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Artykuły w czasopismach na temat „Corporate culture”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 25 lipca 2025

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1

Höpfl, Heather. "Safety Culture, Corporate Culture." Disaster Prevention and Management: An International Journal 3, no. 3 (1994): 49–58. http://dx.doi.org/10.1108/09653569410065010.

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Martin, Warren Bryan. "Corporate culture—college culture." New Directions for Higher Education 1985, no. 50 (1985): 75–81. http://dx.doi.org/10.1002/he.36919855011.

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Tarricone, Paul. "Corporate Culture." Lighting Design + Application 34, no. 1 (2004): 33–37. https://doi.org/10.1177/036063250403400112.

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Sedliaková, Ingrida. "Corporate Culture." Analecta Technica Szegedinensia 7, no. 1-2 (2013): 50–58. http://dx.doi.org/10.14232/analecta.2013.1-2.50-58.

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Numerous articles, publications and researches show a strong impact of a good corporate culture on business success and economic performance. A strong corporate culture can be responsible for the process of creation of internal organization values, and it can also influence the proper functioning of the company and even its competitiveness. In those companies, that recognize the importance of corporate culture, corporate culture can become the most important tool, which can help them to achieve their strategic objectives. According to opinions of some authors, an excellent corporate culture is

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5

Dunn, Mark G., David Norburn, and Sue Birley. "Corporate Culture." International Journal of Advertising 4, no. 1 (1985): 65–73. http://dx.doi.org/10.1080/02650487.1985.11105044.

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6

Terlaga, Raymond J., and Bridget N. O'Connor. "Corporate Culture." Journal of Business Strategy 15, no. 5 (1994): 21–24. http://dx.doi.org/10.1108/eb039655.

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7

Connors, Roger, and Tom Smith. "Corporate Culture." Journal of Business Strategy 21, no. 3 (2000): 10–12. http://dx.doi.org/10.1108/eb040082.

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8

Maulidi, Fiqi, Sifa Alviana Hasan, and Mochammad Isa Anshori. "Corporate Culture." Asian Journal of Management Analytics 2, no. 3 (2023): 351–66. http://dx.doi.org/10.55927/ajma.v2i3.4911.

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Organizational culture has an important role in shaping patterns of behavior within the company. Organizations need to pay attention to the ongoing culture and carry out developments so that they can control the culture to continue to run positively and profitably for the organization. The purpose of writing this article is to examine the literature on corporate culture. The writing uses the literature review study method or literature review related to organizational culture to then be read and studied so as to provide an overview and literature about organizational culture.

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9

Cerović, Zdenko, and Amelia Tomašević. "THE IMPACT OF NATIONAL CULTURE ON THE CORPORATE CULTURE IN GLOBAL HOTEL COMPANIES." Tourism and hospitality management 12, no. 2 (2006): 93–102. http://dx.doi.org/10.20867/thm.12.2.8.

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The national culture is a system of assumptions, values, norms and traditions shared by one national group; the corporate culture is a system of rituals, behavior patters, norms and values shared by majority of employees in a company. Both cultures influence the style of management and communication with employees. The national culture influences the corporate culture, but in a long term, a corporate culture can also influence the national culture. Strong corporate cultures can suppress the national culture through the system of standardization of business operations, which in international co

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10

Opler, Lewis A. "Culture Competence and Corporate Culture." Psychiatric Services 54, no. 3 (2003): 404. http://dx.doi.org/10.1176/appi.ps.54.3.404.

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11

Glazner, Linda. "Understanding Corporate Cultures." AAOHN Journal 40, no. 8 (1992): 383–87. http://dx.doi.org/10.1177/216507999204000804.

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Understanding corporate cultures, generally, and the one in which one works, specifically, can help the occupational health nurse develop and implement intervention strategies specific to the culture of that company. Assessing the company through situational and systems analysis allows occupational health nurses to identify the culture of their occupational setting. Then, using creative strategies, company specific interventions can be suggested. The likelihood of success is greatly increased when culture is considered.

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12

Moingeon, B. "From Corporate Culture to Corporate Identity." Corporate Reputation Review 2, no. 4 (1999): 352–60. http://dx.doi.org/10.1057/palgrave.crr.1540091.

