Journal articles: '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.

8

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.

10

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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11

Glazner, Linda. "Understanding Corporate Cultures." AAOHN Journal 40, no. 8 (August 1992): 383–87. http://dx.doi.org/10.1177/216507999204000804.

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Understanding corporate cultures, generally, and the one in which one works, specifically, can help the occupational health nurse develop and implement intervention strategies specific to the culture of that company. Assessing the company through situational and systems analysis allows occupational health nurses to identify the culture of their occupational setting. Then, using creative strategies, company specific interventions can be suggested. The likelihood of success is greatly increased when culture is considered.

12

Moingeon, B. "From Corporate Culture to Corporate Identity." Corporate Reputation Review 2, no. 4 (October 1999): 352–60. http://dx.doi.org/10.1057/palgrave.crr.1540091.

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13

Franzoni, Simona. "Measuring corporate culture." Corporate Ownership and Control 10, no. 4 (2013): 308–16. http://dx.doi.org/10.22495/cocv10i4c3art2.

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The ability to assert the ethical and entrepreneurial values in a strong and shared manner, on the level of corporate governance and organisation, is therefore a critical element for the purpose of obtaining consensus and the optimisation of enterprise performance. For these reason, monitoring the corporate culture through the identification of indicators enables us to measure the processes of change underway in an organisation and may enable us to prevent the persistence of bad management. The introduction of a model to measure corporate culture has therefore become necessary, both in terms of defining and representing the intangible asset, with a view to controlling management to ensure the effective orientation of behaviour, to achieve the enterprise purposes and stakeholders’ consensus.

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Kienle, Patricia C. "Understanding Corporate Culture." Journal of Pharmacy Practice 7, no. 5 (October 1994): 210–12. http://dx.doi.org/10.1177/089719009400700502.

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Positions within health care organizations require clinical and organizational skills. Understanding the organization's political climate is key to the clinical coordinator's success. Approaching the corporate culture is similar to managing patient care: it requires diagnosis, treatment, and evaluation of the situation. Diagnostic issues include the status of the pharmacy services and analyses of the organization's performance in external and internal assessments. Treatment issues include management style, communication skills, and interaction with key players in the organization. Evaluation issues include the ability to objectively assess the worth of clinical programs.

15

Pan, Yihui, Stephan Siegel, and Tracy Yue Wang. "Corporate Risk Culture." Journal of Financial and Quantitative Analysis 52, no. 6 (December 2017): 2327–67. http://dx.doi.org/10.1017/s0022109017000771.

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We examine the formation and evolution of corporate risk culture, that is, the preferences toward risk and uncertainty shared by a firm’s leaders, as well as its effect on corporate policies. We document persistent commonality in risk attitudes inside firms, which arises through the selection of leaders with similar preferences and is rooted in the founders’ risk attitudes. Changes in corporate risk culture over time affect corporate investment policies, whereas cross-sectional differences in founders’ risk attitudes, that is, firms’ initial risk culture, contribute to differences across firms in persistent firm policies, such as research and development intensity.

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Klein, Birgit, and Christopher Zirnig. "Corporate Culture 4.0." Ökologisches Wirtschaften - Fachzeitschrift 33, no. 3 (August 28, 2019): 30. http://dx.doi.org/10.14512/oew340330.

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Die Digitalisierung nimmt derzeit großen Einfluss auf Unternehmen, was eine bewusste Analyse und Beschäftigung mit der eigenen Unter nehmenskultur notwendig macht. Diese Studie befasst sich mit der Frage, ob dabei eine digitale Unternehmenskultur – eine Corporate Culture 4.0 – entsteht, wie diese aussieht und ob man sie forcieren kann.

17

Choi, Hyang-Mi. "Womenomics and Corporate Culture: Does Corporate Culture Cause Organizational Conflicts?" Korea International Trade Research Institute 16, no. 5 (October 30, 2020): 649–62. http://dx.doi.org/10.16980/jitc.16.5.202010.649.

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18

Guiso, Luigi, Paola Sapienza, and Luigi Zingales. "Corporate Culture, Societal Culture, and Institutions." American Economic Review 105, no. 5 (May 1, 2015): 336–39. http://dx.doi.org/10.1257/aer.p20151074.

