Corporate culture Research Papers - Academia.edu (original) (raw)

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- by Georges Ugeux
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- Banking, Financial Markets, Corporate culture

Wastewater constitutes an alternative water source for the irrigation sector. To fully benefit from it, and reduce possible adverse effects on public health and the environment, we need to look at the regulation of the practice. A prerequisite for this is an institutional analysis, and the points to consider are the institutional mandates. We used the city of Hyderabad, India, as a case study. There, irrigation with wastewater is not supported or recognized, but it happens in practice. It takes place in an indirect and unplanned way. Institutions fail at enforcing regulations, and little attention is given to formalization of the practice. With this article, we aim to untangle the institutional setup, and by doing so, identify the constraints surrounding development of a formal practice. Ultimately, we aim at contributing to the discussion on the agricultural use of wastewater.

- by Cecilia Saldías
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- Case Studies, Environmental Health, Agriculture, Public Health
- by Paul Wachtel
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- Corporate culture, Developing Economies

This article argues that attempting to overcome moral silence in organizations will require management to move beyond a compliance-oriented organizational culture toward a culture based on integrity. Such cultural change is part of good corporate governance that aims to steer an organization to enhance creativity and moral excellence, and thus organizational value. Governance mechanisms can be either formal or informal. Formal codes and other internal formal regulations that emphasize compliance are necessary, although informal mechanisms that are based on relationship-building are more likely to achieve moral excellence. Such a shift can be viewed as a transformative strategy for overcoming the destructive side effects and business risks of the tendency within corporate cultures to remain mute when faced with issues that violate personal or corporate values. Genuine dialogues and appropriate ethical decision-making training can deepen the understanding and create a mindful awarenes...

- by peter verhezen
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- Marketing, Business Ethics, Applied Ethics, Organizational Culture
- by Mario Romao
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- Knowledge Management, Change Management, IS Benefits Management, Corporate culture

Despite the general agreement that a firm embodies its own culture, there is still a lack of empirical research on how a firm’s culture affects its value. Another caveat on previous studies is that they implicitly assume that a firm’s culture does not vary over time. In this paper, we examine the following two questions to address this lack: (1) Does a firm’s culture affect the firm’s value? (2) If a firm’s culture varies at different life cycle stages, do these changes have an impact on firm value? By using a competing values framework, we identify four types of corporate culture—adhocracy, market, clan, and hierarchy—and use life cycle stages to proxy for changes in a firm’s environment. The results reveal that adhocracy culture has a positive effect on a firm’s value. In contrast, we find a negative association between hierarchy culture and a firm’s value. This can be interpreted as the features of adhocracy culture, which gives autonomy to its members (flexible and discretion) and keeps challenging a firm to grow (external focus and differentiation), positively impacting firm value more than the other cultures. Furthermore, at a growth stage in which a firm faces dynamic environmental changes, both adhocracy and clan cultures have an incrementally positive effect on firm value. This implies that firms in mature or decline stages lose dynamic changes in their operational environment, therefore, the effect of culture on firm value is restricted in those stages.

The totalitarianism inherent in corporate structures is defined and preserved by the hierarchy, and these structures stretch far beyond for-profit, private enterprises. In an attempt to justify arbitrary positions of power, organizations often portray them as "leadership" positions, deploying corporate doublespeak like "team leaders" or "officers" in their hierarchical arrangement. The problem with this is that leadership, in any true sense, is an absolute contradiction from power; and especially from arbitrary power. The acquisition of money and idleness that becomes synonymous with climbing the ladder makes leadership roles impossible for those who fill these positions to obtain.

- by Colin Jenkins
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- Organizational Behavior, Organizational Theory, Organizational Culture, Anarchism

In the given article discussed conceptual development of management theories, reviewed main approaches of leading economic literatures, explained stages of development of organizational behavior and its transformation to corporate culture, analyzed context of organizational behavior and corporate culture, concluded efficiency of organizational performance.

- by Bobur Urinov
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- Business, Organizational Behavior, Organizational Culture, Leadership
- by Jorge Gomes
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- Knowledge Management, Change Management, IS Benefits Management, Corporate culture
- by Taina Savolainen
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- Leadership, Human Resource Management, Workplace Learning, Learning
- by Mike Kagioglou
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- Organizational Culture, Continuous Improvement, Corporate culture, Best practice

This research aims to investigate the history of secondary school student councils in Northeastern Thailand (Isan), to study the present conditions and problems of secondary school student councils in Isan and to study a model for promoting democracy by using the corporate culture of secondary school student councils in Isan. The study area School in Nampong District. This research employed interview, observation and focus groups as data collection tools with a purposive sample of student councils in secondary schools in Isan. Data was verified and validated using a triangulation method and analyzed by descriptive analysis. Research results show that the student councils in the secondary schools of Isan were established to promote democracy among youth. Students gained knowledge, understanding of the democratic system, experience in student administration and governance by students for students. It was also found that student council activities in secondary schools give students opportunities to know about their roles, acceptance, respect rights and duties, use intellect to solve problems, have faith in the democratic system, develop morality and ethics and preserve and disseminate traditions and culture according to the principles of Dharma. Current problems with student councils include no student interest in duties and no relationship between the elected leaders and their constituency. Selfishness, dishonesty and ignorance are the causes of non-transparent school councils with no responsibility, no response to student needs, lack of rights, justice and effectiveness, lacking of creative ideas and no vision. It was found that principles of Dharma should be incorporated into a model to promote democracy by using corporate culture of secondary school student councils. These include courtesy, discipline and gratefulness to the nation, religion and the King. Problems should be discussed and solved in the appropriate way.

