Role Of Corporate Culture Research Articles

Moving from a goods- to a service-oriented organization: a perspective on the role of corporate culture and human resource management

PurposeThis study aims to investigate the internal elements that help in the introduction of a service logic into a goods-oriented organization by focusing on corporate culture and human resource management (HRM) practices.Design/methodology/approachThe study uses a qualitative single case study research design. Data have been collected through archival data and 14 semi-structured interviews to managers, employees and retailers of a bike manufacturer.FindingsThe research identifies the following three new internal elements affecting the service orientation of corporate culture of a company with a customization strategy: shared vision built up with the participation of the whole organization; rooting the service orientation into the past history; passion and collaborative study deployed through digital tools. Additionally, related to HRM, the research finds another two elements: emotional salary and that a collective way of understanding and sharing the service infusion is needed.Research limitations/implicationsGiven that this is a qualitative research based on a single case study the identified key elements of corporate culture and HRM practices cannot be used as a predictive tool. However, the depth of evidence is significant and allows analytical generalizations, which enable us to put forward tentative propositions for future research.Practical implicationsFor managers of industrial firms, the identified elements provide an insight on how to smooth the transition from goods-to service-oriented organization. The shift demands the development of an adequate corporate culture and distinctive management of human resources.Originality/valueBuilding on previous literature, the research offers the academic community five new soft elements to be studied in the service infusion process and can guide top managers on how to engage the entire organisation in a service-oriented manner.

The Role of Corporate Culture in Bad Times: Evidence from the COVID-19 Pandemic

AbstractAfter fitting a topic model to 40,927 COVID-19–related paragraphs in 3,581 earnings calls over the period Jan. 22–Apr. 30, 2020, we obtain firm-level measures of exposure and response related to COVID-19 for 2,894 U.S. firms. We show that despite the large negative impact of COVID-19 on their operations, firms with a strong corporate culture outperform their peers without a strong culture. Moreover, these firms are more likely to support their community, embrace digital transformation, and develop new products than those peers. We conclude that corporate culture is an intangible asset designed to meet unforeseen contingencies as they arise.

CORPORATE CULTURE AS A COMPONENT OF MOTIVATIONAL MANAGEMENT

The personnel of the enterprise is the main resource of the organization, because the efficiency of entrepreneurial activity depends on the result of the activity of workers and employees. It is possible to increase labor productivity and make full use of human resources by building an effective system of staff motivation. The corporate culture of the organization plays a significant role in the development of motivational management. Therefore, the issues related to its formation and successful use are of great importance. Thus was formed the purpose of the article: a theoretical study of the process of formation of corporate culture and ways to adapt it to the activities of the organization. The purpose of the article is a theoretical study of aspects of the formation and implementation of corporate culture in the system of motivational management of the organization. To achieve this goal, the following tasks are set and solved in the article: the stages of development of the concept of "corporate culture" are considered and generalized; the existing points of view on the essence of the concept of "corporate culture" are analyzed; the components of corporate culture are considered; the purpose and tasks of corporate culture are formed; the principles and functions of corporate culture are listed; the existing classification of corporate culture is generalized.To achieve this goal, the following research methods were used: theoretical generalization, analysis and synthesis - to clarify the concept of "corporate culture" and to generalize the classification of corporate culture. System approach - to determine the relationship between corporate culture and the effectiveness of motivational management. Historical method - to identify stages of development of corporate culture. The main findings of the article are the five stages of corporate culture. From the first use of the term to the scientific substantiation of corporate culture models. The study showed that corporate culture should be considered as part of the management system of the organization. To facilitate understanding of the content and role of corporate culture, its types were considered and generalized into a single classification.

Corporate Culture in M&As: Evidence from CEO Letters to Shareholders

This paper examines the role of corporate culture for mergers and acquisitions. To quantify corporate culture, I run a textual analysis of the language used in CEOs' annual letters. This analysis categorizes firms into three different corporate cultures: collaborative, innovative, and customer-centric. Using the novel measure of corporate culture, I find that firms with more similar corporate cultures are more likely to merge. Second, buyers' announcement returns are higher if targets have more similar corporate cultures. Finally, the cultural integration of two merged firms is positively related to post-merger performance and is negatively associated with ex post divestiture. In sum, this paper shows that cultural differences have meaningful impacts on mergers.