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Franzoni, Simona. "Measuring corporate culture." Corporate Ownership and Control 10, no. 4 (2013): 308–16. http://dx.doi.org/10.22495/cocv10i4c3art2.

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The ability to assert the ethical and entrepreneurial values in a strong and shared manner, on the level of corporate governance and organisation, is therefore a critical element for the purpose of obtaining consensus and the optimisation of enterprise performance. For these reason, monitoring the corporate culture through the identification of indicators enables us to measure the processes of change underway in an organisation and may enable us to prevent the persistence of bad management. The introduction of a model to measure corporate culture has therefore become necessary, both in terms o

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14

Kienle, Patricia C. "Understanding Corporate Culture." Journal of Pharmacy Practice 7, no. 5 (1994): 210–12. http://dx.doi.org/10.1177/089719009400700502.

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Positions within health care organizations require clinical and organizational skills. Understanding the organization's political climate is key to the clinical coordinator's success. Approaching the corporate culture is similar to managing patient care: it requires diagnosis, treatment, and evaluation of the situation. Diagnostic issues include the status of the pharmacy services and analyses of the organization's performance in external and internal assessments. Treatment issues include management style, communication skills, and interaction with key players in the organization. Evaluation i

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15

Pan, Yihui, Stephan Siegel, and Tracy Yue Wang. "Corporate Risk Culture." Journal of Financial and Quantitative Analysis 52, no. 6 (2017): 2327–67. http://dx.doi.org/10.1017/s0022109017000771.

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We examine the formation and evolution of corporate risk culture, that is, the preferences toward risk and uncertainty shared by a firm’s leaders, as well as its effect on corporate policies. We document persistent commonality in risk attitudes inside firms, which arises through the selection of leaders with similar preferences and is rooted in the founders’ risk attitudes. Changes in corporate risk culture over time affect corporate investment policies, whereas cross-sectional differences in founders’ risk attitudes, that is, firms’ initial risk culture, contribute to differences across firms

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16

Klein, Birgit, and Christopher Zirnig. "Corporate Culture 4.0." Ökologisches Wirtschaften - Fachzeitschrift 33, no. 3 (2019): 30. http://dx.doi.org/10.14512/oew340330.

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Die Digitalisierung nimmt derzeit großen Einfluss auf Unternehmen, was eine bewusste Analyse und Beschäftigung mit der eigenen Unter nehmenskultur notwendig macht. Diese Studie befasst sich mit der Frage, ob dabei eine digitale Unternehmenskultur – eine Corporate Culture 4.0 – entsteht, wie diese aussieht und ob man sie forcieren kann.

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17

Stackel, Leslie. "Cultivating Corporate Culture." Employment Relations Today 12, no. 4 (1985): 355–61. https://doi.org/10.1002/j.1520-6459.1985.tb00043.x.

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18

Choi, Hyang-Mi. "Womenomics and Corporate Culture: Does Corporate Culture Cause Organizational Conflicts?" Korea International Trade Research Institute 16, no. 5 (2020): 649–62. http://dx.doi.org/10.16980/jitc.16.5.202010.649.

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19

Khilukha, Oksana. "Corporate Culture: Technology of its Formation." Economic journal of Lesia Ukrainka Eastern European National University 11, no. 3 (2017): 47–52. http://dx.doi.org/10.29038/2411-4014-2017-03-47-52.

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20

Xiao, Xiaohong, and Yuhao Lin. "The Power of Culture: Business Nationalist Culture and ESG Performance." Sustainability 16, no. 19 (2024): 8452. http://dx.doi.org/10.3390/su16198452.

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High-quality development is the theme of China’s economic and social development in the new era, and corporate ESG performance is a comprehensive indicator for evaluating the level of corporate environmental responsibility, social responsibility and governance, as well as an important yardstick for identifying the high-quality development of enterprises. This paper takes Chinese non-financial listed companies from 2011 to 2022 as the research sample and empirically examines the impact of corporate nationalism culture on corporate ESG performance and its mechanism by quantifying corporate natio

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21

Guiso, Luigi, Paola Sapienza, and Luigi Zingales. "Corporate Culture, Societal Culture, and Institutions." American Economic Review 105, no. 5 (2015): 336–39. http://dx.doi.org/10.1257/aer.p20151074.

