the notion of organizational culture is widely used in a business context. The way organizational culture is expressed has underpinned much of social sciences research and gained particular importance in the mid-20th century when some scholars in the field of management and organizational behavior had started actively advocating the benefits of promoting organizational culture. Thus, the research on a human aspect and human relationships in company management was previously part of sociology focus and from this perspective could be regarded as a predecessor of organizational culture. It is argued that adequate and precise identification of values, basic norms of conduct and employment procedures to be adhered to by all company employees will translate into specific organizational framework which contributes to shaping organizational culture and has dramatic impact on the way employees perceive management decisions. Individual behavior of each employee directly depends on relationships, communication and interaction they have with the rest of the group members. Hence, organizational culture can develop and improve employee capabilities on the one hand, and limit them on the other, especially when a company fails to build clear and effective corporate culture. This study views organizational culture as a set of paradigms which are formed during the organisation’s life cycle through the interaction between its members with internal structural units, strategies, systems and processes, and between the organization and its environment. This interaction suggests certain messages and links which will be valid as far as they ensure the organization’s efficiency, effectiveness and performance. The paper also describes the relationship between culture and a company strategy. A set of principles, values and beliefs shared by all employees, together with a company hierarchical structure, management levels, control mechanisms and effectiveness management tools ultimately shape the fundamental rules of employee conduct and working arrangements and indicate the focus of organisation’s strategy.

Formation of corporate culture as a basis for increasing the enterprise competitiveness

Actuality of research theme. Assessing the competitiveness of an enterprise is a complex multifactorial task, which boils down to identifying the most significant numerical indicators of competitiveness and their integration. The need to aggregate all indicators is due to the fact that the object of modeling (the effective functioning of the enterprise) requires not only generalizing characteristics, but also the ordering of its individual elements according to certain properties and principles. The problem of forming a sound corporate culture as a basis for increasing competitiveness of the enterprise becomes especially acute. Problem statement. Nowadays conditions business environment require introduction of a sound system for assessing the effectiveness of corporate culture and establishing a close relationship with the competitiveness of the enterprise. Analysis of the last researches and publications. Almost all researchers of the theory of assessment and management of competitiveness are engaged in the search for a capable management system that would facilitate the rapid response of the business entity to change the external and internal business environment, adaptation to new conditions. Despite considerable work, there remain problems requiring particular scientific analysis. In particular, insufficient attention is paid to exploring the soundness of corporate culture as a basis for increasing competitiveness of the enterprises of all forms of ownership. Uninvestigated parts of general matters defining. Not enough-researched and unpublished parts in periodicals issues remain related optimal methodological approach to assess the level of competitiveness of the enterprise, taking into account the formed corporate culture and the level of competitiveness of labor resources. The primary purpose of the study comprises to identify the peculiarities of corporate culture formation as a basis for increasing competitiveness of the enterprises of all forms of ownership. The methodological basis of the research was the scientific works of Ukrainian and foreign scientists, leading experts, statistical and analytical materials of state authorities. Results. The peculiarities of definition and formation of corporate culture are investigated. The level of corporate culture at the enterprise is assessmented. It has been revealed that the lack of a sound methodological approach to employee rating and appropriate means of motivation for professional development can lead to the loss of existing intellectual potential and competitive positions in the market services in general. The expediency of using the methodology of assessment of the efficiency of management of the enterprise based on the use of taxonomic analysis is substantiated. The expediency of forming an effective corporate culture as a basis for increasing competitiveness of the enterprises of all forms of ownership is substantiated. The field of application of results. The results of the study can be used by all stakeholders, including public authorities and local self-government, leading enterprises in the region. Conclusions. The leadership of domestic enterprises should ensure the formation and implementation of an effective corporate culture with a certain set of material and spiritual values, rules of behavior of employees.

Employee productivity and REIT performance

AbstractThe impact of employee productivity on real estate investment trust (REIT) performance is examined. Using a sample of U.S. equity REITs from 2003 to 2017, we first estimate parameters of a firm‐level production function correcting for endogenous input choices. The coefficient for labor input is statistically significant, indicating that labor productivity is an important component of overall REIT productivity. More importantly, REIT operating efficiency and financial performance are found to be negatively correlated with previous‐year employee instability (a proxy for employee turnover), but positively correlated with several lagged employee productivity measures, suggesting that a stable, motivated workforce improves a REIT's operating efficiency and performance. These findings suggest that employees play an important role in REIT operations and that managing employees properly and creating an effective corporate culture are essential to REIT performance.

CORPORATE CULTURE OF INSTITUTE OF HIGHER EDUCATION

Introduction. Corporate culture serves as a regulator of staff behavior through a system of values, norms, rules established within a single educational institution. Corporate culture can be considered as a kind of management ideology aimed at increasing the business activity of employees, the formation of their corporate identity. Goal is to investigate the phenomenon of corporate culture, to analyze the structure and functions of corporate culture, to characterize the features of the corporate code, to reveal the essence of corporate symbols; to present the main aspects of forming the corporate culture of a higher education institution (on the example of the Western Ukrainian National University). Method. The research methodology is based on the complex application of general scientific methods, including analysis and synthesis. The applied historical and cultural approach involves the study of corporate culture as a socio-cultural phenomenon, its role in creating the image of the university. Results. The scientific novelty of the obtained results is reflected both in the very formulation of the problem and in a comprehensive approach to its solution; The work is a study of the innovative activities of higher education institutions in the formation and development of corporate culture, is a critical analysis of previously unexplored aspects of the Western Ukrainian National University. The results of the study are reflected in the conclusions. Conclusions. It is established that the management of a higher education institution forms a corporate culture, thanks to which employees identify themselves as a professional community that stands out in the market of educational services. The directions of improvement of corporate culture of the university are offered, the basic principles of effective corporate culture, the maintenance of the corporate code, and also a role of corporate symbols in formation of image of university are analyzed.

Adaptation of New Employees as the Criterion of Social Efficiency of Company’s Corporate Culture

The article is devoted to corporate culture as a method of indirect management, which is especially in demand in companies working in the feld of intellectual services. Developed corporate culture helps to avoid cumbersome bureaucratic structures, as the employees of such an organisation can make the right decisions based on the values, norms and rules adopted in their company. The author considers the culture of the organisation through the prism of its effectiveness, paying the primary attention to the social aspect. As for maintenance and reproduction of the established corporate culture, the selection of staff and ensuring the subsequent production adaptation are crucial; the author specifes the concept of social effciency, as regards adaptation of new employees of the commercial organisations and considers the main stages of their social adaptation. The author also describes the conditions of successful adaptation of new employees, identifes the main features of socially effective corporate culture and the system of adaptation of new employees. The author concluded that each successfully adapted new employee strengthens the corporate culture of a commercial organisation and contributes to its social effciency, while each unsuccessful attempt to adapt reduces this indicator.