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To analyze FINRA’s focus on broker-dealer culture in its 2016 annual priorities letter and the application of the concept in FINRA disciplinary proceedings, to explain how that focus will affect FINRA’s examinations of firms, and to provide recommendations as to how a firm can develop or improve its culture of compliance.

This article examines FINRA’s current and historic pronouncements about “culture” in speeches, guidance, and decisions in disciplinary proceedings, and looks for common themes that should guide broker-dealers’ compliance.

This article concludes that even if the focus on culture might be regarded as an unnecessary overlay to the panoply of securities laws and regulations to which broker-dealers already are subject, firms should still take it seriously. It is now a focus of FINRA examinations for the purpose of fact-gathering, but FINRA might well elevate their concerns about culture into examination findings or worse.

This article gathers together all available information about the concept of firm “culture” and examines what aspects of the current focus represents legitimate concerns, and what aspects are unnecessary. The article takes the best of the guidance about culture and offers suggestions about how to improve a firm’s culture and, correspondingly, its compliance.

This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship.

Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship.

The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship.

It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance.

This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

Family businesses are value-based enterprises, contributing significantly to wealth creation. Although extensive research is conducted on family businesses, there is no study investigating how the cultural traits in the Arab world affect the organizational culture of family businesses. This paper discusses how the cultural characteristics in the Arab world shape family enterprises and explores how the Arab world's organizational culture enables family firms to establish competitive advantage underpinned by founder centrality, the concept of family, and business principles spanning many generations.

A thorough search of the extant literature was done in Scopus, Web of Science, EBSCO, and ScienceDirect using a combination of keywords such as Arab culture, family businesses, family firm culture, organizational culture, cultural traits, management strategies, and entrepreneurial strategies. Selected articles were classified according to their content, reviewed, and analyzed.

This study makes a few critical contributions about the nature, and the origins of organizational culture in family firms, entailing the founder's centrality and stewardship theory. Specifically, family firms in the examined region appear to have a stronger firm culture compared to non-family businesses. Also, organizational culture affects family businesses considering the firm-level outcomes, such as hereditary transition success, family inertia, etc.

This paper adds to the existing theoretical knowledge and underlines the cultural traits and family firm culture in the Arab world. A framework is presented, offering practical recommendations to managers of family firms striving to advance their competitiveness.

Organizations are facing several challenges in the current challenging business environment. The current study explores how counterproductive work behavior (CWB) affects bio-medical companies' firm performance in Pakistan. The study considers the mediating role of organizational culture and its impact on CWB and a firm's performance.

Data were collected through a self-administered questionnaire. For data collection, 300 questionnaires were distributed among employees working in biomedical companies. Statistical analysis such as descriptive statistics, Pearson moment correlation and structural equation modeling (SEM) techniques was used to analyze the study variable's relationship and its effect on the firm's performance.

The study results revealed that CWB and organizational culture significantly influence firm performance directly and indirectly. Moreover, organizational culture partially mediates the relationship between CWB and companies' performance.

The current study plays a significant role in the firm's policy directions. There are limited research and information accessible to biomedical firms in Pakistan. Counterproductive job habits wind up becoming something that significantly affects the firm performance. This research adds to human resource management, corporate management and the business strategy literature.

This chapter proposes a research agenda for the study of large law firm culture and explains how the research would contribute to both legal ethics and organizational theory. It focuses on two sets of questions that are uniquely suited to investigation in large law firms. First: what is the significance of organizational culture, relative to that of professional networks and subgroups? To what extent does organizational membership shape lawyers’ understandings about “how things are done”? Second: how is organizational culture sustained? What are the mechanisms of cultural integration in volatile, multioffice firms? The chapter draws on a pilot study of law firm culture in one 500-lawyer firm.

While there is an increasing understanding of the challenges that can emerge in integration processes of cross-border mergers and acquisitions, there is a scarcity of research on how the different integrative activities should be temporally sequenced. Based on an in-depth analysis of three acquisitions, we find that structural and cultural integration are intertwined. We find that cultural integration will begin only once structural integration is in progress. Cultural differences can, however, impede structural integration if structural integration is done in conflict with the existing culture of the acquired company. Thus, structural integration should come first, but it should be done in appreciation with the acquired company’s existing culture. Cultural change is then facilitated in an iterative manner over time by the new structure. Our chapter contributes to an improved understanding of the temporal dynamics of integration by demonstrating the mutually reinforcing effects of structural and cultural integration in cross-border acquisitions.

The goal of this paper is to examine the mediating role of organizational social capital between family firms' organizational culture, characterized by their group vs individual orientation and external vs internal orientation, and their performance.

A structural equation model is developed and tested in a sample of 176 US family firms recruited through Prolific Academic.