ASPECTS OF CORPORATE CULTURE FORMATION IN A STUDENT BODY THROUGH SELF-ORGANIZATION OF EXTRA-CURRICULAR ACTIVITIES

The article substantiates the role of corporate culture in the formation of a student body as one of the most important factors in the development of the creative (innovative) activity of a student's personality. The relevance of the topic is due to the influence of corporate culture on the motivation of self-organizing activity of a student association, the possibility of regulating the behavioral attitudes of students on the basis of those values that are acceptable for a university, formation of traditions of a student community. The research problem is the search for new guidelines for the organization of a high-quality educational process in a higher educational institution. The aim of the research is to reveal the aspects that influence the formation of a communicative culture of a student body through self-organization of extracurricular activities. The research is based on the materials of scientific and practical conferences, the results of empirical research, as well as other documents and materials related to the research problem. Questioning and interviewing, study of behavior norms, traditions, and rituals prevailing in student associations have been used as the main research methods. The Results and key findings. Corporate culture of a student body - influences the development of a student's culture, the formation of the values of a student association, its effective adaptation in a student community; - promotes the development of student's social activity through motivation for joint collective activity; - is a stimulating tool that encourages the members of a student body to create projects, to form the traditions of a student community, which contributes to the enhancement of the corporate spirit, the development of the student's personal competencies.

Роль та значення корпоративної культури в діяльності вітчизняних підприємств

Annotation. Introduction. Corporate culture plays an important role in business environment. As the activities of the staff, their attitude towards each other influences the activity of the enterprise, managers should pay attention and introduce a corporate culture in order to increase company’s efficiency. The phrase “corporate culture” firstly was used in the nineteenth century in military terminology by a German field marshal Moltke for relevant relationships in the official environment. There are many definitions of the concept of “corporate culture”, but there is a certain difference in the interpretation of the concept with the change of years and the depth of its research. Purpose. Modern business conditions require the introduction of corporate culture, so the leaders of domestic enterprises are increasingly seeking to apply foreign experience without exploring the differences between the Ukrainian market and foreign. Therefore, the purpose of the research is to study the role of corporate culture in domestic enterprises, as well as to identify the features of the formation of corporate culture in Ukrainian enterprises. Results. As a result of the research, we were found that corporate culture as a tool of personnel management is used in only 55% of domestic enterprises. In our opinion, it is necessary to promote the introduction of corporate culture in domestic enterprises, taking into account the national mentality and social values, and for this it is necessary to develop clear tools of corporate culture, basic principles and principles, and algorithms for their implementation in enterprises. These issues need detailed consideration and will be considered by us in further research. Conclusions. Summing up everything we can say that corporate culture is not only an instrument for managing the workforce of an organization. It forms an enterprise from the inside, influencing its image and profits. The presence of corporate culture in enterprises is a competitive advantage among others in the industry. Keywords: corporate culture; competitive advantage; personnel management; labor resources; enterprise efficiency.

The Role of Corporate Culture in Performance Measurement and Management Systems

Recently, there has been increasing pressure to change current performance measurement and management systems from control systems to those that support learning and continuous improvement. This change requires a specific corporate culture that supports the effective operation of performance measurement and management. This paper aims to clarify the relationship between corporate culture and performance measurement and management systems. Questionnaire survey data from Czech medium and large companies were collected and analyzed by Pearson’s chi-squared test to validate the proposed hypothesis. The research findings confirmed that performance measurement and management systems of companies that devoted sufficient energy and attention to performance-driven culture are more effectively developed. Analysis of different performance-driven culture attributes revealed which are the most important ones.

Problematic news framing of #MeToo

ABSTRACT Mainstream US news coverage of #MeToo reprises some of the central limitations of news coverage of rape and sexual assault from prior decades. However, #MeToo coverage also includes some indications of the contributions of corporate culture and rape culture to the abuses of power that have taken place. Through a close analysis of New York Times and Washington Post coverage of two cases, those of Charlie Rose and Matt Lauer, this article shows how most stories are framed from the point of view of the perpetrator or the organization of which he is a part. Following limitations of coverage in earlier eras, victims and their specific claims and experiences are quickly sidelined. Nonetheless, some stories name the problematic behaviors of perpetrators and discuss abuses of power and the role of corporate culture. These elements, while included, are dwarfed by the preponderance of coverage that is framed as centrally about either the accused or about the costs of his dismissal from the organization of which he was a part. In the context of this analysis, the final section of the article proposes several suggestions for improved coverage of #MeToo cases.

