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1 – 10 of over 119000Wioleta Kucharska and Denise Bedford
This chapter focuses on corporate cultures as critical focus points for the knowledge economy. The authors explain how culture is a crucial intangible asset in the hyperdynamic…
Abstract
Chapter Summary
This chapter focuses on corporate cultures as critical focus points for the knowledge economy. The authors explain how culture is a crucial intangible asset in the hyperdynamic knowledge economy. The de facto business cultures in every organization – visible or invisible – are also discussed. The authors describe the four common types of business cultures – bureaucracy, market, clan, and fief. Finally, the importance of aligning culture and strategy is explained. In the event of culture, this chapter explains why culture will always prevail in any strategy-culture conflict. The chapter is supported by practical use cases.
Wioleta Kucharska and Denise Bedford
In this chapter, the authors explain the value of the KLC approach to building cultural capacity in knowledge-driven organizations. This chapter also explains the importance of…
Abstract
Chapter Summary
In this chapter, the authors explain the value of the KLC approach to building cultural capacity in knowledge-driven organizations. This chapter also explains the importance of coherent multilevel interactions to expose and experience a company culture. The authors reinforce that culture is learned simultaneously, consciously and unconsciously, through all company’s related experiences. The effects of leadership, hierarchy, and maturity on cultural capacity are discussed at the individual, team, and organizational levels. Finally, the chapter provides a step-by-step methodology and sample questions for taking stock of an organization’s cultural capacity.
Joey Lam, Michael S. Mulvey, Karen Robson and Leyland Pitt
This study aims to help uncover corporate culture and values to attract and retain talent by understanding job reviews written by business-to-business (B2B) salespeople.
Abstract
Purpose
This study aims to help uncover corporate culture and values to attract and retain talent by understanding job reviews written by business-to-business (B2B) salespeople.
Design/methodology/approach
Over 40,000 job reviews on Glassdoor.com are analyzed by a dictionary-based content analysis tool, Linguistic Inquiry and Word Count (LIWC2015), to explore the links between corporate culture and linguistics characteristics of reviews as articulated by B2B salespeople. This study adopted a multidimensional scaling approach based on the nine cultural value scores to create a map of corporate profiles. A projection of the LIWC2015 scores on this map uncovers differences in language patterns and emotions expressed across the profiles.
Findings
Findings reveal a map of corporate profiles with two dimensions, namely, product-centricity and customer-centricity, that divide salesforce subculture into a 2 × 2 matrix of four types: Empathic Innovators, Product Pioneers, Customer Champions and Commodity Traders.
Originality/value
This study combined two data sets, scores on CultureX’s nine cultural values (agility, collaboration, customer orientation, diversity, execution, innovation, integrity, performance and respect) and job reviews on Glassdoor.com. This research seeks to develop profiles of the organizational culture and to use a blend of qualitative and quantitative methods. This study adds to the literature on salesforce subculture and showcases a solution to the methodological difficulty in categorizing and measuring culture.
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Darticléia Almeida Sampaio da Rocha Soares, Eduardo Camargo Oliva, Edson Keyso de Miranda Kubo, Virginia Parente and Karen Talita Tanaka
This paper aims to assess the relationship between cultural profiles and the economic, environmental and social dimensions of electricity companies’ reporting based on the Global…
Abstract
Purpose
This paper aims to assess the relationship between cultural profiles and the economic, environmental and social dimensions of electricity companies’ reporting based on the Global Reporting Initiative’s (GRI) sustainability framework.
Design/methodology/approach
The authors used the competing values framework, developed by Cameron and Quinn, as the theoretical starting point, with primary data collected through surveys that assessed organizational culture and with secondary data collected through the GRI indicators reported by the companies.
Findings
First, the framework shows whether a company’s organizational culture corresponds with one of the following options: clan, adhocracy, market or hierarchy. The results show that most of the companies’ organizational cultures were hierarchical, characterized by a greater need for stability and control and a formal work environment. Clans were the second most popular type of organizational culture, characterized as having greater internal flexibility, more informal environments and fewer hierarchical levels. Second, by combining the above results with the assessment of the GRI indicators in the companies’ sustainability reports, the study checked whether the companies had strong (balanced) or non-balanced cultures. The results show that there was a greater correlation between a strong (balanced) culture and the total value of the reported indicators, compared to a non-balanced culture.
Originality/value
The paper takes an innovative approach by correlating two different but well-recognized methodologies as a way to create a more holistic assessment that can help stakeholders to understand both the way these companies work and how this choice reflects the transparency of their reporting.
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Om P. Kharbanda and Ernest A. Stallworthy
The concept of company culture is now playingan ever‐increasing role in the continuing endeavourto work towards ever better companymanagement, particularly in the industrial…
Abstract
The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.
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Tihomir Vranesevic, Claudio Vignali and Daniella Vignali
The objectives of this article are to explain the importance of company culture and to point to the appropriateness of customer orientation as a method of expressing culture. The…
Abstract
The objectives of this article are to explain the importance of company culture and to point to the appropriateness of customer orientation as a method of expressing culture. The article further determines the connection between customer satisfaction and employee satisfaction and points to possible resistance when creating company culture through customer orientation. It further defines the relation between company mission and culture and explains the significance of researching value and researching customer satisfaction as basic preconditions of customer orientation in culture.