The authors show that group vs individual cultural orientation fosters bonding social capital, while external vs internal cultural orientation fosters bridging social capital. In turn, family firm performance is only enhanced by bridging social capital, not bonding social capital, which appears to have neutral to negative direct performance effects. Nevertheless, it is noteworthy that bonding social capital facilitates the establishment of bridging ties, leading to overall positive performance outcomes.

The understanding of how organizational culture influences family business heterogeneity and performance, along with the clarification of how bonding social capital fosters or hinders performance, provides novel insights for researchers and practitioners seeking to understand the complexities within the unique context of family businesses.

This study aims to assess how innovative organizational culture and innovative leadership generate market flexibility for small and medium enterprises (SMEs) in the service sector to enhance their competitiveness. Both organizational culture and leadership are seen as firm-level resources capable of influencing the flexibility of the firm in periods of market turbulence. The study argues that SME service firms must use their internal resources to develop their flexibility capability which is more valuable, rare, inimitable and not substitutable.

SME service firms from Ghana are used to test the study’s hypotheses through robust standard regression analysis. A sampling frame was developed from an online database of small and medium enterprises operating in the service sector.

The findings suggest that although organizational culture and leadership may influence a service firm’s competitiveness, it is more viable to use these firm-level resources to create market flexibility capability to amplify the effect. This means, when culture and leadership propel the flexibility drive, the service firm is able to connect, coordinate and synchronize functional units to take advantage of new product and market opportunities. Additionally, market flexibility emanating from organizational culture and leadership wields enough power and resource support to tackle the turbulent market conditions better than firms with less support.

The managerial implication from this study is that firms should use their organizational culture and leadership to create flexible organizations that afford them the opportunity to adapt to the environmental dynamics. If both leadership and culture work together, they are able to create strong market capabilities such as flexibility which determines how well the firm will respond to the competition, customer demand and all other external pressures. It is, therefore, the view of this paper that SMEs should use their organizational culture and leadership to build a market-flexible organization to create a competitive advantage.

This paper shows how internal resources/assets such as culture and leadership generate the needed flexibility to create a competitive advantage for SMEs. This paper explains the two dimensions of Volberda’s flexibility from a firm-level resource perspective and highlights flexibility as a second-order capability whose cultivation and effectiveness are dependent on a firm’s culture and leadership. Evidence of how a firm’s market flexibility is fuelled by organizational leadership and culture is demonstrated. Finally, this paper shows how resource-poor SMEs in emerging African economies can enhance their market competitiveness through internal systems and processes.

The purpose of this paper is to propose an integrated theory to explain the effect of regional culture on high-technology micro and small (HTMS) firm outcomes. The integrated culture-social capital outcomes (CSCO) model examines the impact of culture on performance and evolution of HTMS firms through the mediating effect of intra-firm and inter-firm social capital.

Theoretical insights from social capital and culture are combined with the results of previous empirical observations to explain cross-cultural differences in the performance of HTMS firms. The authors then propose the CSCO model as a means to integrate and advance theory building.

The CSCO model explains the impact of culture on performance and evolution of HTMS firms through intra-firm and inter-firm social capital networks. Cultural context affects the performance of high-tech micro and small firms through the nature and structure of the networks involved in building and exploiting inter-firm and intra-firm social capital. Moreover, regional culture indirectly influences the balance between positive and negative effects of social capital on firm performance. These observations explain inconsistent findings from past empirical research and contribute to understanding the “embeddedness paradox” of social capital.

The present model is not comprehensive. It does not account for many contextual factors identified in organizational network and cluster literature that contribute to the development of HTMS firms. Future research should consider the relationships between the three dimensions of social capital and seek to test the model with rigorous data collection and analysis.

While past studies focus on the direct relationship between regional culture and firm performance, this paper proposes the mediating effect of internal and external social capital between cultural context and firm performance. This proposal contributes to social capital and entrepreneurship literature and provides a potential explanation for inconsistent findings in past empirical research.

The purpose of this paper is to empirically compare values and beliefs of family‐business members with those of professional managers across two countries.

The methodological approach utilizes a survey comparing 163 family‐firm members and 168 bank managers in Ukraine and the USA, looking for differences between the culture of members of family‐owned firms and non‐family professionals; and especially the direction of any differences.

The findings show significant differences between family‐firm members and non‐family professionals in both countries. Differences are in the same direction for three constructs. While this study is limited in only examining two countries, the results imply a conclusion that higher social flexibility and spirituality and lower power distance are potentially universal in terms of family‐firm culture.

This study's value is in illuminating specific fundamental cultural traits that may be related to family‐firm competitive advantage that researchers have noted in the literature.