The article examines corporate culture as a critical factor in the successful adaptation of an enterprise's business processes to the conditions of digital transformation. The author's vision is based on the understanding that digital technologies in themselves do not create a transformational effect if the organization does not have a culture capable of supporting innovation, openness, flexibility and rapid learning. Corporate culture is considered as a system of behavioral norms, collective beliefs and value orientations that determine the readiness of personnel for change, the level of digital decision-making and the degree of their real impact on business processes.The study analyzes the key structural elements of culture that can facilitate or, conversely, hinder digital transformation. It is shown that successful organizations form a culture built on trust, mutual respect, psychological safety, encouragement of teamwork, cross-functional interaction and customer orientation. Special attention is paid to the development of digital competencies, which include not only technical skills, but also the ability to think with data, work in flexible organizational structures and make decisions based on analytics.A special emphasis is placed on the role of leadership in shaping a digitally oriented corporate culture. It is determined that managers should not only proclaim the course towards digitalization, but also personally demonstrate new models of behavior, support experimentation, facilitate learning and form transparent communication practices. It is shown that without the active participation of management, changes remain superficial and do not turn into long-term transformation of business processes.The article specifies the mechanisms of interaction of corporate culture with the effectiveness of digital transformation. It is proven that culture affects the speed of technology implementation, the degree of their use by employees, the quality of decision-making, the formation of innovative solutions and the ability of the organization to adapt to market changes. The results of the study emphasize the need for a systematic approach to culture formation, which includes diagnosing cultural barriers, developing competencies, improving leadership models, and creating learning mechanisms.
Abstract In today's ever-changing business landscape, organizations encounter challenges related to talent management, competitive performance, and workforce flexibility. Human Resource Management (HRM) has evolved into a key partner directly supporting organizational success. One essential HR tool for strategic alignment is competency mapping. This systematic process identifies and assesses the knowledge, skills, abilities, and behaviours needed to perform specific roles effectively. Competency mapping establishes a structured way to connect individual skills with organizational goals. It makes sure that employees have the right competencies to perform tasks efficiently, respond to changing job demands, and contribute to overall success. A well-crafted competency model includes core competencies that reflect organizational values and culture, functional competencies specific to jobs, and behavioural competencies related to attitudes and interpersonal skills essential for high performance. The increasing importance of competency mapping comes from its impact on various HR functions, such as workforce planning, performance evaluation, training needs assessment, recruitment, and career development. Organizations that successfully implement competency-based systems improve productivity, boost employee retention, and support professional development. This paper develops a competency model tailored for organizational contexts and discusses how competency mapping enhances overall effectiveness. Using a conceptual framework, the study examines the effects of competency-based HR practices on improving performance, optimizing talent, and ensuring strategic HR alignment. Keywords: Competency Mapping, Competency Model, Organizational Effectiveness.
Background While whistleblowing (WB) has attracted growing research interest in recent years, several critical WB-related issues remain underexplored. Purpose This study examines the impact of external WB allegations on a firm’s organizational capital (OC). Such allegations often indicate management’s failure to address employee concerns internally, spotlighting potential deficiencies in internal reporting systems, employee communication, training, and trust in organizational fairness. To mitigate reputational damage, restore employee trust, and prevent future incidents, we posit that WB firms respond by increasing OC investment. Research Design We employ a difference-in-differences approach, comparing OC changes in WB-targeted firms with those in a propensity score-matched control sample. Study Sample Our dataset includes employee WB allegations obtained from OSHA (via a Freedom of Information Act request) and a hand-collected sample from public media. Results We find that WB firms significantly increase OC in the post-allegation period. Additionally, higher OC investment is linked to fewer future WB incidents. The decision to strengthen OC is primarily influenced by employees, long-term institutional investors, and prior OC deficiencies, rather than by WB case credibility or CEO characteristics. Conclusions Our findings indicate the importance of aligning long-term investment strategies and employee benefits with broader corporate goals to foster a responsive and adaptive organizational culture.
