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Academic literature on the topic 'Corporate culture – Namibia Case studies'
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Journal articles on the topic "Corporate culture – Namibia Case studies"
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Zheng, Wenzhi, Yen-Chun Jim Wu, XiaoChen Chen, and Shu-Jou Lin. "Why do employees have counterproductive work behavior? The role of founder’s Machiavellianism and the corporate culture in China." Management Decision 55, no. 3 (2017): 563–78. http://dx.doi.org/10.1108/md-10-2016-0696.
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Purpose The purpose of this paper is to analyse the mechanism of how Machiavellian corporate culture (MCC) affects employees’ counterproductive work behaviours. Design/methodology/approach Through a three-phase grounded study on the data of a single case amounting to over 170,000 words, this qualitative study explores why employees exhibit counterproductive work behaviours. Findings The results indicated that the implications of the MCC of family businesses in China include the following three dimensions: low trust, control orientation, and status orientation. In this corporate cultural context, employees exhibit counterproductive work behaviours because they perceive low organisational justice, psychological contract violation, and low trust. Among them, psychological contract violation serves as a triggering mechanism due to the organisational context and trust is crucial to employee counterproductive work behaviour. Research limitations/implications In this study, the results are derived merely from the observation of and generalisation about one case; more therefore, empirical studies are required. Practical implications Numerous family business owners in China exhibit a high level of Machiavellian personality traits, and this personality tends to determine the implications of corporate culture. In order to establish a diverse culture, a heterogeneous top manager team must be developed and a new organisational culture must be established from top down. Originality/value This study extends the research scopes of employee personality and behaviours as well as leaders’ personality traits and employee emotions, and proposes a theoretical framework of leaders’ personality-culture-employee behaviours as a contribution to studies on organisational behaviour, theories of corporate social responsibility, and development of corporate culture.
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Illes, Katalin, and Christiane Vogell. "Corporate values from a personal perspective." Social Responsibility Journal 14, no. 2 (2018): 351–67. http://dx.doi.org/10.1108/srj-07-2017-0114.
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Purpose The paper aims to analyse organisational values from a personal perspective. The purpose was to explore how employees learn about corporate values and how they relate to these values. The motivation has been one of discovery of current practices in businesses, with a strong focus on corporate values and their effects on employees. Design/methodology/approach The authors offer a review of the key definitions and main theoretical frameworks of values. Four case studies provide empirical data to establish some understanding of how values are identified and the extent to which they are translated into behaviours and attitudes in the workplace. The paper combines an overview of literature on values and semi-constructed telephone interviews with 26 interviewees from four organisations about corporate and individual values. Findings Values are positively related to, and central to the concept of the self, and are distinct from norms. Both the literature review and the multiple case studies’ empirical findings suggest that values are worth striving for and successful embedding of them requires a “culture of sharing”. Without the culture of sharing corporate values will not penetrate the organisation or have any meaningful impact on behaviour. Originality/value The paper highlights the importance of considering corporate values from a personal perspective. Organisations wanting to strengthen corporate values need to engage in conversations about values regularly across the organisation. Leaders need to be part of these discussions without dominating or forcefully influencing them.
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Nold, Herbert, and Lukas Michel. "The performance triangle: a model for corporate agility." Leadership & Organization Development Journal 37, no. 3 (2016): 341–56. http://dx.doi.org/10.1108/lodj-07-2014-0123.
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Purpose – The purpose of this paper is to synthesize ten years of case studies and data analysis from which emerged an organizational design that facilitates adaptability, agility, and resilience. The resulting triangular model of culture, leadership, and systems is proposed. Design/methodology/approach – Analysis of over 100 case studies over ten years along with statistical analysis of survey data from 50 of those companies resulted in the emergence the triangular model and provides quantitative support for validity. Findings – People drive a complex and dynamic system with culture, leadership, and systems as key factors driving organizational success in a rapidly changing environment. The critical factor in adapting to change is designing organizations to maximize the vast tacit knowledge base within organizations. Diagnostic tools are necessary to identify underlying strengths and weaknesses to initiate targeted discussions and provide a baseline for measurement. Research limitations/implications – All of the organizations were from Europe, Africa, or the Middle East. Practical implications – The emergent people-centric triangular model with culture, leadership, and systems at the points along with the development of a diagnostic tool offers a methodology for executives to gain valuable insight into critical elements of their organizations from which to initiate constructive dialogue leading to effective action. Originality/value – Many authors have offered theories on developing agile organizations. The emergent people-centric performance triangle and evolving diagnostic instrument add to the body of existing literature and lays the groundwork for practical tools and methods to yield practical results.
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Handfield, Robert, and Soumen Ghosh. "Creating a Quality Culture through Organizational Change: A Case Analysis." Journal of International Marketing 2, no. 3 (1994): 7–36. http://dx.doi.org/10.1177/1069031x9400200302.