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While both cultural and legal norms (institutions) help foster cooperation, culture is the more primitive of the two and itself sustains formal institutions. Cultural changes are rarer and slower than changes in legal institutions, which makes it difficult to identify the role played by culture. Cultural changes and their effects are easier to identify in simpler, more controlled, environments, such as corporations. Corporate culture, thus, is not only interesting per se, but also as a laboratory to study the role of societal culture and the way it can be changed.

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22

Nakonechna, Nataliia. "COMPARATIVE ANALYSIS OF CORPORATE CULTURE IN EU COUNTRIES." PUBLIC ADMINISTRATION AND LAW REVIEW, no. 1(17) (March 30, 2024): 43–55. http://dx.doi.org/10.36690/2674-5216-2024-1-43.

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Corporate culture plays a pivotal role in shaping organizational behavior, decision-making processes, and overall success. This comparative analysis delves into the corporate cultures of several European Union (EU) countries, exploring their unique characteristics, similarities, and differences. Through an extensive literature review, this study examines existing research on corporate culture, its definitions, dimensions, and its significance in organizational performance. The purpose of this analysis is to provide insights into how corporate cultures vary across EU countries and to identify p

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23

Konovalova, Valeriya. "TRANSFORMING CORPORATE CULTURE TO ACHIEVE SUSTAINABLE DEVELOPMENT GOALS." Management of the Personnel and Intellectual Resources in Russia 13, no. 5 (2024): 5–10. https://doi.org/10.12737/2305-7807-2024-13-5-5-10.

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The article is devoted to the study of corporate culture as a factor in the sustainable development of an organization, which can both contribute to and hinder the achievement of goals and the implementation of sustainable development principles in corporate practice. The main features of the corporate culture of sustainable development are presented, determining the directions of transformation of existing cultures, as well as the characteristics of the manifestations of strong and weak cultures of sustainable development and their impact on the development of the organization. A model of the

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24

Garri, Myropi, Nikolaos Konstantopoulos, and Michail Bekiaris. "Corporate Strategy, Corporate Culture & Customer Information." Procedia - Social and Behavioral Sciences 73 (February 2013): 669–77. http://dx.doi.org/10.1016/j.sbspro.2013.02.104.

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25

Kim, S. Thomas, and Li Sun. "Corporate Culture, Special Items, and Firm Performance." International Journal of Financial Studies 12, no. 3 (2024): 83. http://dx.doi.org/10.3390/ijfs12030083.

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This study analyzes the relationship between corporate culture, the likelihood of reporting special items, and firm performance. We find a significant negative relation between corporate culture and special items using more than 55,000 firm-year observations from 6931 U.S. corporations between 2002 and 2021. The result suggests that firms with strong corporate cultures are less likely to use and report special items. Firms with lower performance mainly drive the negative relation; the pattern indicates that firms with weaker corporate cultures are prone to manage earnings using special items.

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26

Pende, Hrvoje. "CULTURE, IDENTITY AND CORPORATE IMAGE: POSSIBILITIES AND LIMITATIONS." Tourism and hospitality management 9, no. 1 (2003): 137–51. http://dx.doi.org/10.20867/thm.9.1.13.

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Corporate culture, identity and image are highly intertwined. Management style, its culture and ability to communicate proclaimed values to the employees and other stakeholders determines the corporate culture, as a tacitly agreed way of behavior. Strong and positive cultures generally create favorable identities and images, while negative cultures undoubtedly lead to undesirable identities (personal and corporate) and images. Modem societies expect higher business standards and ethics from their organizations. To meet those expectations successfully, corporations has to create positive identi

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27

Linh Huynh, Quang. "Mediation of human resource management in the linkage between performance and culture in an emerging economy." Problems and Perspectives in Management 18, no. 3 (2020): 438–51. http://dx.doi.org/10.21511/ppm.18(3).2020.36.

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The linkages between corporate culture, corporate performance, and human resource management (HRM) practice have been broadly investigated, but, none of the previous studieshave analyzeda mediation mechanism in the relevant research models. This article aimed to analyze the complicated linkages among corporate culture, performance, and HRM practice. Especially, it aimed to underline the mediation of HRM in the research model. The research data were collected in Vietnam as one of the quickly developing countries, receiving a humble amount of research on that issue. Multiple regression analyses

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28

Thi, Mai Nguyen. "Enterprise Culture: Literature Review." International Journal of Management Sciences and Business Research 09, no. 09 (2020): 118–34. https://doi.org/10.5281/zenodo.4979209.