The Role of Corporate Culture in Bad Times: Evidence from the COVID-19 Pandemic

After fitting a topic model to 40,927 COVID-19-related paragraphs in 3,581 earnings calls over the period January 22 to April 30, 2020, we obtain firm-level measures of exposure and response related to COVID-19 for 2,894 U.S. firms. We show that despite the large negative impact of COVID-19 on their operations, firms with a strong corporate culture outperform their peers without a strong culture. Moreover, these firms are more likely to support their community, embrace digital transformation, and develop new products than those peers. We conclude that corporate culture is an intangible asset designed to meet unforeseen contingencies as they arise.

Corporate culture - as a factor of effective innovative management of the University

The article discusses the role of corporate culture in the management of educational institutions in the context of modernization of the higher education system. The analysis of the level of formation of corporate culture in universities of the republic of Uzbekistan, the problems of the formation and development of corporate culture of the university.

Analysis of a Product-service Association’s Impact on the Organization; an SMI Case

Servitization is observed in companies that tend to develop their capabilities, skills and customer relationships to provide services that complement their manufactured products. Services are no longer a distinct category that managers must consider, but rather an omnipresent part of their strategic mission and business planning. The role of corporate culture in the implementation of service strategies is a recurring problem in the Servitization literature, as the assumption is that corporate culture can have a profound impact on the organization’s effectiveness. As a result, manufacturing companies pursuing a Servitization strategy must align their corporate culture, moving from a product-oriented to a service-oriented one. The PSS (Product-Service System), a special case of Servitization, refers to a combination of products and services. This concept includes a competitive strategy focused on service and environmental sustainability in order to differentiate itself from its competitors. This transformational process affects the organizational culture’s area. Based on an action research, we analyzed the impact of the Product-Service Association in a French manufacturing SME Y that has successfully developed product-related services. The methodology is based both on the interviews and on the analysis of secondary data. Our case study around the industrial company Y has thus made us able to justify the theories affirming that the PSS has an impact on an SMI’s organization and culture. We have noticed that the company Y has a product-service oriented culture which is reflected in its speeches and brochures and its internal organization. This culture is customer-oriented and its needs are at the heart of the staff's concerns, as the company always strives to satisfy them and respond to their inquiries. By maintaining a strong collaboration between its members and its customers, Y manages to ensure a customer-oriented culture. This way, Y is well organized and seeks to balance its products and services in order to satisfy its customers, through its Culture Services based on Product expertise.

The role of corporate culture and ethical environment in directing individuals’ behavior

This study is aimed at verifying the conception that a strong corporate culture supported with a positive ethical environment is central for directing and guiding the behavior of individuals toward achieving organizational objectives. The rationale for this study stems from the circumstance that formal controls systems suffer from consecutive failures, as the performance of organizations is still suffering from financial collapses. Reasons behind such failures might be related to the insufficient appreciation of the culture-based controls given that formal controls are influenced by the human nature of employees and the affixed moral side.Data subject to analysis are obtained from a judgmental sampling method using a self-completion questionnaire covering the listed companies at Jordan Securities Commission. A factor analysis and a standard multiple regression analysis have been conducted with the aim of proving the hypotheses of the research. The research results show that strong corporate culture supported with a positive ethical environment can direct the behavior of employees for the good of organizations. Results also support the importance of involvement of top management considering its role in filling the gap between the embraced and the workable values and beliefs of an entity.

Role of Corporate Culture in Foreign Market Access

Role of Corporate Culture in Foreign Market Access

Corporate Culture and M&As

We examine the role of corporate culture in M&As by utilizing a unique corporate social responsibility (CSR) dataset, providing in-depth information on multiple dimensions of organizational culture in 22 developed markets. In accordance with the prediction of the culture clash theory, a wider divergence between the corporate cultures of the acquiring and target firms is associated with lower acquirer announcement and long-run returns as well as synergistic gains for the combined firm. Cultural misalignment also increases the time required to finalise a deal, reduces the likelihood of deal completion and the percentage of stock payment. Our results are robust to alternative explanations (e.g. similarities in national culture, acquirer CSR performance), different regression specifications, and additional cultural misalignment measures. Our findings highlight the importance of the need for a deeper understanding of the role of CSR for the target selection process, integration planning, and financing choice of M&As to corporations and their investors.