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While both cultural and legal norms (institutions) help foster cooperation, culture is the more primitive of the two and itself sustains formal institutions. Cultural changes are rarer and slower than changes in legal institutions, which makes it difficult to identify the role played by culture. Cultural changes and their effects are easier to identify in simpler, more controlled, environments, such as corporations. Corporate culture, thus, is not only interesting per se, but also as a laboratory to study the role of societal culture and the way it can be changed.

19

Nakonechna, Nataliia. "COMPARATIVE ANALYSIS OF CORPORATE CULTURE IN EU COUNTRIES." PUBLIC ADMINISTRATION AND LAW REVIEW, no. 1(17) (March 30, 2024): 43–55. http://dx.doi.org/10.36690/2674-5216-2024-1-43.

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Corporate culture plays a pivotal role in shaping organizational behavior, decision-making processes, and overall success. This comparative analysis delves into the corporate cultures of several European Union (EU) countries, exploring their unique characteristics, similarities, and differences. Through an extensive literature review, this study examines existing research on corporate culture, its definitions, dimensions, and its significance in organizational performance. The purpose of this analysis is to provide insights into how corporate cultures vary across EU countries and to identify potential implications for multinational corporations operating within these diverse cultural contexts. The study outlines specific tasks including identifying key cultural dimensions, analyzing cultural practices, and evaluating their impact on organizational outcomes. Employing a comparative framework, the analysis scrutinizes corporate cultures in countries such as Germany, France, the United Kingdom, Sweden, and the Netherlands. Through this comparative lens, conclusions are drawn regarding the influence of national culture on corporate practices, the role of leadership in shaping organizational culture, and the importance of cultural sensitivity in international business operations. This study contributes to a deeper understanding of the complexities of corporate culture within the EU, offering valuable insights for organizations seeking to navigate the challenges of cross-cultural management.

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Garri, Myropi, Nikolaos Konstantopoulos, and Michail Bekiaris. "Corporate Strategy, Corporate Culture & Customer Information." Procedia - Social and Behavioral Sciences 73 (February 2013): 669–77. http://dx.doi.org/10.1016/j.sbspro.2013.02.104.

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21

Kordoš, Marcel, and Jozef Habánik. "Corporate culture interplay issues in global economy." Problems and Perspectives in Management 16, no. 3 (August 17, 2018): 302–10. http://dx.doi.org/10.21511/ppm.16(3).2018.24.

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The topic of this paper is the comparative analysis assessment of American and European (Slovak) systems of corporate culture describing the cultural differences within transnational companies. The study is comparing the American system of corporate culture with Slovak corporate culture model. The goal of this paper is to figure out the real model of an American enterprise within its interaction with European (Slovak) enterprise and detect the differences between them. Based on the SWOT analysis coming out of two surveys via questionnaires outputs, the comparative analysis assessment dealing with the successful symbiosis of foreign American company operating within the European (Slovak) enterprise environment will be worked out. The paper reveals the similarities and differences between the Slovak and U.S. corporate culture standards such as conflict avoidance, focus on relationships, self-confidence of comparing cultures, personal responsibility, one’s own initiative and autonomy and so on.

22

Dang, Huong Dieu. "National Culture and Corporate Rating Migrations." Risks 6, no. 4 (November 14, 2018): 130. http://dx.doi.org/10.3390/risks6040130.

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The informal constraints that arise from the national culture in which a firm resides have a pervasive impact on managerial decision making and corporate credit risk, which in turn impacts on corporate ratings and rating changes. In some cultures, firms are naturally predisposed to rating changes in a particular direction (downgrade or upgrade) while, in other cultures, firms are more likely to migrate from the current rating in either direction. This study employs a survival analysis framework to examine the effect of national culture on the probability of rating transitions of 5360 firms across 50 countries over the period 1985–2010. Firms located in long-term oriented cultures are less likely to be downgraded and, in some cases, more likely to be upgraded. Downgrades occur more often in strong uncertainty-avoiding countries and less often in large power distance (hierarchy) and embeddedness countries. There is some evidence that masculinity predisposes firms to more rating transitions. Studying culture helps enrich our understanding of corporate rating migrations, and helps develop predictive models of corporate rating changes across countries.