Human Resource Management (HRM), as a key aspect of organizational management, has always sought to enhance performance and facilitate organizational progress. With technological advancements and changes in employee needs, there is an increasing demand for innovative approaches that can adapt to the individual characteristics of each employee. One such approach is Personalized HRM, which focuses on improving employee experience, satisfaction, and performance by considering their individual differences.The research method employed is a systematic literature review (SLR), which allows for a comprehensive examination of existing studies. This study aims to explain the place of "Personalized HRM" in the current HRM literature and to conceptualize its dimensions and new ways to use it to improve organizational outcomes. In this context, 241 documents were identified, and 149 were selected for further analysis. The findings propose three main areas for future studies First, "use of more diverse methods (changing the dominant role of quantitative approaches to qualitative and mixed approaches)"; second, "emphasis on theoretical development and testing" due to the theoretical weakness of existing studies; and third, "conducting more studies in interdisciplinary and transnational (international) fields".
This article is dedicated to the study of Corporate Social Responsibility (CSR) as an important factor in shaping a company's corporate culture, promoting sustainability and adaptability in the face of contemporary economic, social, and environmental challenges. The relevance of CSR is emphasized in the context of globalization and the increasing demands of stakeholders, including consumers, investors, and employees. The research proposes approaches to integrating CSR into corporate governance, identifying key elements of the mechanism aimed at strengthening corporate values, enhancing employee engagement, and ensuring the long-term competitiveness of companies in a dynamic external environment. A mechanism for integrating CSR into corporate culture is proposed, consisting of six interrelated stages: analysis of the current state, development and implementation of a CSR management system, integration into key business processes, communication and reporting, monitoring and performance evaluation, and ensuring CSR sustainability. Based on this integration process, a structural model for the formation of CSR has been developed, consisting of six interconnected blocks, each covering critical aspects of CSR implementation. The developed approach to understanding and implementing the CSR mechanism includes a staged process, influencing factors, and structural organization. An important aspect of the model is the integration of CSR into human resource management, corporate culture, and stakeholder engagement. The significance of transparent reporting and communication in building trust and enhancing CSR effectiveness is highlighted. The need for constant monitoring and adaptation of CSR strategies to changing external conditions is emphasized. The integration of CSR into corporate culture contributes to the sustainable development of the enterprise, enhancing its reputation and competitiveness. The proposed CSR mechanism model allows companies to effectively adapt to changing conditions while maintaining a balance of economic, social, and environmental interests.
The article examines the theoretical foundations of the formation and management of corporate culture of an organization as an integral, multilevel, and dynamic phenomenon that acts as an important internal factor of strategic development, adaptability, and competitiveness of an enterprise under conditions of modern socio-economic transformations. It is substantiated that corporate culture ceases to perform exclusively a background or regulatory function and is transformed into a strategic resource capable of ensuring the coherence of managerial decisions, personnel behavior, and long-term development goals of the organization. In the course of the study, approaches to the interpretation of the concept of “corporate culture” are generalized, which made it possible to define it as an integrated system of values, norms, behavioral models, managerial approaches, and socio-psychological characteristics of the workforce that form the internal environment of the enterprise and determine its ability for effective functioning and development. The evolution of scientific views on corporate culture is shown, from normative and behavioral interpretations to a systemic understanding of culture as an instrument of strategic management and a source of competitive advantages. Special attention is paid to the management of corporate culture as a purposeful process that includes the formation, maintenance, and transformation of cultural attitudes in accordance with the strategic guidelines of the organization. It is proved that the effectiveness of corporate culture management directly depends on the level of internal communications, employee involvement, leadership influence, and the ability of management to combine value-based and behavioral aspects of management. Modern trends in the development of corporate culture are systematized, in particular orientation toward innovativeness, flexibility, digital interaction, sustainable development, and psychological well-being of personnel. The article proposes a generalized algorithmic model of the process of formation and transformation of corporate culture, which includes diagnostics of the current cultural profile, identification of gaps between the existing and desired model, selection of the type of corporate culture, development of a set of managerial measures, their implementation, and evaluation of the effectiveness of changes. The cyclical nature of this process is substantiated, which ensures the possibility of continuous adjustment of cultural guidelines and their alignment with the organization’s development strategy..
