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Relevant bibliographies by topics / Corporate culture

Academic literature on the topic 'Corporate culture'

Author: Grafiati

Published: 4 June 2021

Last updated: 22 June 2024

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Contents

Journal articles
Dissertations / Theses
Books
Book chapters
Conference papers
Reports

Journal articles on the topic "Corporate culture":

1

Höpfl, Heather. "Safety Culture, Corporate Culture." Disaster Prevention and Management: An International Journal 3, no. 3 (September 1994): 49–58. http://dx.doi.org/10.1108/09653569410065010.

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Martin, Warren Bryan. "Corporate culture—college culture." New Directions for Higher Education 1985, no. 50 (June 1985): 75–81. http://dx.doi.org/10.1002/he.36919855011.

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Sedliaková, Ingrida. "Corporate Culture." Analecta Technica Szegedinensia 7, no. 1-2 (January 24, 2013): 50–58. http://dx.doi.org/10.14232/analecta.2013.1-2.50-58.

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Numerous articles, publications and researches show a strong impact of a good corporate culture on business success and economic performance. A strong corporate culture can be responsible for the process of creation of internal organization values, and it can also influence the proper functioning of the company and even its competitiveness. In those companies, that recognize the importance of corporate culture, corporate culture can become the most important tool, which can help them to achieve their strategic objectives. According to opinions of some authors, an excellent corporate culture is “the spirit” of organization. It is a part of entrepreneur’s core competitiveness but also it is a bas of core competencies. The present article is focused on identification and evaluation of problems during the forming process of corporate culture. The identification of problems was realized through questionnaire at the sample of 130 respondents. The result of the research shows that certain issues such as "buying your own people" (69% of respondents believe that remuneration is unfair), "sanctions" (more than ¼ of respondents think that work environment is not open for new ideas) or "copying of culture" (almost ¼ of respondents answered that they do not feel comfortable in existing culture) are still appearing in the shaping of corporate culture of companies.

4

Dunn, Mark G., David Norburn, and Sue Birley. "Corporate Culture." International Journal of Advertising 4, no. 1 (January 1985): 65–73. http://dx.doi.org/10.1080/02650487.1985.11105044.

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Terlaga, Raymond J., and Bridget N. O'Connor. "Corporate Culture." Journal of Business Strategy 15, no. 5 (May 1994): 21–24. http://dx.doi.org/10.1108/eb039655.

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Connors, Roger, and Tom Smith. "Corporate Culture." Journal of Business Strategy 21, no. 3 (March 2000): 10–12. http://dx.doi.org/10.1108/eb040082.

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Maulidi, Fiqi, Sifa Alviana Hasan, and Mochammad Isa Anshori. "Corporate Culture." Asian Journal of Management Analytics 2, no. 3 (July 31, 2023): 351–66. http://dx.doi.org/10.55927/ajma.v2i3.4911.

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Organizational culture has an important role in shaping patterns of behavior within the company. Organizations need to pay attention to the ongoing culture and carry out developments so that they can control the culture to continue to run positively and profitably for the organization. The purpose of writing this article is to examine the literature on corporate culture. The writing uses the literature review study method or literature review related to organizational culture to then be read and studied so as to provide an overview and literature about organizational culture.

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Opler, Lewis A. "Culture Competence and Corporate Culture." Psychiatric Services 54, no. 3 (March 2003): 404. http://dx.doi.org/10.1176/appi.ps.54.3.404.

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Cerović, Zdenko, and Amelia Tomašević. "THE IMPACT OF NATIONAL CULTURE ON THE CORPORATE CULTURE IN GLOBAL HOTEL COMPANIES." Tourism and hospitality management 12, no. 2 (December 2006): 93–102. http://dx.doi.org/10.20867/thm.12.2.8.

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The national culture is a system of assumptions, values, norms and traditions shared by one national group; the corporate culture is a system of rituals, behavior patters, norms and values shared by majority of employees in a company. Both cultures influence the style of management and communication with employees. The national culture influences the corporate culture, but in a long term, a corporate culture can also influence the national culture. Strong corporate cultures can suppress the national culture through the system of standardization of business operations, which in international companies is an element of brand identification and a competitive advantage. Global hotel companies which manage the hotels all over the world, face problems which derive from differences between their own corporate culture and national cultures of local staff. The efficiency of operations will depend on the way and skills in handling those problems. The influence of national and sometimes local cultures might have positive impact on creation of very successful hotel system of hotel service which often is well accepted on tourist market, but might also result with potential misunderstandings and even opposite effects. The paper surveys the elements of national cultures which might have impact on corporate cultures. The paper assumes that global hotel companies often face big cultural and social differences in certain destinations of their business interest. The model of survey are hotel corporate cultures in Croatian, European and world hotels and their corporations.