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Many companies worldwide are currently involved in open innovation processes (OIPs), through which they aim to collect innovative insights and ideas from the crowd. The phenomenon…
Abstract
Many companies worldwide are currently involved in open innovation processes (OIPs), through which they aim to collect innovative insights and ideas from the crowd. The phenomenon has grown – and is destined to continue to grow – massively. As a result, there is strong interest from scholars and practitioners in rebuilding the relevant processes and developing a set of best practices. What seems to be missing from this developing topic of research is a focus on its antecedents and consequences. Since the phenomenon is so new, a focus on its consequences seems untimely. A focus on its antecedents, on the other hand, seems both promising and intriguing.
The fact that more and more companies are involved in OIPs suggests that they have already developed an organizational open innovation (OI) culture. If an OI culture already exists, how widespread is it and to what extent is it shared among those involved in knowledge ecosystems? With this question in mind, it seems worthwhile to investigate whether OI is supported culturally at both social and individual levels.
Finally, this chapter summarizes the state of the art of OI culture at social, organizational and individual levels and considers how an OI culture developed at company level may serve to drive its development at the social and individual levels.
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Tariq Aziz, Valeed Ahmad Ansari and Mahfooz Alam
The purpose of this paper is to investigate the stock market performance of companies featured in the survey “Best Companies to Work For” as a proxy for corporate culture.
Abstract
Purpose
The purpose of this paper is to investigate the stock market performance of companies featured in the survey “Best Companies to Work For” as a proxy for corporate culture.
Design/methodology/approach
The authors employed the portfolio formation and event study methods from finance to examine the linkage between corporate culture and future stocks returns. The lists of India’s best place to work for by Great Place to Work® Institute and Business Today (BT), India’s leading business magazine, form the primary surrogate for a great corporate culture. The authors compared the stock market performance of the culture portfolio vis-à-vis market index, in addition to using Carhart’s (1997) four-factor model.
Findings
A portfolio of Indian firms that featured in the “Best Companies to Work For” by Great Place to Work© Institute and BT magazine provides a higher return than the market index Sensex both on an ordinary return and on a risk-adjusted basis. The four-factor αs of the value-weighted culture portfolios are significant, implying that these portfolios have provided abnormal returns during the sample period. Moreover, the findings suggest a positive drift in the abnormal returns after inclusion in the “Best Companies to Work For” list.
Research limitations/implications
The results are largely in conformity with the prediction of the theory that states that corporate culture is an economic asset for a firm that increases its value.
Practical implications
From an investor’s point of view, the study indicates that investment in “Best Companies to Work For” is a better alternative than passive index investing.
Originality/value
This study fills the empirical void in the relationship between corporate culture and stock market performance in the Indian context.
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Zhiying Lian, Ning Wang and Gillian Oliver
The purpose of this paper is to report findings from an investigation on the information culture and recordkeeping in two Chinese companies, exploring the interaction between…
Abstract
Purpose
The purpose of this paper is to report findings from an investigation on the information culture and recordkeeping in two Chinese companies, exploring the interaction between information culture and recordkeeping.
Design/methodology/approach
On the basis of systematic literature review, this research investigates the information culture and recordkeeping in two Chinese companies by conducting in-depth interviews with the staff of the two companies.
Findings
The attitude of the leadership and the staff towards records and information is different in the result-oriented information culture and rule-following culture. If a company aims to stay innovative and competitive, an information culture that can facilitate the good governance of records and information should be developed, and information professionals can play a key role in working towards this.
Originality/value
As a qualitative study of information culture and recordkeeping in Chinese companies, this paper provides the insight into the interaction between information culture and recordkeeping, demonstrates the impact of information culture on information governance and identifies the factors influencing information culture in an organization.
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Debby Willar, Bambang Trigunarsyah and Vaughan Coffey
The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of…
Abstract
Purpose
The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of this paper is to assess the organisational culture profiles of Indonesian construction companies, and to examine the influence of the companies’ organisational culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables.
Design/methodology/approach
The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying culture.
Findings
Within the examination among the QMS variables, it was found that problematic issues associated with the implementation of QMS-ISO 9001:2008 in Indonesian construction companies can affect the implementation of the QMS and contribute to the lower level of companies’ business performance. It was also found that there is no significant relationship between the QMS implementation and the companies’ business performance. By using the Competing Values Framework diagram, it was found that most of the construction companies’ organisational culture is characterised by a Clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s success is defined; the leadership style is Hierarchy-focused, while the organisation’s strategy is Market type. It was also found that different culture profiles have different influences on the QMS implementation.
Originality/value
A strong mixed Hierarchy and Market culture needs to be developed within the construction companies in Indonesia, as the driver to support proper and successful implementation of their QMS in order to enhance business performance in a quality performance-oriented Indonesian construction industry.
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