Innovative management in modern conditions performs the function of a strategic resource that not only counteracts threats to economic security, but also forms the basis for the dynamic and sustainable development of organizations. A key element of this process is corporate culture, which, being an institutional component of management, transforms innovative initiatives into effective practices and strengthens the anti-crisis capacity of enterprises. It is the cultural environment that determines the organization's ability to adapt, learn, take initiative and interact, which is critically important in the context of high uncertainty of the external environment. It is revealed that the type of corporate culture directly affects the innovative potential and the level of economic security: cultures with a high level of flexibility, trust and support (adhocratic, clan) contribute to the formation of an innovatively active environment, while cultures with an emphasis on control and regulation (hierarchical, market) have a limited ability to innovative transformations. Analysis of the practices of leading international and Ukrainian companies has shown that the effectiveness of innovation management largely depends on the cultural configuration, which either activates or blocks the mechanisms of adaptation, growth and stability. The determining factor for the successful integration of innovation management into the system of ensuring economic security is the ability of the organization to form an environment in which cultural guidelines do not contradict, but support strategic development goals. Such a balance is achieved through the implementation of value-oriented approaches to management, in which strategy, structure and culture are organically combined. The condition for this is a conscious cultural policy aimed at forming collective responsibility, accepting changes as the norm and supporting innovative initiatives as a source of competitive advantage. In the context of transformations of the modern socio-economic space, corporate culture performs the function of an integrator of internal and external processes, ensuring the integrity of the organization in turbulent conditions. It not only stabilizes the functioning of the system, but also creates the basis for its self-development, when innovations are not imposed, but emerge naturally from culturally conditioned practices. In this sense, organizational culture is not so much an element of the environment as an active subject of strategic management, ensuring the evolution of the enterprise in accordance with the challenges of the time.
The article aims to substantiate the theoretical foundations and practical approaches to developing a digital corporate culture and implementing digital communication tools as key drivers of enterprise competitiveness. The research applies methods of analysis, synthesis, comparison, system and structural-functional approaches. The results demonstrate that integrating digital platforms (Microsoft Teams, Google Workspace, Telegram, Trello), HR analytics, and online learning significantly improves internal communication efficiency, accelerates decision-making, enhances team engagement, and strengthens innovation potential. Additionally, the study reveals that the transition to hybrid and remote work formats reinforces the relevance of digital corporate standards, requiring enterprises to rethink communication protocols, workflow transparency, and employee support systems. Digital corporate culture is a determinant of an enterprise’s adaptability, influencing its responsiveness to market changes and its ability to implement new business models. The scientific novelty lies in clarifying the role of digital corporate culture as a strategic factor that shapes organizational flexibility, promotes data-driven management, and fosters innovation. It also expands the understanding of how digital tools support corporate values, employee motivation, and cross-functional collaboration. The practical significance of the study lies in the potential to apply the proposed approaches to modernize communication systems, increase employee productivity, and develop an adaptive management environment. Prospects for further research involve assessing the effectiveness of digital analytical tools in shaping corporate culture and exploring their impact on long-term enterprise development. Keywords: digital corporate culture, digital communications, HR analytics, digital transformation, innovation, competitiveness, leadership, personnel.
Saddam Hussain, Dr. Sajjad H Channar, Abdul Rehman Saeed
et al.
In today's fast paced, competitive landscape of business in Pakistan, the strategic convergence of the Finance, Marketing and Human Resource Management (HRM) functions is now more important than ever to foster sustainable organizational growth and competitive advantage. There is a limited amount of literature on and consideration of these three managerial areas, however, many corporate organizations in Pakistan continue to act independently of those functions, which are characteristic of structural holes, and hinder firm's ability to be efficient to adapt to market conditions and respond to internal and external challenges. This study aims to investigate the interdependent roles of Finance, Marketing, and HRM to improve the overall organizational performance in the corporate sector of Pakistan. Using a mixed methods approach, quantitative data collected through structured questionnaires surveys administered to managers and executives in multiple sectors/industries. Additionally, qualitative data is collected through in depth interviews. The study investigates how strategic financial planning and resource allocation affect marketing effectiveness and the development and retention of human capital. It also examines the role of cross functional collaboration and alignment among finance professionals, marketing strategists, and HR managers in improving decision making, brand positioning, employee motivation, and ultimately, financial performance. Results suggest a positive relationship between organizations that embrace an integrated management approach, aligning financial discipline with creative marketing and resilient HR practices and greater levels of productivity, customer satisfaction, and workforce commitment. Yet the results discovered important barriers, including a lack of financial resources, gaps in managerial skills, resistance to change and lack of strategic coordination across departments. By pointing out these important linkages and barriers, the research enhances conceptual frameworks in the broadening field of cross functional integration in emerging economies and provides helpful and practical recommendations for business leaders and policy makers. The research highlights the need for organizations within Pakistan to take steps to develop cultures of collaboration and strategic alignment to maximize the benefit of their financial resources, marketing talent, and human capital resources to achieve long term viability and sustainability in an increasingly globalized economy.