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Khilukha, Oksana. "Corporate Culture: Technology of its Formation." Economic journal of Lesia Ukrainka Eastern European National University 11, no. 3 (2017): 47–52. http://dx.doi.org/10.29038/2411-4014-2017-03-47-52.

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Dissertations / Theses on the topic "Corporate culture":

1

Neuber, Andreas. "Corporate governance & culture." HKBU Institutional Repository, 2019. https://repository.hkbu.edu.hk/etd_oa/627.

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Based on the institutional logic that enterprises will conform with the immediate cultural values and settings in a nation, the important influence of culture on corporate governance has been acknowledged in recent research. It has been shown that the quality of corporate governance varies strongly within regions and globally. Therefore, tests of cultural influences on single components of corporate governance or surrogates thereof have been conducted and their outcomes discussed. This research investigates the influence of culture on corporate governance using all 6 Hofstede cultural dimensions and a uniquely broad set of corporate governance factors that are present in reality. Using 565,787 year observations relating to 18,344 companies in 41 countries for the years 2010-2015, the results of cross-sectional regression analysis with appropriate control variables is presented. The ensuing results further enhance our understanding of culture's influence on the composition of the board of directors and will help regulators and lawmakers in their endeavors to improve relevant legislation as well as allow multinational companies to design effective and reliable corporate governance structures in their enterprises. In my analysis, I find a substantial influence of cultural dimensions on the structural elements of the composition of the board of directors around the globe. In particular board independence, time on the board, gender diversity, and absolute size of the board are impacted by the surrounding cultural environment of the enterprise. These results also hold true in a robustness test with alternative cultural dimensions. A final moderating test gives some evidence of the moderating influence the cultural environment has on the relationship between board structural elements and the quality of corporate governance.

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Hall, Frederick Leonard. "Australians in a corporate culture the national characteristics, are they intrinsic? : a study of cultural behaviour of Australian employees in a multi national [sic] corporation : a measure of change of national culture over time and it's relevance to corporate culture in Australia /." Master's thesis, Australia : Macquarie Universityc, 1989. http://hdl.handle.net/1959.14/23256.

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Thesis (MA)--Macquarie University, Graduate School of Management, 1989.
Introduction -- Values and culture -- The four dimensions -- Australia survey 1984/85 -- Methodological debate -- Literature reviews -- Outcome in terms of our national culture -- Transition to corporate culture -- Results of survey 1984/85 -- Appendix.
Bibliography: final [7] leaves (Appendix 4).
Mode of access: World Wide Web.
49 leaves ill. +

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Thomson, Kerry-Lynn. "Integrating information security into corporate culture." Thesis, Port Elizabeth Technikon, 2003. http://hdl.handle.net/10948/132.