23

Pende, Hrvoje. "CULTURE, IDENTITY AND CORPORATE IMAGE: POSSIBILITIES AND LIMITATIONS." Tourism and hospitality management 9, no. 1 (2003): 137–51. http://dx.doi.org/10.20867/thm.9.1.13.

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Corporate culture, identity and image are highly intertwined. Management style, its culture and ability to communicate proclaimed values to the employees and other stakeholders determines the corporate culture, as a tacitly agreed way of behavior. Strong and positive cultures generally create favorable identities and images, while negative cultures undoubtedly lead to undesirable identities (personal and corporate) and images. Modem societies expect higher business standards and ethics from their organizations. To meet those expectations successfully, corporations has to create positive identity/image. It is only achievable through recognizable way of communicating their organization and their products, i.e. through distinctive internal culture. Strong, modem and social responsible corporate culture, based on universal and business ethics, helps the organization to reach and attract consumers and to remain in globalized business.

24

Barth, Andreas, and Sasan Mansouri. "Corporate culture and banking." Journal of Economic Behavior & Organization 186 (June 2021): 46–75. http://dx.doi.org/10.1016/j.jebo.2021.02.010.

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Narine, Lutchmie, and Thomas R. Einarson. "Corporate Culture and Change." Journal of Pharmaceutical Marketing & Management 6, no. 2 (January 1992): 33–42. http://dx.doi.org/10.3109/j058v06n02_04.

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Наталия Юрченко, Алеся Крючко, and Людмила Квасова. "GLOBALIZATION OF CORPORATE CULTURE." European Science, sge08-03 (January 30, 2019): 52–58. http://dx.doi.org/10.30890/2709-2313.2022-08-03-029.

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27

Huliyev, Arif, and Veronika Chekalyuk Chekalyuk. "Corporate culture and etiquette." Naukovyy Visnyk Dnipropetrovs'kogo Derzhavnogo Universytetu Vnutrishnikh Sprav 3, no. 3 (September 30, 2021): 23–30. http://dx.doi.org/10.31733/2078-3566-2021-3-23-30.

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The topic of etiquette is given the main place in diplomacy and in the formation of corporate culture, interpersonal communications. We are talking about verbal and nonverbal ways, etiquette of business communication. This paper presents the research results and experience of practicing scientists, conclusions on diplomacy, corporate culture, the art of effective communication. Despite global changes in the communications system, etiquette remains a key component of the universal communication culture. The authors emphasize the relevance of the topic of the article, focus on a set of knowledge and rules developed historically, and offer the author's vision of compliance with etiquette for the effectiveness of negotiators at all levels. It has been concluded that the realities of today, globalization and other social factors dictate new conditions for the development of diplomacy and new market demands. Etiquette standards in the conditions of society transformation acquire the status of an effective tool in business and political communications. Unstable political and economic situations have a negative impact on building a positive state image, but it is instability that motivates scientists, educators and professionals to act and find effective ways to form an image, in such conditions, cultural diplomacy gains strength and weight in society. These processes contribute to changes in established standards of diplomacy, the evolution of the industry and the system of social communications Own author's research, practical experience, comparison of opinions and conclusions of fellow researchers, authoritative scientists-practitioners, published in scientific works, all this allows to predict possible ways and prospects of influence of the newest forms of communications, transformation of etiquette norms and standards, their influence on state image creation. in real time and in the short term, as external factors significantly affect the methods of working on the image and new etiquette, in particular introduced during quarantine.

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LOZANO, Josep M. "Ethics and Corporate Culture." Ethical Perspectives 5, no. 1 (April 1, 1998): 53–70. http://dx.doi.org/10.2143/ep.5.1.563108.

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Bryman, Alan. "Leadership and Corporate Culture." Management Decision 24, no. 6 (June 1986): 50–53. http://dx.doi.org/10.1108/eb001426.

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Migliore, R. Henry, Rinne T. Martin, Robyn L. Parsons, and Tracey A. Hughes. "Results of Corporate Culture:." Journal of East-West Business 2, no. 1-2 (August 2, 1996): 55–74. http://dx.doi.org/10.1300/j097v02n01_03.

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31

Narine, Lutchmie. "Corporate Culture and Change." Journal of Pharmaceutical Marketing & Management 6, no. 2 (April 27, 1992): 33–42. http://dx.doi.org/10.1300/j058v06n02_04.