The article is concerned with studying the impact of innovative digital technologies on the organizational culture of aviation enterprises. It is established that at present, air transport enterprises at the global level are facing significant personnel problems that cause stressful situations and internal chaos, negatively affect competitiveness and interaction with passengers, and exacerbate the underlying issues of the industry. It is proven that using digital technologies solves many problems related to business processes, the source of which is the defects of organizational culture. It is established that the effectiveness of aviation enterprises in the current crisis conditions is determined by the presence of a flexible, adaptive organizational culture that can respond to changes in the external and internal environments, which corresponds to modern business models based on networks and digital ecosystems. The organizational culture should balance staff motivation and high standards of passenger service on a modern technological basis. The author investigates the relationship between the components of corporate culture (psychologically safe environment, integration of “just culture” attributes, reliable corporate values, leadership, transparent labor relations) and digital transformation trends (sustainable development, digital ecosystem, computer security, augmented reality, trust economy, artificial intelligence). The impact of each trend on the organizational culture of aviation enterprises and new opportunities for improving the organization are considered in detail. The conditions for creating a digital corporate culture as an integral part of their organizational culture are determined: organizational and psychological training of personnel to overcome resistance to change, preventive training and retraining, and development of digital infrastructure. Keywords: organizational culture, corporate culture, digital technologies, aviation enterprises, introduction of new technologies, sustainable development, artificial intelligence, machine learning, efficiency.
The article examines the specific features of the regulatory and legal framework for the formation of organizational culture in medical healthcare institutions under the conditions of transformation of the healthcare system of Ukraine. It is substantiated that an effective organizational culture is a significant factor in improving the quality of medical services, enhancing staff motivation, and increasing the effectiveness of managerial decision-making. The current legislative and regulatory framework governing the activities of healthcare institutions is analyzed, including the Constitution of Ukraine, national healthcare laws, labor legislation, regulatory acts of the Ministry of Health of Ukraine, as well as international documents and recommendations of the World Health Organization. It is determined that the regulatory and legal support for the formation of organizational culture is fragmented and mostly exerts an indirect influence on the development of values, behavioral norms, and ethical standards within medical teams. Particular attention is paid to the role of professional codes of ethics, medical care standards, internal regulations, and collective agreements as instruments for shaping organizational culture at the institutional level. The main problems of legal regulation are identified, including the lack of a systematic approach, insufficient specification of requirements for organizational culture, and limited mechanisms for monitoring compliance. The article proposes directions for improving the regulatory and legal framework for the formation of organizational culture in medical healthcare institutions, which include integrating value-based and ethical components into human resource management systems, developing internal corporate standards, and strengthening the role of leadership in implementing cultural change. The research findings can be applied in the management practice of healthcare institutions and used in further scientific studies.
Nadia Abdelhamid Abdelmegeed Abdelwahed, Bahadur Ali Soomro
In the present era, leadership and organizational culture contribute significantly to innovative behaviour. The present paper predicts the impact of leadership on innovative behaviour directly and indirectly through organizational culture in Egypt’s construction industry, targeting project managers. The researchers followed the domain researchers like Zheng et al. (2019), and Zhao and Sun (2024) to develop the conceptualization of the study. The researchers applied quantitative methods, where the data were collected using a survey questionnaire with a convenience sample technique. Finally, the study derived the results based on 336 valid cases. The results demonstrate a positive effect of transformational and transactional leadership on organizational culture and innovative behaviour. On the other hand, the organizational culture negatively affects innovative behaviour. Finally, the organizational culture mediates the connection between transformational, transactional leadership and innovative behaviour. The findings would navigate and mitigate challenges arising from the connection between organizational culture and innovative behaviour by establishing innovative capabilities platforms that contribute to an inclusive consideration of the intricate interconnections between leadership, organizational culture, and innovation in the construction sector. Finally, the study’s findings would enrich the depth of the literature by adding more empirical evidence from a developing context.