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Introduction: There are many components that are required for an organisation to be successful in its chosen field. These components vary from corporate culture, to corporate leadership, to effective protection of important assets. These and many more contribute to the success of an organisation. One component that should be a definitive part in the strategy of any organisation is information security. Information security is one of the fastest growing sub-disciplines in the Information Technology industry, indicating the importance of this field (Zylt, 2001, online). Information security is concerned with the implementation and support of control measures to protect the confidentiality, integrity and availability of electronically stored information (BS 7799-1, 1999, p 1). Information security is achieved by applying control measures that will lessen the threat, reduce the vulnerability or diminish the impact of losing an information asset. However, as a result of the fact that an increasing number of employees have access to information, the protection of information is no longer only dependent on physical and technical controls, but also, to a large extent, on the actions of employees utilising information resources. All employees have a role to play in safeguarding information and they need guidance in fulfilling these roles (Barnard, 1998, p 12). This guidance should originate from senior management, using good corporate governance practices. The effective leadership resulting from good corporate governance practices is another component in an organisation that contributes to its success (King Report, 2001, p 11). Corporate governance is defined as the exercise of power over and responsibility for corporate entities (Blackwell Publishers, 2000, online). Senior management, as part of its corporate governance duties, should encourage employees to adhere to the behaviour specified by senior management to contribute towards a successful organisation. Senior management should not dictate this behaviour, but encourage it as naturally as possible, resulting in the correct behaviour becoming part of the corporate culture. If the inner workings of organisations are explored it would be found that there are many hidden forces at work that determine how senior management and the employees relate to one another and to customers. These hidden forces are collectively called the culture of the organisation (Hagberg Consulting Group, 2002, online). Cultural assumptions in organisations grow around how people in the organisation relate to each other, but that is only a small part of what corporate culture actually covers (Schein, 1999, p 28). Corporate culture is the outcome of all the collective, taken-for-granted assumptions that a group has learned throughout history. Corporate culture is the residue of success. In other words, it is the set of procedures that senior management and employees of an organisation follow in order to be successful (Schein, 1999, p 29). Cultivating an effective corporate culture, managing an organisation using efficient corporate governance practices and protecting the valuable information assets of an organisation through an effective information security program are, individually, all important components in the success of an organisation. One of the biggest questions with regard to these three fields is the relationship that should exist between information security, corporate governance and corporate culture. In other words, what can the senior management of an organisation, using effective corporate governance practices, do to ensure that information security practices become a subconscious response in the corporate culture?.

4

Weatherly, Kristopher Allen. "The rapid assessment of organizational culture using the organizational culture survey: Theory, research and application." Diss., The University of Arizona, 1995. http://hdl.handle.net/10150/187306.

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A theory about how an organization's culture influences decisions made within that organization is described and a new, easily administered instrument for rapidly assessing an organization's culture is introduced. Then a series of studies is presented, some of which assess the reliability and validity of the instrument and others of which test some of the implications of the theory. The instrument is shown to be a reliable and valid measure of organizational culture, and the research results support the predictions of the theory on both a group and an individual level. Finally, the instrument is used as part of an organization development intervention. It is concluded that the theory and the instrument provide a promising foundation for further research on the role of organizational culture in organizational decision making and for use as a tool for organization development.

5

Magang, Tebogo Israel Teddy. "Culture and corporate governance in South Africa." Thesis, University of Bradford, 2012. http://hdl.handle.net/10454/5485.

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The main objective of this thesis is to investigate corporate governance practices in South Africa listed companies. Specifically, the thesis strives to achieve the following objectives. First, it investigates the extent of compliance with the best corporate governance practices as recommended by the King Committee on Corporate Governance prior to and post 2002 in order to understand whether there is improvement in corporate practices. Second the thesis investigates whether compliance with the best corporate governance practices are related to ethnicity of board structures (in particular Board Chairman, Board Dominance and Chief Executive Officer/Managing Director) and other factors such as company characteristics, market and performance related variables. Third it investigates the views/opinions of key stakeholders [e.g. regulators, King Code Commissioners, companies and institutional investors] regarding the state of corporate governance in SA and its influence in the Southern African Development Community (SADC) region. The findings from regression results indicate that compliance with the King Code increased substantially between 2002 and 2008. The results also indicate that compliance is high for accounting and auditing and boards and directors issues and lowest for integrated sustainability reporting issues. The findings also indicate that ethnicity influences corporate compliance with best practice governance principles such as the King Code, as per prediction. Compliance was also found to be high for large firms, firms with multiple listings in other stock exchanges and firms audited by Big 4 audit firms. Finally, the findings from the views of key stakeholders indicate that the Code has indeed improved corporate governance standards in South Africa, is suitable for the country because of its consideration of local circumstances and influences corporate practice in the SADC region.

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Visser, Ronelda. "Corporate culture in a democratic South Africa." Thesis, Cape Peninsula University of Technology, 2005. http://hdl.handle.net/20.500.11838/1661.

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Thesis (MTech (Management))--Cape Peninsula University of Technology, 2006.
This study investigated whether the different home languages of employees of a large financial institution in the Western Cape had an influence of their perception of organisational structure and processes. The author conducted a series of interviews with management-level employees who speak Afrikaans, English and Xhosa as home languages in an attempt to ascertain the extent of the influence of individual cultures on perceptions and actions in corporate society. Specific attention was given to how these individuals perceived meetings, decision-making processes and conflict. These interviews were transcribed verbatim and studied by means of narrative analysis using a specialised software package to provide a better insight into the roles language and culture play within the South African organisation. Based on the narratives provided by the respondents in this study, the author concluded that individual culture does play a significant role in the perceptions of organisational structures such as conflict management,interaction during meetings, decision-making and acceptance of authority.