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32

Bau, Frank, and Kerstin Wagner. "Measuring corporate entrepreneurship culture." International Journal of Entrepreneurship and Small Business 25, no. 2 (2015): 231. http://dx.doi.org/10.1504/ijesb.2015.069287.

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33

Rolný, Ivo. "Ethics in corporate culture." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 53, no. 3 (2005): 303–10. http://dx.doi.org/10.11118/actaun200553030303.

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The aim of article is to discuss the role of ethics in process of corporate culture creation. Purpose, as embodiced in corporate culture, is the glue that holds organizations together. Corporate culture is the shared values and meanings its members hold in common and that are articulated and practiced by an organization’s leaders. Corporate culture is related to ethics through the key ethical values and leadership styles the leaders espouse and practice; heroes and heroines the company rewards and holds up as models; rite, rituals, and symbols organizations value; and way organizational executives and members communicate among themselves and with their stakeholders.

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Sormaz, Goran, and Djordje Ilic. "Corporate culture in Serbia." Ekonomija: teorija i praksa 9, no. 3 (2016): 71–85. http://dx.doi.org/10.5937/etp1603071s.

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35

Gehl, John, and Gary Hamel. "Revolutionizing the corporate culture." Ubiquity 2000, October (October 2000): 1. http://dx.doi.org/10.1145/353165.353169.

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36

Bassnett, Sarah. "Photography and Corporate Culture." History of Photography 30, no. 2 (June 2006): 177–79. http://dx.doi.org/10.1080/03087298.2006.10442861.

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37

Newman, Victor, and Kazem Chaharbaghi. "The corporate culture myth." Long Range Planning 31, no. 4 (August 1998): 514–22. http://dx.doi.org/10.1016/s0024-6301(98)80044-7.

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38

Weir, David. "Careers and corporate culture." European Management Journal 8, no. 1 (March 1990): 78–79. http://dx.doi.org/10.1016/0263-2373(90)90060-j.

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39

YOSHIDA, Kenji. "Improvement of Corporate Culture." Journal of the Society of Mechanical Engineers 94, no. 874 (1991): 748–52. http://dx.doi.org/10.1299/jsmemag.94.874_748.

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40

Royle, Tony. "Corporate versus societal culture." International Journal of Contemporary Hospitality Management 7, no. 2/3 (April 1995): 52–56. http://dx.doi.org/10.1108/09596119510080006.

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41

Millhauser, Marguerite. "Corporate culture and ADR." Alternatives to the High Cost of Litigation 6, no. 3 (March 1988): 40–41. http://dx.doi.org/10.1002/alt.3810060311.

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Kashner, James B. "Changing the corporate culture." New Directions for Higher Education 1990, no. 71 (1990): 19–28. http://dx.doi.org/10.1002/he.36919907104.

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Lorincova, Silvia, Renata Stasiak-Betlejewska, Justas Streimikis, and Zlatica Fulajtárová. "Identifying Corporate Culture Using the Organizational Culture Assessment Instrument." Journal of Business Sectors 2, no. 1 (June 30, 2024): 11–20. http://dx.doi.org/10.62222/zyxy3647.

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Research background: Corporate culture undoubtedly plays a crucial role in successfully overcoming the challenges associated with modern trends in today's business environment. Corporate culture is an incredibly fascinating field within organizational management. It requires investigation, as it is not static but evolves and adapts over time. Purpose of the article: The aim of the article was to define the type of corporate culture by identifying both the current and desired corporate culture. Additionally, the study examined the differences in values related to corporate culture. Methods: The Organizational Culture Assessment Instrument was utilized to identify the current and desired corporate culture. This methodology evaluated the company's underlying values and related assumptions, providing a realistic representation of its culture. Findings & Value added: The key conclusions is that in the wood industry, companies were perceived as highly personalized environments, resembling close-knit families where employees frequently interacted and shared commonalities. Alongside mentoring, facilitation, and support, effective management also emphasized cooperation and functional teamwork. Formal rules, loyalty, and mutual trust played a significant role in maintaining cohesion within the company. Employee development, trust, openness, and solidarity were emphasized. Success was based on human resource development, teamwork, employee engagement, and interest. The dominant corporate culture in the wood industry was clan corporate culture. Therefore, leadership based on mentoring, facilitation, and support should be prioritized. The valued added is the finding that the clan corporate culture should continue to prevail in wood industry companies for the next 5 to 10 years. Therefore, it is recommended teamwork, consensus, and a sense of belonging should continue to be prominent in the wood industry's future. Loyalty and mutual trust should be key elements in maintaining company unity. Employee development, trust, openness, and solidarity should also be consistently implemented, along with human resource development, teamwork, employee engagement, and interest. These findings can assist managers in their management practices.

