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This paper aims to investigate the relationship of software company culture and core values and project management methodologies on the demand for corporate real estate (CRE), impacting decisions regarding location, square footage, office design and amenities.

A researcher-administered survey was designed with the assistance of a purposive sample of brokers, architects and interior designers to elicit responses from the CRE officers in software companies at four stages of growth, from small, entrepreneurial startups to large, publicly traded software companies, located in the same metropolitan area of the USA. Quantitative responses are summarized with traditional statistics and data visualizations. Linguistic analysis, including sentiment analysis and keyword relevance, was performed on the unstructured, English text responses.

Differences exist in the office layouts, amenities and locations across the four software company size categories studied. Linguistic analysis of company descriptions of office design, culture and core values, and the relationship between the two, provide another way for brokers, investors and other stakeholders to understand company perspectives and communication idioms related to CRE needs. The research was unable to show any differences in any dependent variable based on software project management methodologies due to sampling limitations.

This study is limited by the sample size of the participating software companies based on access to company leadership. Results are not generalizable.

Architects, investors, brokers and lenders may find value in using this study’s approach to better understand the needs of software technology clients. Specifically, stakeholders may find value in examining the linkage from software company size, culture and core values to CRE office layout, amenities and location.

The qualitative findings suggest that software company culture and core values and company size influence the design of the CRE demanded by software companies. Multivariate data visualization was designed to communicate longitudinal CRE data. Linguistic analysis was used to extract the emotional content and relevance scores from company descriptions of office design, company culture and core values and the reported effect of culture and core values on office design. Findings may be beneficial for stakeholders involved in the design, location and future CRE investments, and they suggest the need for future research on a larger sample.

Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. They did this by: linking sharing knowledge to solving practical business problems; tying sharing knowledge to a pre‐existing core value; introducing knowledge management in a way that matches the organization’s style; building on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share.

Points out that while most companies are lucky to survive even 15 years, there are some that exist and develop for a hundred years or more. Suggests that the reason for this contrast is to be found in a developed and self‐propagating corporate culture. Examines the core values or “commercial principles” of G.C. Rieber & Co. in Norway, which was founded 115 years ago and is still going strong. Although this culture has developed over the years, its spirit and core features remain essentially the same. In particular, a long‐term and proactive perspective has been a pervasive characteristic, together with a high degree of care for employees. Over the years, these values have provided the stability and direction needed to make effective decisions, to be proactive and adapt to more or less continuous changes in procedures, technology, products and services, markets and society at large. Since the culture provides a meaningful workplace, a highly stable aspect of the company has been its employees. As a result there are many instances of second‐generation employment, even some of third generation. In particular, the company has been led by a continuous line of four generations of the Rieber family. This has reinforced the culture and made it more resilient to change.

This chapter describes the business goals, purpose, and strategy of public defense and military services. It reinforces defense and military organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. The bureaucratic culture of diplomacy is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why focusing on the beliefs layer is the dominant layer and the essential starting point for analysis in military cultures. The public service culture (Tier 2) is a mediating and grounding culture for the military. It is firmly grounded in the foundational values of the state. The chapter outlines the landscape of external influencing cultures (Tier 3) in the defense and military landscape. Finally, the potential value and challenges of developing internal knowledge, learning, and collaboration (KLC) cultures are explored.

One of the leadership responsibilities of the board of directors is to establish a statement of values and to ensure that these guiding principles become a basis for action throughout the organization. Where companies do not have a statement of values, or where the values are not accepted, there is a real danger that company staff will act in their own interests, not in the interests of the stakeholders they are meant to serve. At this point they may put at risk the reputation of the whole organization. But how can the board of a large diversified international company hope to establish a culture with common values which will guide the behavior of employees around the world? In this article Jan Thornbury presents the theory and practice which she helped to develop when a number of professional partnerships came together to form KPMG, and which she now uses in working with other organizations. She explains how values are connected with basic beliefs, how they can affect behavior and how they need to be supported by management systems. Then she outlines a process for changing a company culture by analyzing the present values and behaviors, defining the desired culture, implementing an action plan, and measuring the results. Finally she examines the crucial role of the executive team in leading the change program.

This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary conditionally upon strategic considerations; (2) each organization has multiple substrategies within it, and each substrategy is aligned with a unique bundle of HRM practices; (3) within each organization, three substrategies are associated with three subsystems; and (4) in terms of contributing to sustainable competitive advantage, the innovation subsystem is the most valuable regardless of the organization in question.

This paper aims to explore how leaders can develop value-based leadership for sustainable quality development in Lean manufacturing.

A qualitative meta-analysis was conducted using data from a three-year study of Lean manufacturing in Sweden using the Shingo business excellence model as an analytical framework.

This study demonstrates that leaders can develop value-based leadership to support Lean manufacturing by defining and articulating the organization’s values and accompanying behaviors that are needed to support the strategic direction; creating forums and time for leaders to identify the why behind decisions and reflect on their experiences to be able to lead a transformative process; and using storytelling to create a coaching culture to connect values and behaviors, to the processes and systems of work.

This paper contributes insights for developing value-based leadership to support a systemic approach to sustainable quality development in lean manufacturing. Findings are based on a limited case sample size of three manufacturing companies in Sweden.

The findings were derived using a unique methodological approach combining storytelling, appreciative inquiry and coaching with traditional data collection methods including surveys and interviews to identify, define and shape value-based leadership in Lean manufacturing.

In its fiduciary role, the board of directors should select a CEO who mirrors the desired ethos of the company. If the board remains cognizant of cultural compatibility as a central criterion in the hiring process, it may engage in strategic oversight without undue interference in the internal operations of the business. Once the board has fulfilled its selection mandate, problems of cultural execution await the CEO, especially in companies trying to effect cultural change. By using human resources as a strategic lever, however, chief executives can meet the Board’s mandate for unity of purpose based on core values.

Aumann and Ostroff proposed a very comprehensive framework that attempts to identify the antecedents, mediators, moderators, and consequences of human resource management (HRM) in cross-cultural contexts. It is an ambitious framework that spans three levels of analysis (society, organization, and individual) with mechanisms of fit occurring at both the macro- and microlevels, focuses on both structure and process, and identifies cross-level interactions. The authors considered organizational and psychological climate as the key integration between culture and employee responses, and in this process inadvertently dismissed the function of organizational culture. We propose an organizational perspective on multi-level cultural integration and discuss its implication for cross-cultural HRM, highlighting the role of organizational culture as the major focus for integration with a host country's societal culture and its local employees’ values. The analysis is enriched by considering the strength of both organizational and societal culture and the cultural distance between the home and host country of the multinational firm. We identify how our approach has both augmented and simplified Aumann and Ostroff's framework to facilitate future research.