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Khan, Muhammad Ghayour, and Omar Khan. "Corporate Identity, Corporate Branding and Brand Image." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-57516.

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This dissertation aims to address the research gap which was evident on the apparel industry. The authors identified that additional research is required on how corporate identity influences the designing of a brand image on apparel industry. In order to address the gap the authors first formed a research model based on literature review or secondary data. Later on, primary data was collected through qualitative research method from 14 garments companies in Pakistan. Moreover, the primary data and secondary data was synthesized in order to analyze and conclude the research.The finding shows that the communication is a main issue when forming the brand image and it must be in line with the corporate identity in order to form a successful brand.

8

Ashe, Donna Kate. "Developing a quantitative assessment instrument for organizational culture : an integration of the theories from organizational culture and cross-cultural literature." Thesis, Georgia Institute of Technology, 1990. http://hdl.handle.net/1853/29534.

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Kummerow, Elizabeth H. "Towards the measurement of organisational culture /." Title page, contents and abstract only, 2000. http://web4.library.adelaide.edu.au/theses/09PH/09phk962.pdf.

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Sze, Yee-tak Maranda, and 施以德. "The corporate culture of the multi-level marketing companies in Hong Kong, and the feasibility of cultural transfer to the PRC." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B31266204.

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Books on the topic "Corporate culture":

1

Lessem, Ronnie. Managing corporate culture. Aldershot, Hants, England: Gower, 1990.

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White, David G. Disrupting Corporate Culture. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429316357.

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Lessem, Ronnie. Managing corporate culture. Aldershot: Gower, 1990.

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Herget, Josef. Shaping Corporate Culture. Berlin, Heidelberg: Springer Berlin Heidelberg, 2023. http://dx.doi.org/10.1007/978-3-662-65327-2.

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Wheatley, Ruth. Changing corporate culture. Corby: Insitute of Managment, 1996.

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Su, Yong, and Lanjian Chen. Modern Oriental Corporate Culture. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-35214-0.

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Kotter, John P. Corporate culture and performance. New York: Free Press, 1992.

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Yamashita, Hideo. Competitiveness and corporate culture. Aldershot, Hants, England: Ashgate Pub., 1998.

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9

Board, Conference. Corporate Culture and Change. S.l: s.n, 1986.

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Loiseau, Jacques. Naissance d'une culture: Essai sur la culture industrielle. Paris: Harmattan, 1996.

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Book chapters on the topic "Corporate culture":

1

Chevreux, Laurent, Wim Plaizier, Christian Schuh, Wayne Brown, and Alenka Triplat. "Culture." In Corporate Plasticity, 121–22. Berkeley, CA: Apress, 2014. http://dx.doi.org/10.1007/978-1-4302-6748-5_31.

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Ma, Li. "Corporate Culture." In Understanding Chinese Firms from Multiple Perspectives, 149–76. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54417-0_6.

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Coulson-Thomas, Colin J. "Corporate Culture." In Strategic Public Relations, 248–75. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1007/978-1-349-13481-6_15.

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Sharman, Andrew. "Corporate culture." In Naked Safety, 66–80. Abingdon, Oxon ; New York, NY : Routledge, 2018. |: Routledge, 2018. http://dx.doi.org/10.4324/9781315858692-7.

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Blauw, E., W. J. Corbett, and S. M. Downey. "Corporate Culture." In A Geography of Public Relations Trends, 129–44. Dordrecht: Springer Netherlands, 1985. http://dx.doi.org/10.1007/978-94-017-0575-2_11.

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Hermanni, Alfred-Joachim. "Corporate Culture." In Business Guide for Strategic Management, 75–84. Wiesbaden: Springer Fachmedien Wiesbaden, 2023. http://dx.doi.org/10.1007/978-3-658-41367-5_12.

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Haydon, Liam D. "Introduction." In Corporate Culture, 1–24. 1st Edition. | New York : Routledge, [2018] | Series: Routledge studies in renaissance and early modern worlds of knowledge ; 4: Routledge, 2018. http://dx.doi.org/10.4324/9781315531052-1.