- by Research and Statistics Center
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- Democracy, Corporate culture, Model, Promotion
- by Lisa Schur
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- Industrial Relations, Applied Economics, Corporate culture, Business and Management
- by Lana Liu
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- Business, Action Research, Organisational Change, Management Accounting

The major objective of this research is to clarify the contents
implied in the concept “corporate culture”, to study the level of
development of corporate culture and the formation of mission in the tourist companies in Bulgaria, to explore the psychological climate and motivation factors as well as to throw light upon the relationship between corporate culture and competitive power in tourism. The major research methods used in this work are the method of analysis and synthesis, method of comparison, and inquiry survey.
The major outcomes achieved by this work are: 1. A clear
distinction is made between the internal and external aspect of
corporate culture in tourism; 2. The degree of development of
corporate culture is established, as well as of the formation of a
mission in the tourist companies in South Bulgaria; 3. The factos influencing the level of corporate culture in tourism are
established; 4. The relationship between the corporate culture and the competitive power of tourism is clarified.
These outcomes can be directly applied and used by the managers for the establishment of corporate culture or enhancement of its level in the tourism companies in South Bulgaria

- by Tourism & Management Studies and +1
- •
- Business, Business Administration, Tourism Studies, Tourism Management

The effectiveness of corporate governance processes on global markets entails the adoption of ramified internal control systems, and the adaptation of the variables that are significant to this end to respond to the evolution of surrounding conditions. Analysis of the changes that have taken place in the main variables on which global companies concentrate their attention and their controls reveals, in particular, a growing need to evolve from the dominance of tangible components to a situation that takes intangible assets into due consideration. We refer to the corporate culture and the information system which represent both elements on which the effectiveness of governance processes is based and factors to be monitored with suitable internal control procedures.

- by Daniela M . Salvioni
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- Business, Corporate Governance, Intangible assets, Internal Control
- by Julian Barling
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- Leadership, Corporate culture, Teamwork, Business and Management

A number of people have claimed that the ongoing financial crisis has revealed the problems with neoliberal thought and neoliberal policies in the 'Atlantic Heartland'. However, if we look at the history of the 'Heartland' economies then it becomes evident that they were never neoliberal in the first place - that is, the economic policies and discourses in these countries did not follow neoliberal prescriptions. /We Have Never Been Neoliberal/ explores this divergence between neoliberal theory and 'neoliberal' practice by focusing on the underlying contradictions in monetarism, private monopolies, and financialization. The book finishes by proposing a 'manifesto for a doomed youth' in which it argues that younger generations should refuse to pay interest on anything in order to avoid the trap of debt-driven living.

- by Kean Birch
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- Business, Business Ethics, Finance, Sociology

Deshpandé and Webster have identified the linkage between corporate culture and innovation adoption as an important industrial marketing topic. In the present study, this relationship is examined by both qualitative and quantitative research methods. The linear regression model, which depicts the corporate culture of adaptive companies attempting to survive in a competitive international environment, demonstrates that corporate culture is predictive of technology adoption. Qualitative data collected through in-depth interviews supplement quantitative results. The divergent cultures and survival modes for innovative and noninnovative companies are presented. Theoretical and methodological implications for marketing research are discussed, and management implications for industrial marketers are presented. Benefits of juxtaposing qualitative/quantitative methods are illustrated.

- by Susan Kitchell
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- Marketing, Quantitative Research, Market Research, Tourism
- by Andrew Crane
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- Management, Marketing, Organizational Change, Research Design
- by Xin Chen
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- Corporate culture, Medium, Support, Growth strategy

An examination of the role of a corporate leader versus the role of a corporate manager makes clear the distinct differences. The lines are often blurred in discussion of these executive levels of corporate governance, and individuals in the corporate settings often seek leadership roles without a clear understanding of what the leadership with the capital “L ” entails. In addition, individuals seek leadership roles out of the need to be rescued from a management position and are seeking leadership for the wrong reasons. A careful and lengthy process of personal evaluation is a mandate for individuals seeking leadership. Leadership is not a venue for the many, but only for the few and requires more than management expertise.

- by Priscilla Berry
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- Leadership, Political Science, MBA, Corporate culture
- by France Belanger
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- Information Systems, Psychology, Knowledge Management, Network Analysis

The manufacturing industry is still a significant economic sector and organizations try to make it attractive enough for their workforce, e.g. by motivating organizational culture. The aim of the paper is to present the results of a survey of organizational culture and its motivational potential in manufacturing organizations supporting sustainable manufacturing. Empirical exploration is based on Cartwright’s Nine Factors Methodology. The findings show that, generally, the subculture of the production workers has lower motivational potential than the subculture of non-production workers. At the same time production workers’ motivational potential decreases even more with the increasing length of service in the organization.