The essence of the concept of «corporate culture» is considered, the components of corporate culture, its main aspects are given, the key typologies of corporate cultures are presented, which are taken into account by business practitioners during its formation and evaluation of the impact on the company's development. The priorities of the company's corporate culture are reflected in the process of implementing management functions that ensure the effectiveness of the company's activities, in particular for employees, consumers (clients), state authorities and business partners. Factors that affect the level of influence of corporate culture on management processes or target groups are summarized, in particular: type of corporate culture, level of its manifestation, acceptance by employees, formalities, size of the organization. It was determined that corporate culture, like every system, has specific elements inherent only to it, in particular: values, leadership, communication, training and development, cooperation and team building, rituals and symbols, systems and processes, response to changes. These elements interact, creating a specific character of corporate culture, which determines the way of functioning and organization of interaction of its members. It is substantiated that in the conditions of international transformations, corporate culture is important for any organization, because managing it can influence the motivation of employees, the attractiveness of the enterprise as an employer; for each employee, his business reputation; on productivity and efficiency of labor activity; quality of work of employees; the nature of personal and industrial relations in the organization; creative potential of employees.
. The article presents a generalization, analysis and interpretation of the need to build a corporate culture for modern oil and gas enterprises and organizations, which would be based on the principles of mutual assistance. The problem of managing corporate cultures of Ukrainian enterprises and organizations is illustrated, which mostly consists in the fact that corporate culture still continues to be perceived as a kind of tribute to fashion — Ukrainian enterprises and organizations most often attribute the practice of corporate culture to the HR department, mentioning it only during corporate holidays. Moreover, HR professionals do not always think about business results and are rarely involved in making key management decisions. It is pointed out that it is extremely important to develop corporate cultures of oil and gas enterprises and organizations of Ukraine in the conditions of war, where the latter plays a key role in shaping their effectiveness and stability. The differences of corporate cultures of oil and gas enterprises and organizations from other socio-economic systems of the national economy of the Ukrainian state are presented. The considerations of foreign scientists regarding the management oil and gas companies corporate cultures are considered. As the core of the corporate culture, the practice of a culture of mutual assistance is proposed from the position of a tool for overcoming the distance between employees, as well as a component of team building to form a general "organizational aura" that motivates employees. So, it was also found that despite the urgency of implementing a mutual assistance culture, organizations still do not realize the benefits of its implementation. For this purpose the history of the formation of the phenomenon of mutual assistance in the history of economic thought and management is investigated. It is identified that, unfortunately, the topic of mutual assistance also does not have sufficient distribution in the works of administrative science — management. The recommendations for the elimination of crisis phenomena are presented.
Corporate culture is one of the most crucial elements of modern enterprise management, especially in the context of attracting and retaining talent. This article examines corporate culture as a strategic tool that not only shapes the internal environment of an organization but also directly impacts the company's competitiveness in the market. Corporate culture is defined as the set of values, norms, beliefs, and rules that dictate employee behavior and contribute to achieving the company's strategic goals. The focus is on analyzing its impact on talent acquisition and retention processes, employee motivation, loyalty, and engagement. The article emphasizes the importance of creating a conducive work environment that supports professional development and personal growth of employees. Various aspects of corporate culture are explored, such as open communication, opportunities for learning and development, recognition and reward systems, and creating a work-life balance. Different models of corporate culture that contribute to attracting talented professionals are examined, and the need for an individualized approach to developing cultural elements that align with the company's specifics and strategy is justified. The article also addresses the issue of talent retention, which includes not only a competitive compensation system but also the creation of conditions for professional growth, career advancement opportunities, and adequate support from management. It is highlighted that talent retention is a critical factor in ensuring the company's stable growth and achieving its long-term goals. The author concludes that corporate culture is a significant factor influencing employees' decisions to stay with the company, particularly through a sense of belonging, job satisfaction, and the ability to achieve personal and professional goals. By analyzing various approaches to shaping corporate culture, the author emphasizes the importance of integrating cultural elements into all aspects of management processes, from hiring and onboarding new employees to strategic planning and change management. It is noted that an effective corporate culture results from ongoing dialogue between management and employees, as well as organizational flexibility to adapt to changes in the external environment. Thus, the article underscores that corporate culture is a powerful tool for building a strong and cohesive team capable of achieving high results in the modern market. It provides recommendations for managers on enhancing the effectiveness of corporate culture through regular assessment, adaptation to new challenges, and alignment with the company's strategy. Successful implementation and maintenance of corporate culture require active involvement from leadership, a strategic approach, and a readiness for change, ultimately enabling the company to attract and retain the talent necessary for its development and success.