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Haydon, Liam D. "The corporate-public sphere." In Corporate Culture, 25–57. 1st Edition. | New York : Routledge, [2018] | Series: Routledge studies in renaissance and early modern worlds of knowledge ; 4: Routledge, 2018. http://dx.doi.org/10.4324/9781315531052-2.

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Haydon, Liam D. "Trusting the corporation." In Corporate Culture, 58–94. 1st Edition. | New York : Routledge, [2018] | Series: Routledge studies in renaissance and early modern worlds of knowledge ; 4: Routledge, 2018. http://dx.doi.org/10.4324/9781315531052-3.

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Haydon, Liam D. "The world’s exchange." In Corporate Culture, 95–128. 1st Edition. | New York : Routledge, [2018] | Series: Routledge studies in renaissance and early modern worlds of knowledge ; 4: Routledge, 2018. http://dx.doi.org/10.4324/9781315531052-4.

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Conference papers on the topic "Corporate culture":

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Kusumawarti, Sri. "Work Family Culture as a Corporate Culture." In Proceedings of the International Conference on Contemporary Social and Political Affairs (IcoCSPA 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icocspa-17.2018.24.

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Fu, Jie. "Does Corporate Culture Affects Performance of Insurance Corporate." In 2013 International Conference on Advances in Social Science, Humanities, and Management. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/asshm-13.2013.130.

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Elliott, Matthew, Benjamin Golub, and Mathieu V. Leduc. "Corporate Culture and Organizational Fragility." In EC '23: 24th ACM Conference on Economics and Computation. New York, NY, USA: ACM, 2023. http://dx.doi.org/10.1145/3580507.3597728.

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Ananchenkova, Polina. "Corporate Training, Corporate Culture, Corporate Behavior: Development Based on Remote Education Technologies." In ERD 2016 - Education, Reflection, Development, Fourth Edition. Cognitive-crcs, 2016. http://dx.doi.org/10.15405/epsbs.2016.12.19.

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Bufina, N. E. "FEATURES OF THE CORPORATE CULTURE OF ORGANIZATIONS IN THE SPHERE OF CULTURE IN KEMEROVO ON THE EXAMPLE OF THE STATE AUTONOMOUS PROFESSIONAL EDUCATIONAL INSTITUTION KUZBASS ART COLLEGE AND THE STATE AUTONOMOUS INSTITUTION OF CULTURE "KUZBASSKINO"." In The Fourteenth Baikal Socio-Humanitarian Readings; The Region In The Country And The World – Trends And Dynamics Of Political Development; Siberia In The XVII–XXI Centuries: History, Geography, Economics, Cultural Studies, Museology; Peter's Philosophical Readings. Publishing House of Irkutsk State University, 2021. http://dx.doi.org/10.26516/978-5-9624-1987-9.2021.7.

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The article examines the features of the corporate culture of cultural institutions, analyzes the corporate styles of the Kuzbass Art College and the state autonomous cultural institution “Kuzbasskino”. Particular attention is paid to the specifics of the corporate organization of the team in the work on conferences and festivals.

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Stolyarchuk, E. A., N. E. Vodopyanova, G. S. Nikiforov, and N. O. Zaruchnikova. "For corporate culture depending on self-regulation and values." In INTERNATIONAL SCIENTIFIC AND PRACTICAL ONLINE CONFERENCE. Знание-М, 2020. http://dx.doi.org/10.38006/907345-50-8.2020.645.659.