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Linh Huynh, Quang. "Mediation of human resource management in the linkage between performance and culture in an emerging economy." Problems and Perspectives in Management 18, no. 3 (October 12, 2020): 438–51. http://dx.doi.org/10.21511/ppm.18(3).2020.36.

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The linkages between corporate culture, corporate performance, and human resource management (HRM) practice have been broadly investigated, but, none of the previous studieshave analyzeda mediation mechanism in the relevant research models. This article aimed to analyze the complicated linkages among corporate culture, performance, and HRM practice. Especially, it aimed to underline the mediation of HRM in the research model. The research data were collected in Vietnam as one of the quickly developing countries, receiving a humble amount of research on that issue. Multiple regression analyses were employed to scrutinize the causal correlation from corporate culture to performance, while the mediating procedures were applied to investigate the mediating mechanism. The research findings reveal that clan, adhocracy, and market cultures likely improve corporate performance, whereas hierarchy culture negatively influences corporate performance. Furthermore, HRM practice was evidenced to partially mediate the effects of clan, market, and hierarchy culture on performance. Nevertheless, it fully mediates the influence of adhocracy culture on performance. This research is one of the first to link HRM practice to the relationship between corporate culture and performance, and then explore HRM mediation. The empirical results could help researchers and business managers in developing economies more deeply understand the complicated links among corporate culture, performance in business, and the mediation of HRM practice to make better decisions on corporate culture and HRM for their enterprises. Ultimately, they can gain better corporate performance.

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Ermishina, E. B. "CORPORATE CULTURE AS FUNDAMENTAL FACTOR OF SUCCESSFUL ORGANIZATION DEVELOPMENT." Scientific bulletin of the Southern Institute of Management, no. 1 (March 30, 2017): 56–62. http://dx.doi.org/10.31775/2305-3100-2017-1-56-62.

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In article questions of forming of a corporate culture as tool of the strategic development of the organization directed to increase in competitiveness of the organization are considered. The corporate culture of the organization determines a vector of its development, allows to smooth a harmonization problem of the individual purposes with a common goal of the organization, creates the general cultural space including values, regulations and behavioral models divided by all employees. The corporate culture can influence success of the organization, than other factors more. Strong corporate cultures promote the correct decision making, create a cooperation basis on trust, make nekformalny impact on young employees, promoting development of their personal and professional qualities. Scale of a corporate culture is determined by quantity and firmness of the major views and beliefs accepted by employees. Cultures with many levels of beliefs and values exert strong impact on behavior in the organization. Some cultures accurately range the beliefs accepted by employees, beliefs and values. Recommendations about forming of a corporate culture of sanatorium organizations of Krasnodar Krai are offered. Success in activities of modern sanatorium organizations is determined substantially by unity of personnel, trusting, harmonious and mutually beneficial relations between a management and employees.

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Bulatova, E. K. "Corporate book publications in the corporate culture system." Bibliosphere, no. 4 (December 30, 2018): 32–37. http://dx.doi.org/10.20913/1815-3186-2018-4-32-37.

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The article is devoted to the analysis of corporate publications in the corporate culture system. A corporate publication is a new type of edition, which started to develop actively in Russia in the 1990s. To date, it is a complex of different types of publications: books, periodicals, small-print products, as well as websites, mobile applications, etc. as a variety form of corporate publications that perform similar functions. The study objective is to identify functions of book corporate publications, their place in the corporate culture system. The research methodology consists of a combination of a functional-typological method, a comparative-typological technique, and content analysis. The author identifies a range of problems facing the corporate publication study: absence of the «corporate publication» notion in the categorical-conceptual apparatus of bibliology; lack of statistical accounting; need to identify the essential characteristics of corporate publications, which include their functional purpose. The book edition performs specific functions, the main of which is forming the image and corporate culture. The corporate edition is a reflection of the visual and verbal brand system, a channel of communication and corporate advertising.