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Previous works on the implementation of strategic objectives have neglected to consider the critical role of quality management. Beginning with the assumption that the role of quality is instrumental to the successful implementation of any form of generic strategy, a conceptual model of quality management is developed through a set of case studies with 13 North American and European Fortune 500 companies. The results suggest that firms that have experienced greater global competition in earlier years have implemented Total Quality Management (TQM) initiatives earlier, and their programs are subsequently more advanced. Firms with advanced TQM implementation have made significant infrastructural changes within their organizations, and have also embraced the principles of continuous improvement as a critical component of their corporate culture. Moreover, quality has developed into a cultural artifact with an associated language and history that provides an integrating mechanism linking a firm's value-adding activities.
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Delbecq, Andre L. "How spirituality is manifested within corporate culture: perspectives from a case study and a scholar’s focus group." Journal of Management, Spirituality & Religion 7, no. 1 (2010): 51–71. http://dx.doi.org/10.1080/14766080903497649.
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Worcester, Robert. "Reflections on corporate reputations." Management Decision 47, no. 4 (2009): 573–89. http://dx.doi.org/10.1108/00251740910959422.
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PurposeThe purpose of this paper is to illustrate the importance of corporate reputation to the management of contemporary organisations.Design/methodology/approachThe approach takes the form of survey research and case studies. The paper is informed by corporate image and reputation research undertaken for major international corporations, governments and NGOs in the UK and in countries throughout the world dating back to the late 1960s.FindingsThe paper finds that corporate image is an important factor in the success or failure of virtually all major organisations; corporate reputation is the synthesis of many factors: the brand(s) image, the products (and/or services) class image(s), the brand user(s) image, the image of the country of perceived ownership of a corporation, and the corporate culture/personality; corporate reputations can be measured, and changes in corporate reputations can be tracked; and corporate responsibility is replacing corporate social responsibility as an increasingly important factor in how people regard the corporate reputation of organisations.Practical implicationsPolicy makers should actively research and manage their corporate reputation. Familiarity breeds favourability, not contempt. All too often senior managers and their advisers (brand and corporate consultants, design consultants, advertising and public relations advisers, etc.), who have responsibility for the organisation's corporate reputation, muddle the distinctions between corporate reputation, corporate image, corporate identity, corporate personality, corporate culture, and other ways by which the elements of the corporate reputation are defined, and therefore used and measured.Originality/valueThe paper shares some of the lessons learned from 40 years' experience of MORI. The paper also marshals insights from the published output, lectures, and image‐modelling work.
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Sivula, Anna. "Corporate History Culture and Useful Industrial Past: A Case Study on History Management in Finnish Cotton Company Porin Puuvilla Oy." Folklore: Electronic Journal of Folklore 57 (2014): 29–54. http://dx.doi.org/10.7592/fejf2014.57.sivula.
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Wilde-Ramsing, Joseph. "Quality Kilowatts: A Normative-Empirical Framework for Assessing TNC Performance on Sustainable Electricity Provision in Developing Countries." Progress in Development Studies 17, no. 2 (2017): 131–47. http://dx.doi.org/10.1177/1464993416688827.
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The article develops a conceptual approach employing ‘modes’ of home-country business culture to evaluate how transnational corporations (TNCs) active in electricity provision in developing countries interpret and incorporate internationally recognised normative standards for ‘sustainable electricity provision’ (SEP) into their own corporate responsibility (CR) policies. Based on a survey of existing SEP norms, qualitative interviews with corporate managers, and analysis of CR materials, the article evaluates how ‘quality kilowatts’ are conceived and applied in three TNC case studies. The initial findings indicate that variations in how TNCs approach SEP reflect differences in regulatory framework and business culture of their countries of origin.
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Perbawasari, Susie, and Yanti Setianti. "Komunikasi dalam Transformasi Budaya Perusahaan." Jurnal Penelitian Komunikasi 16, no. 1 (2013): 1–12. http://dx.doi.org/10.20422/jpk.v16i1.23.
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PT Dahana (Persero) which was originally a monopoly company has been changed into a company that has competitors not only from within the country but also from foreign companies, therefore it takes effort to transform corporate culture so that employee can adjust their behavior with the company's vision to be a global player. The objective of this study is to investigate the comprehension of PT. Dahana’s employees about the recent and the previous corporate cultures within the organization. This study used qualitative research approach with constructivist paradigm, and the type chosen was case studies. According to the study, it was revealed that the old values in the previous corporate culture were understood by the employees as culture with kinship, strict leadership, relaxed work ethos, bureaucratic, less-competitiveness, less client-orientation, and not based on competencies. Meanwhile, the new values in the recent culture were comprehend as culture with high discipline value, system of rewards and punishments, efficiency, based on competency, prioritizing educational levels, but without adequate role models.
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Aleong, Chandra. "Strategy: What Universities Can Learn From Corporate Success Stories." Contemporary Issues in Education Research (CIER) 11, no. 2 (2018): 57–66. http://dx.doi.org/10.19030/cier.v11i2.10148.
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This paper identifies the need to view strategic management and implementation with new insights from entrepreneurs and researchers who have attained and studied successful enterprises. The backdrop is the rate of disruption taking place all over the U.S. as well as globally. The objective is to understand major changes to garner ideas for more effective decision-making at universities. Case studies, articles in scholarly journals, and newspaper reports are the data used for the study. Technology, teamwork, and culture are pivotal in the intrinsic role they play in the new era of competition.