- by Lukáš Copuš
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- Organizational Behavior, Organizational Culture, Manufacturing, Subcultures
- by Lloyd C Harris
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- Research Design, Market Orientation, Organizational structure, Corporate culture
- by Leslie Shaw
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- Education, Globalization, Intercultural Management, Corporate culture

Information technology has become an integral part of modern life. Today, the use of information permeates every aspect of both business and private lives. Most organizations need information systems to survive and prosper and thus need to be serious about protecting their information assets. Many of the processes needed to protect these information assets are, to a large extent, dependent on human cooperated behavior. Employees, whether intentionally or through negligence, often due to a lack of knowledge, are the greatest threat to information security. It has become widely accepted that the establishment of an organizational sub-culture of information security is key to managing the human factors involved in information security. This paper briefly examines the generic concept of corporate culture and then borrows from the management and economical sciences to present a conceptual model of information security culture. The presented model incorporates the concept of elasticity from the economical sciences in order to show how various variables in an information security culture influence each other. The purpose of the presented model is to facilitate conceptual thinking and argumentation about information security culture.

- by Paulo Goelzer
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- Marketing, Psychology, Global Leadership, Organizational Effectiveness
- by Mariel A Russo
- •
- Entrepreneurship, Values, Venture Capital, Unionization
- by Ahmet Beskese
- •
- Marketing, TQM, Continuous Improvement, Social construction
- by Irene Au
- •
- Management, Change Management, Design thinking, Production Management
- by Thomas Maak
- •
- Marketing, Business Ethics, Applied Ethics, Change Management

- by Peter Verhezen
- •
- Marketing, Business Ethics, Applied Ethics, Organizational Culture
- by Romit Dasgupta
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- Gender Studies, Body Image, Masculinities, Japan
- by Peter S. Hofman
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- Business, Management, Marketing, Business Ethics
- by Jeremy Green
- •
- Corporate culture

Schedule 17 of the Crime and Courts Act 2013 introduced Deferred Prosecution Agreements (DPAs) into the English legal system. On the 30th of November 2015 the Industrial and Commercial Bank of China Limited entered into the first-ever deferred prosecution agreement in the U.K. with the Serious Fraud Office. It represents a historic turning point for the English legal system as well as an innovation that has the potential to revolutionise the approach to corporate criminal liability traditionally adopted in the United Kingdom. This paper analyses the legislative provisions under Schedule 17 of the 2013 Act dealing with its most problematic aspects and drawing comparisons with the corresponding legal instruments developed in the U.S. It also investigates the reasons behind the DPA implementation in England and Wales focusing on the growing pressure that was exerted on the authorities to carry out successful investigations against corporations involved in criminal activities. Finally, the paper offers an analysis of the first-ever DPA concluded in the U.K. highlighting the most controversial legal issues arising from such an agreement. This can be considered a landmark decision not only because the SFO's first application for a DPA was approved by the judiciary, but also because it was the first time in which a legal entity was charged in England and Wales with the offence of "failure of commercial organisations to prevent bribery" as provided by section 7 of the Bribery Act 2010.

Last year's Changing the Game Forum included a spirited discussion of the role of the board of directors in shaping the culture of the firm. There was a wide ranging of opinions, symptomatic of a timely issue on which positions and... more

- by Daniel Denison
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- Corporate culture
- by Lisa Schur
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- Psychology, Law, Organizational Culture, Employment

This study focuses on the aspects of corporate transformation that are essential to business growth. I infer that management practice based on the "Inamori management philosophy" is more effective and functions as a kind of driving force when tackling corporate transformations such as corporate revitalization and PMI (Post-Merger Integration). Based on this awareness, this study applied a case study to the enterprise transformation of Kyocera Mita Corporation with the aim of exploring the theoretical implications from the point of view of business administration. In the previous research, the effectiveness of Kyocera Corporation's management was explained in the concept of amoeba management, which is a method of superior management accounting (e.g., Adler and Hiromoto 2012, Amoeba Management Academic Community 2010). However, there is inadequate research beyond corporate boundaries regarding the effectiveness of philosophy-based management systems for corporate transformation. In theoretical conclusion, the Inamori management philosophy works effectively to facilitate resolution of issues of confrontation and works dynamically while changing its form independently according to the business model and the characteristics of the organizational culture for promoting corporate transformation. Additionally, I would like to share the practical implications of the finding that management practice based on the Inamori management philosophy is also effective as a management method from the perspective of company reform. In summary, the philosophy-based management promoted sense of unity, strong willpower and cost consciousness effectively for revitalization.

- by Yuichi Yoda
- •
- Strategic Management, Strategy (Business), Corporate culture, IT Project Management

How can the corporate culture of ALDI be put classified according to scientific literature on organizational culture? The following questions have been answered to get to a final answer on the main question: - What is organizational... more

- by Sander van Luit MSc
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- Corporate culture