Abstract Aims Strategies focus on securing the competitiveness of medical device corporations by strengthening their organizational capabilities, which, in turn, ensure their continuous development. This study aims to investigate both management strategies and organizational culture, which may affect the performance of these companies, and analyzes the influence of education and training investment. Materials and methods We used data from the 3rd to 6th Human Capital Corporate Panel surveys by the Korea Research Institute for Vocational Education and Training as well as data from the Korea Information Service and 6,112 workers and 260 companies were analyzed. For the analysis, management strategy and organizational culture were set as independent variables, and corporation performance was set as the dependent variable. Additionally, investment in education and training was set as a control variable between the independent and dependent variables. Corporate performance was analyzed by dividing into organizational satisfaction and organizational commitment. Results Differentiation strategy and innovative culture had a positive (+) effect on organizational satisfaction, while cost leadership strategy and hierarchical culture had a negative (−) effect. On the other hand, in the case of interaction with education and training investment, cost leadership strategy and hierarchical culture had a positive (+) effect, while differentiation strategy and innovation culture had a negative (−) effect. In organizational commitment, innovation culture had a positive (+) effect, and hierarchical culture had a negative (−) effect. In the case of interaction with investment in education and training, only the hierarchical culture had a positive (+) effect. Conclusions The innovation culture positively influenced the performance of medical device companies. Furthermore, cost leadership strategy, hierarchical culture, education and training investment improved the corporate performance of these companies. To enhance corporate performance, these companies should create an innovation culture and invest in education and training in accordance with the organizational culture. PLAIN LANGUAGE SUMMARY COVID-19 has proven the excellence of Korea’s medical devices, and the medical device industry is expected to continue to grow due to the increase in chronic disease and non-face-to-face treatment. However, the current medical device industry is monopolized by global companies with capital and technological prowess. To overcome this, Korean medical device companies are developing innovative medical devices centered on start-ups, but now is the time to strategically respond to them in order to compete with global companies. In general, companies establish management strategies for survival and growth by analyzing threats and opportunities based on the market environment to maintain the optimal organization according to market competition, government policies, and changes in consumer needs. Strategies are often established based on the culture of the organizations that make up the company. When it comes to strategy establishment, the medical device industry has special characteristics compared to other industries. The medical device industry is based on advanced technology and puts patient safety first, requiring continuous product upgrades. Therefore, it is an essential industry for employees to invest in education and training. The analysis shows the effectiveness of investment in education and training according to the management strategy and organizational culture of medical device companies. It was confirmed that when medical device companies create an Innovation culture, their performance improves. It also shows that when medical device companies adopt a cost leadership strategy, they need to increase their investment in education and training to improve corporate performance.
Purpose The purpose of this study is to evaluate the effect of both positive and negative corporate cultures on employee performance in Saudi Arabia, in the presence of performance reviews and factors leading to positive work culture, in an environment that underwent serious modification with COVID-19. The changing work methods (online, remote, etc.) have left their mark necessitating revisiting the needs and capabilities of employees in the work environment. Design/methodology/approach This quantitative study uses primary data from small and medium-sized enterprises (SMEs), non-profit organizations, and transnational organizations, in their transient role and influence on organizational culture change. The data set includes 311 usable responses from 50 randomly selected organizations and is analysed using structural equation modelling to test the proposed model. Findings A healthy corporate culture serves as the basis for increased employee performance in the workplace. The three independent variables, availability of negative culture, availability of positive culture and employee perceived performance, have a positive impact on the dependent variable employee perceived effectiveness of performance reviews; however, factors leading to the development of a positive organizational has a negative influence. Research limitations/implications This study faced a limitation with the potential similarity of responses due to the large number of same-background respondents (engineers). However, the results are indicative of a trend. Moreover, the responses did not allow for cross comparison between responding organizational types (SMEs, non-governmental organizations and multinational corporations) as was planned. Practical implications Managers should motivate their respective employees, through ensuring the diffusion and sustainability of the right culture work environment. This should allow their teams to complete tasks with little or no supervision. Moreover, as the Saudi economy is gearing up for global competitiveness, this performance culture becomes a key for the success of the strategic plans, thus the high importance of the positive culture at work today. Social implications Understanding the importance of positive and negative culture at the managerial level would affect the relationship with employees and improve work environment and job satisfaction. Originality/value This study pinpoints the need to revisit a dimming topic, proving that with the end of the COVID-19 pandemic, managers need to go back to square one. The introduction of the many novel work systems, online, remote work, etc. have changed the work setting and environment. This is requiring a new look at the employees’ perceptions on factors influencing corporate culture and performance.