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Williams, Alvin J., and Richard C. Vreeland. "Corporate Culture in the Academic Marketing Department." Journal of Marketing Education 10, no. 1 (March 1988): 39–43. http://dx.doi.org/10.1177/027347538801000106.

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The purpose of this article is to provide insight into the efficacy of the corporate culture idea to improved performance in academic marketing departments. All departments have a culture. The challenge is to formulate a healthy and viable culture. Abbreviated case examples are included to demonstrate contrasting cultures.

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Ntongho, Rachael Ajomboh. "Culture and corporate governance convergence." International Journal of Law and Management 58, no. 5 (September 12, 2016): 523–44. http://dx.doi.org/10.1108/ijlma-04-2015-0016.

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Purpose This paper aims to analyse the link between culture and corporate governance. In particular, it demonstrates the impact of culture in inhibiting convergence of corporate governance. Overall, the paper provides an appraisal of corporate governance laws in stakeholder-oriented states that have endured market pressure for convergence. Design/methodology/approach The paper utilises historical trend in analyzing changes in corporate governance regulation in six countries covering three continents with stakeholder-oriented corporate governance model to determine the effect of culture in the convergence or divergence of corporate governance. Findings The view that corporate governance is converging towards the shareholder model largely ignores cultural differences in states. An appraisal of corporate governance rules and principles that have endured Anglo-American influence reveals a strong propensity for cultural norms to dictate areas where changes occur. This paper demonstrates nominal changes in corporate governance regulation and ideologies, as states still turn to design corporate governance rules around their cultural philosophy. The paper also reveals weak political authority for convergence vis-à-vis market forces. Practical implications Laws are strongly embedded in the corporate philosophies of states. Thus, the market and managers need to incorporate national culture into corporate practices for effective implementation. Originality/value Few studies have examined the effect of culture on the convergence of corporate governance regulation, especially across different countries. This study does not only analyze corporate governance in developed countries but also examines emerging nations in Africa where research on convergence is very scarce.

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Chernukh, D. "Corporate Culture of the Enterprise: Essence, Models, Types." Economic Herald of the Donbas, no. 4 (70) (2022): 93–104. http://dx.doi.org/10.12958/1817-3772-2022-4(70)-93-104.

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The problems of the development of the corporate culture of enterprises are becoming more and more relevant in modern business conditions. In this regard, the terminological apparatus regarding the essence and content of the definition of “corporate culture” needs further scientific research. This, in turn, will make it possible to single out the object properties and features of the transformation of the corporate culture of transport and logistics enterprises and will provide a basis for determining indicators for assessing the level of its development. The analysis of the literature on management and the theory of organizations shows that there is no single scientific approach to the interpretation of the concept of “corporate culture”. It was established that foreign and domestic scientists use different terms to define the semantic meaning of this category, namely: organizational culture, organizational culture, organizational climate, corporate commitment, organizational health. For the most part, researchers understand corporate culture as: the way of thinking of the company's personnel, which has become a habit and has become a tradition; a method of action shared by all employees of the enterprise; set of beliefs and expectations; acquired semantic systems capable of creating a cultural space; philosophical and ideological ideas, values, symbols, myths, beliefs, expectations and norms; certain positions, points of view, manners of behaviour; a dynamic system of rules followed by all company employees; integral characteristics of the company, etc. Existing scientific approaches are conditionally systematized according to the following groups: functional, psychological, normative approaches. As a result of the generalization of theoretical approaches to the use of the appropriate conceptual and categorical apparatus, the definition and content of the formulation of the category “corporate culture” have been clarified, which allows us to consider it as a system of values, certain convictions, beliefs, ideas, expectations, symbols, as well as operating principles, norms of behaviour, traditions, rituals, etc., which have developed over a certain period of time at the enterprise or in its divisions in the course of activity and are accepted by the majority of employees.

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Mohamad, Shafi. "Ethical Corporate Culture and Guidelines for Ethical Leadership." International Journal of Trade, Economics and Finance 1, no. 2 (2010): 151–54. http://dx.doi.org/10.7763/ijtef.2010.v1.27.

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Journal articles on the topic 'Corporate culture'

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