Economics & Corporate Culture

Corporate Mediation Journal

Research on Humanities and Social Sciences, 2013

Managers desire an alternative control system that is reliable for the achievement of effectiveness in the organizations. Organizations need to be productive, profitable and increase their market share even with the challenge of coping with changes in the environment. The need to achieve their goals has made managers seek for cultural means of motivating employees to be productive. The paper reviews literature on how corporate culture can be used to control and ensure organizational effectiveness. The paper concludes that the success of organizations to a very large extent depends on their cultures. The paper recommends that managers should put in place an adaptive culture that encourages the involvement of employees as this could enhance their responsiveness and commitment to the achievement of the organizational goals. Corporate Culture takes care of the need of close supervision as all hands are on deck to achieve the organization's goal. The paper also recommends that the managers should share the mission of the organization with employees as it could increase their involvement. Finally the paper recommends that the values of the organization be shared as well to serve as an informal control measure that can be very effective. the effect of corporate culture on control and performance optimization, organizations can develop stronger adaptive cultures that can enhance their competitive advantage and effectiveness.

معارف, 2021

corporate culture is a widely used term but one that seems to give rise to a degree of ambiguity in terms of assessing its effectiveness on change variables in a company or organisation. For the past number of decades, most academics and practitioners studying organisations suggest the concept of culture is the climate and practices that organisations develop around their handling of people (Schein, 2004). Watson (2006) emphasises that an important trend in managerial thinking in recent decades has been one of encouraging managers to try to create strong organisational cultures. Corporate culture is the characteristic and the tangible personality originated inside every organization. Even If we are not familiar with companies like Starbucks, Google or WWF. Their names represent the taste of their workplaces, the attitude, the unwritten protocol of interactions and the company values. As well as, organisational culture is unexpectedly tangible because its linked with corporate communication. It can be deliberately designed and leveraged. This study reviews evidence that shows why managing culture as an important element of corporate identity is important to effectively enhancing company performance. Based on what we mean by  Corresponding author.

2009

Rezumat: Cultura este unul dintre acei termeni dificil de exprimat ca şi definiţie, dar al cărui sens este general recunoscut. în ultimii ani au fost scrise numeroase articole despre cultura corporativă, pe care o putem privi drept un sistem. Input-urile includ feedback-ul ce vine de la societate, profesii, sistem legislativ, legende, valori respectate pe piaţă în mediul concurenţial etc. Output-urile se referă la comportamente organizationale, tehnologii, strategii, imagine, produse, servicii, aspect etc. Cele mai multe organizaţii nu încercă în mod constient să-şi creeze o cultură organizaţională, aceasta rezultând automat în funcţie de valorile respectate de top management sau de fondatorii organizaţiei. În această lucrare vom încerca să descoperim dacă ceea ce se numeşte cultura corporativă are vreo influenţă asupra concurenţei şi în cazul în care aceasta are, ne va preocupa natura ei ( pozitivă sau negativă). Abstract: Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. Many articles have been written in recent years about corporate culture, which can be looked at as a system. Inputs include feedback from society, professions, laws, stories, heroes, values on competition or service, etc. Outputs are organizational behaviors , technologies, strategies, image, products, services, appearance, etc. Most organizations don't consciously try to create a certain culture, as it is typically created unconsciously, based on the values of the top management or the founders of an organization. In this paper we try to see whether corporate culture has any influence on competition and if it has, whether it is a positive one or a negative one.

Human Resource Management, 1983

In recent years, it has become particularly fashionable to discuss the dynamics of behavior in organizations in terms borrowed from anthropology. ms is manifest in the prevailing terminology of rituals, stories, myths, and the analysis of symbols, all of which are subsumed by the all inclusive concept of "corporate culture." The popuiarity of Japanese management techniques has been legitimated by such academically grounded research as Ouchi's on "clan" forms of organization and the systemic interdependence of the "7 Ss" of Pascale and Athos. In a pragmatic vein, the concept of a "corporate culture" received full play in the more recent Deal and Kennedy book of that name, and Peters and Waterman have articulated it in terms of the symbolic role of the Chief Executive Officer at asserting and systematically encouraging adherence to a "dominant value" in well managed firms.

Management research news, 1991

Academy of Management Review, 1984

Journal of Business and Entrepreneurship, 2020

Corporate culture has been studied widely both as the focus of research or as one of the significant contributing factors in the operation of a company/organization. In studies on culture, social researchers acknowledge two different views: emic and etic. However, these two contrasting views have not been a concern of corporate or organizational culture researchers. This paper aims to shed light on this issue by reviewing different narrative analyses from various corporate culture studies. The author proposes a solution which enables researchers to ensure the inclusion of both emic and etic views on corporate culture in their research which is by using a model which adopts a continuum consisting of corporate culture and corporate cultural policy.

As one of the key “stable factors”, culture within a corporate world is playing a critical role in the organization’s daily operations. Many companies say they want a “strong corporate culture” but do not know why, or don’t have any evidence that a strong corporate culture has any measurable impact on their overall mission, vision, values and objectives. This paper explores the function of strong corporate culture as a tool of management control that helps to motivate staff and improve company performance. The researcher also examines the positive and negative effects of strong corporate culture base on business environment, culture fit, subcultures, culture types, innovation and groupthink.