This study examines the influence of culture on corporate responses to climate change. Given the inherent uncertainty associated with climate change, cultural values, as a non-market force, are expected to impact corporate’s decision making regarding decarbonization.To investigate this, a sample of large firms from 23 societies participating in the Carbon Disclosure Project (CDP) survey was analyzed, along with cultural measures assessed by the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study. The findings of this study reveal that cultural values have diverse effects on corporate decarbonization efforts. Specifically, a preference for avoiding uncertainty and a future-oriented perspective tend to foster decarbonization, while a strong focus on performance appears to hinder such efforts. Additionally, the relationship between culture and decarbonization demonstrates a time-varying characteristic, indicating the influence of culture on carbon performance is contingent upon the evolution of carbon-related institutions over the study period.
Perkembangan zaman membuat semakin ketatnya persaingan dalam dunia perindustrian. Pentingnya organizational effectiveness dalam tolak ukur suatu organisasi mampu mencapai tujuan di persaingan dunia industri. Corporate culture sebagai faktor penting dalam menentukan organizational effectiveness. Budaya tempat kerja juga mendorong daya saing yang sehat di tempat kerja. Kemudian organizational innovation merupakan faktor penting bagi perusahaan untuk merangkul hal-hal baru, ide, dan sikap terhadap inovasi yang memberikan pengaruh terhadap organizational effectiveness. Namun demikian, peneliti menambahkan employee motivation yang dapat memberikan kontribusi terhadap organizational effectiveness. Employee motivation memainkan peran penting dalam mencapai organizational effectiveness. Tujuan penelitian ini adalah menganalisis pengaruh corporate culture, employee motivation, dan organizational innovation terhadap organizational effectiveness pada karyawan di perusahaan bidang kesehatan Jakarta. Analisa data menggunakan analisa regresi berganda dengan hasil menunjukkan bahwa corporate culture, employee motivation, dan organizational innovation dapat meningkatkan organizational effectiveness.
The purpose of this research was to study the image of the Faculty of Public Health. Mahasarakham university in the attitudes of alumni. There were 3 aspects affecting the image, consisting of credit acceptance and faith. Examples of the population used in this research were graduates or alumni. In Ubon Ratchathani province group Udon Thani Province Nakhon Ratchasima And Maha Sarakham Province Bachelor, master and doctorate levels, consisting totaling 100 people. The tools used to collect this information were interview a and a questionnaire about the image study of the Faculty of Public Health. Mahasarakham University. To investigate the attitudes of the alumni the data were analyzed using, percentage, mean and standard deviation. The results showed that the overall attitude towards the image in all three aspects was at a very good level. The items with the highest average in each aspect were as follows. The results of the research revealed that the attitude in all 3 aspects was at a very good level in all aspects. 1) Trust the overall picture was at a very good level. The highest average was the Faculty has the ability to transfer knowledge and experience in the taught courses and was able to create graduates with good morals and work ethics. It was able to create graduates who are knowledgeable and good working skills. 2) Acceptance The overall picture was at a very good level which is Faculty of Public Health students Mahasarakham university Able to build a reputation for the university by participating in national activities Faculty of Health Sciences Mahasarakham university There are ongoing activities within the community. Graduates of the Faculty were recognized as outstanding people in society. 3 aspects of faith. The overall picture is in a very good level. Is an educational institution that alumni are proud of, alumni have faith, respect the institution with pride. They build good relations with the community and participate in strengthening the community. Is a technical dependency for society.
Organizational behaviour, change and effectiveness. Corporate culture