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<em>The objective of this paper is to review research on corporate culture, thereby giving theories about corporate culture and typical corporate culture forms in Vietnam. Based on the theoretical basis of corporate culture, the author conducts an analysis of the current state of corporate culture at the Vietnam Dairy Products Corporation - Vinamilk. Finally, the author gives recommendations to enhance the value and role of corporate culture in Vietnamese enterprises.</em>

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29

Lorincova, Silvia, Renata Stasiak-Betlejewska, Justas Streimikis, and Zlatica Fulajtárová. "Identifying Corporate Culture Using the Organizational Culture Assessment Instrument." Journal of Business Sectors 2, no. 1 (2024): 11–20. http://dx.doi.org/10.62222/zyxy3647.

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Research background: Corporate culture undoubtedly plays a crucial role in successfully overcoming the challenges associated with modern trends in today's business environment. Corporate culture is an incredibly fascinating field within organizational management. It requires investigation, as it is not static but evolves and adapts over time. Purpose of the article: The aim of the article was to define the type of corporate culture by identifying both the current and desired corporate culture. Additionally, the study examined the differences in values related to corporate culture. Methods: The

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Dang, Huong Dieu. "National Culture and Corporate Rating Migrations." Risks 6, no. 4 (2018): 130. http://dx.doi.org/10.3390/risks6040130.

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The informal constraints that arise from the national culture in which a firm resides have a pervasive impact on managerial decision making and corporate credit risk, which in turn impacts on corporate ratings and rating changes. In some cultures, firms are naturally predisposed to rating changes in a particular direction (downgrade or upgrade) while, in other cultures, firms are more likely to migrate from the current rating in either direction. This study employs a survival analysis framework to examine the effect of national culture on the probability of rating transitions of 5360 firms acr

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31

Kordoš, Marcel, and Jozef Habánik. "Corporate culture interplay issues in global economy." Problems and Perspectives in Management 16, no. 3 (2018): 302–10. http://dx.doi.org/10.21511/ppm.16(3).2018.24.

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The topic of this paper is the comparative analysis assessment of American and European (Slovak) systems of corporate culture describing the cultural differences within transnational companies. The study is comparing the American system of corporate culture with Slovak corporate culture model. The goal of this paper is to figure out the real model of an American enterprise within its interaction with European (Slovak) enterprise and detect the differences between them. Based on the SWOT analysis coming out of two surveys via questionnaires outputs, the comparative analysis assessment dealing w

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32

Omanova Nargiza Rustam qizi. "ASSESSING THE IMPACT OF CORPORATE CULTURE ON ENTERPRISE PERFORMANCE IN ENTERPRISES." Innovation Science and Technology 1, no. 2 (2025): 96–101. https://doi.org/10.55439/ist/vol1_iss2/51.

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Corporate culture plays a crucial role in shaping enterprise performance, inﬂuencing factors such as employeeengagement, productivity, and overall business success. This study explores the impact of corporate culture on enterpriseperformance by examining key cultural components, including leadership style, organizational values, communicationpatterns, and employee motivation. The research evaluates how a strong and well-defned corporate culture contributes tooperational efciency, innovation, and competitive advantage. Additionally, it highlights potential challenges organizationsmay face due t

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33

Barth, Andreas, and Sasan Mansouri. "Corporate culture and banking." Journal of Economic Behavior & Organization 186 (June 2021): 46–75. http://dx.doi.org/10.1016/j.jebo.2021.02.010.

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Narine, Lutchmie, and Thomas R. Einarson. "Corporate Culture and Change." Journal of Pharmaceutical Marketing & Management 6, no. 2 (1992): 33–42. http://dx.doi.org/10.3109/j058v06n02_04.

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Наталия Юрченко, Алеся Крючко, and Людмила Квасова. "GLOBALIZATION OF CORPORATE CULTURE." European Science, sge08-03 (January 30, 2019): 52–58. http://dx.doi.org/10.30890/2709-2313.2022-08-03-029.

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Huliyev, Arif, and Veronika Chekalyuk Chekalyuk. "Corporate culture and etiquette." Naukovyy Visnyk Dnipropetrovs'kogo Derzhavnogo Universytetu Vnutrishnikh Sprav 3, no. 3 (2021): 23–30. http://dx.doi.org/10.31733/2078-3566-2021-3-23-30.