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The article presents the results of a study of corporate culture preferences depending on self-regulation and values of specialists working in project organizations for the development of complex technical systems (STS). As the methodological basis of the research, we selected R. Barrett’s concept of the levels of personal and organizational consciousness, the compatibility of personal and organizational values as factors that determine the development and effectiveness of companies in the modern business space (Barret, 1997). The purpose of the study: to determine the dependence of the preferred corporate culture of scientific and production associations by specialists of complex technical systems (STS) on their value orientations and self-regulation styles. Research methods: diagnostics of types of real and preferred corporate culture (Cameron, 2001), questionnaire «style of self-regulation of behavior» (Morosanova, 1988), author’s questionnaire of values based on the R. Barrett model (personal and corporate values), questionnaire «life goals and values» (Klyueva, 1997). Sample: 96 specialists of the STS Research and production Association (56 men and 40 women aged 28 to 55 years, with experience in the organization from 2 to 15 years. Conclusions. STS specialists assess the real corporate culture as bureaucratic and market-oriented. They want a clannish corporate culture or an adhocracy one. With a high level of self-regulation, professionals prefer clan and adhocracy cultures. STS specialists with a low level of self-regulation prefer a bureaucratic corporate culture. STS specialists have the predominant values of life, health and personal growth, and religion and fame are the least Their corporate values belong to the third level of consciousness (self-esteem, self-discipline, confidence, friendliness, influence and power, the effectiveness of the organization in business processes and management system). STS specialists have a high level of self-regulation with a predominance of styles for evaluating results, programming and modeling. Styles of self-regulation of planning, programming, and regulatory-personal properties of flexibility have a medium level, and independence-a low level, which is a consequence of the bureaucratic corporate culture. The obtained results served as a justification for the development of an algorithm for changing the corporate culture of an organization.

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Liu, Zhi-Qiang, and Zhi-Ning Pan. "Religious Culture and Corporate Agency Costs1." In International Academic Conference on Frontiers in Social Sciences and Management Innovation (IAFSM 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200207.016.

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Liu, Zhi-qiang, and Nan Ma. "Religious Culture and Corporate Risk taking." In Proceedings of the Fourth International Conference on Economic and Business Management (FEBM 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/febm-19.2019.43.

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"MAINTAINING AND DEVELOPING CORPORATE CULTURE ORGANIZATIONS." In Russian science: actual researches and developments. Samara State University of Economics, 2019. http://dx.doi.org/10.46554/russian.science-2019.10-1-126/131.

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Qin, Weiwei. "Musical Effects in Corporate Culture Modeling." In 2018 International Conference on Education Science and Social Development (ESSD 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/essd-18.2018.19.

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Reports on the topic "Corporate culture":

1

Gorton, Gary, Jill Grennan, and Alexander Zentefis. Corporate Culture. Cambridge, MA: National Bureau of Economic Research, October 2021. http://dx.doi.org/10.3386/w29322.

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Guiso, Luigi, Paola Sapienza, and Luigi Zingales. Corporate Culture, Societal Culture, and Institutions. Cambridge, MA: National Bureau of Economic Research, February 2015. http://dx.doi.org/10.3386/w20967.

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Gorton, Gary, and Alexander Zentefis. Social Progress and Corporate Culture. Cambridge, MA: National Bureau of Economic Research, January 2019. http://dx.doi.org/10.3386/w25484.

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Guiso, Luigi, Paola Sapienza, and Luigi Zingales. The Value of Corporate Culture. Cambridge, MA: National Bureau of Economic Research, October 2013. http://dx.doi.org/10.3386/w19557.

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Graham, John, Campbell Harvey, Jillian Popadak, and Shivaram Rajgopal. Corporate Culture: Evidence from the Field. Cambridge, MA: National Bureau of Economic Research, March 2017. http://dx.doi.org/10.3386/w23255.

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Biggerstaff, Lee, David Cicero, and Andy Puckett. Unethical Culture, Suspect CEOs and Corporate Misbehavior. Cambridge, MA: National Bureau of Economic Research, August 2013. http://dx.doi.org/10.3386/w19261.

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Kosheleva, S. B., and O. S. Kraynova. VALUE OF CORPORATE CULTURE FOR MANAGEMENT TOURIST COMPANY. Ljournal, 2016. http://dx.doi.org/10.18411/d-2016-030.

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Gorton, Gary, and Alexander Zentefis. Corporate Culture as a Theory of the Firm. Cambridge, MA: National Bureau of Economic Research, June 2020. http://dx.doi.org/10.3386/w27353.

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Davidson, Robert, Aiyesha Dey, and Abbie Smith. Executives' "Off-The-Job" Behavior, Corporate Culture, and Financial Reporting Risk. Cambridge, MA: National Bureau of Economic Research, April 2012. http://dx.doi.org/10.3386/w18001.

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DeBacker, Jason, Bradley Heim, and Anh Tran. Importing Corruption Culture from Overseas: Evidence from Corporate Tax Evasion in the United States. Cambridge, MA: National Bureau of Economic Research, January 2012. http://dx.doi.org/10.3386/w17770.

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