Happy home at Adform – corporate culture as a tool to attract and retain talent

Subject area Social science, Organizational behaviour. Study level/applicability The case is intended for bachelor or master level students as a part of HRM and OB curriculum and in particular organizational culture and change management topics as well as talent selection and innovation issues in the organization. Case overview Adform, a fast-growing global ad-tech company, is well-known in the market as a workplace that nurtures creativity and innovation. Recently recognized as the Aon Employer of the Year 2016 in the Baltic States by OVC, the company strives to maintain the position and remain an attractive place to work at. However, when both the sector and the company is growing fast, it becomes a challenge to sustain corporate culture and implement shared values in daily activities. Creative and innovative employees are in high demanded in the whole ad-tech sector and competition for the best professionals is inevitable. The key issues Anna, head of HR Strategic initiatives, is facing to present are as follows: How to attract and retain the best talent in a highly competitive labour market? How to maintain corporate culture that promotes innovative thinking when the company is growing fast and the sector is developing even faster? How to manage conflicts between personal and corporate values when employees are in high demand in the market? The case is structured from three different perspectives – newly employed professional Simon, experienced Adformers Ingrid and Martin, and Human Resources department specialists Anna and Sandra – everyone has different challenges and issues to solve; however, they share common values and beliefs, which form a sound base for decision-making and prove the importance of corporate culture as a strong management tool at Adform. Expected learning outcomes Expected learning outcomes are as follows: to understand major components of corporate culture and its role in an organisation, to gain practice in assessing corporate culture and its types; to understand the role of corporate culture in attracting and retaining talented employees to help company grow and develop; and to recognize challenges a company may encounter sustaining a strong corporate culture in a fast-growing sector and to analyse means of strong culture maintenance. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 6: Human Resource Management.

Service and customer orientation of corporate culture in a French manufacturing SME

The role of corporate culture in achieving servitization strategies is a recurrent issue in the servitization literature. The assumption is that corporate culture can have a profound impact on the effectiveness of the organization. Hence, manufacturing firms that pursue a servitization strategy should align their corporate culture, and move from a product-oriented culture to a service-oriented one. Based on action research, we have investigated the service and customer orientation of the corporate culture of a French manufacturing SME that has successfully developed product-related services. Our results show that its corporate culture is characterized by embeddedness between product and service organization, and a strong customer orientation. This leads us to challenge the way corporate culture is dealt with in the servitization literature.

Содержание и роль корпоративной культуры в российских организациях

Содержание и роль корпоративной культуры в российских организациях

Role of Modern Corporate Culture in Companies Development

The article considers modern trends in the role of corporate culture in international companies and reveals the importance of corporate culture in the development of companies. It gives examples of successful construction of corporate culture, using human capital, supporting employees’s projects within companies. Also the article considers the vision of building a developed corporate culture by the leaders of large world and domestic companies.

BASICS OF FORMATION AND DEVELOPMENT OF CORPORATE CULTURE IN THE ORGANIZATION

Corporate culture is of increasing interest to researchers not only because of the special, interdisciplinary position of the topic, but also because of the high practical and economic importance for the life of companies, firms and other organizations. The article investigates the concept and essence of corporate culture. The main aspects of the process of formation and the role of corporate culture in the organization are considered.

Trend Micro (A): Responding to a Service Failure

Trend Micro, an antivirus and Internet content security software provider, accidentally releases a flawed pattern file update that disables users' computers. The primary impact is on users in Japan, where 150,000 customers are affected. As the media press for answers and the stock price plummets, Eva Chen (CEO) and Akihiko Omikawa (president of Trend Micro Japan) must decide how to respond.To consider a range of crisis management options, including apologizing, sharing information, and compensating harmed customers and illustrate the role of corporate culture in determining a company's response to a crisis. Trend Micro's strong customer orientation and collaborative culture guided its response and led to a full recovery in a short period of time.