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The topic of etiquette is given the main place in diplomacy and in the formation of corporate culture, interpersonal communications. We are talking about verbal and nonverbal ways, etiquette of business communication. This paper presents the research results and experience of practicing scientists, conclusions on diplomacy, corporate culture, the art of effective communication. Despite global changes in the communications system, etiquette remains a key component of the universal communication culture. The authors emphasize the relevance of the topic of the article, focus on a set of knowledge

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LOZANO, Josep M. "Ethics and Corporate Culture." Ethical Perspectives 5, no. 1 (1998): 53–70. http://dx.doi.org/10.2143/ep.5.1.563108.

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Bryman, Alan. "Leadership and Corporate Culture." Management Decision 24, no. 6 (1986): 50–53. http://dx.doi.org/10.1108/eb001426.

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Migliore, R. Henry, Rinne T. Martin, Robyn L. Parsons, and Tracey A. Hughes. "Results of Corporate Culture:." Journal of East-West Business 2, no. 1-2 (1996): 55–74. http://dx.doi.org/10.1300/j097v02n01_03.

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Narine, Lutchmie. "Corporate Culture and Change." Journal of Pharmaceutical Marketing & Management 6, no. 2 (1992): 33–42. http://dx.doi.org/10.1300/j058v06n02_04.

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Bau, Frank, and Kerstin Wagner. "Measuring corporate entrepreneurship culture." International Journal of Entrepreneurship and Small Business 25, no. 2 (2015): 231. http://dx.doi.org/10.1504/ijesb.2015.069287.

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Rolný, Ivo. "Ethics in corporate culture." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 53, no. 3 (2005): 303–10. http://dx.doi.org/10.11118/actaun200553030303.

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The aim of article is to discuss the role of ethics in process of corporate culture creation. Purpose, as embodiced in corporate culture, is the glue that holds organizations together. Corporate culture is the shared values and meanings its members hold in common and that are articulated and practiced by an organization’s leaders. Corporate culture is related to ethics through the key ethical values and leadership styles the leaders espouse and practice; heroes and heroines the company rewards and holds up as models; rite, rituals, and symbols organizations value; and way organizational execut

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Sormaz, Goran, and Djordje Ilic. "Corporate culture in Serbia." Ekonomija: teorija i praksa 9, no. 3 (2016): 71–85. http://dx.doi.org/10.5937/etp1603071s.

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Gehl, John, and Gary Hamel. "Revolutionizing the corporate culture." Ubiquity 2000, October (2000): 1. http://dx.doi.org/10.1145/353165.353169.

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Khagaeva, Aminat V., Natalia M. Plieva, and Aidar I. Vagapov. "CORPORATE BRAND CULTURE RESEARCH." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 10/15, no. 151 (2024): 61–66. https://doi.org/10.36871/ek.up.p.r.2024.10.15.009.

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Сompetition in the modern market is no longer just competition in terms of products, quality, technology, etc. Corporate culture has now become the main factor in the competitiveness of enterprises, and the main factor of the brand is the culture that it represents and contains. The article examines in detail the relationship between corporate culture and brand culture, which has an important indicative value in the work on building a corporate culture.

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Bassnett, Sarah. "Photography and Corporate Culture." History of Photography 30, no. 2 (2006): 177–79. http://dx.doi.org/10.1080/03087298.2006.10442861.

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Newman, Victor, and Kazem Chaharbaghi. "The corporate culture myth." Long Range Planning 31, no. 4 (1998): 514–22. http://dx.doi.org/10.1016/s0024-6301(98)80044-7.

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Weir, David. "Careers and corporate culture." European Management Journal 8, no. 1 (1990): 78–79. http://dx.doi.org/10.1016/0263-2373(90)90060-j.

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YOSHIDA, Kenji. "Improvement of Corporate Culture." Journal of the Society of Mechanical Engineers 94, no. 874 (1991): 748–52. http://dx.doi.org/10.1299/jsmemag.94.874_748.

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Royle, Tony. "Corporate versus societal culture." International Journal of Contemporary Hospitality Management 7, no. 2/3 (1995): 52–56. http://dx.doi.org/10.1108/09596119510080006.

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