Leadership and Corporate Culture as Key Factors for Thriving Digital Change

2020 ◽  
pp. 55-61
Author(s):  
Martina Frost ◽  
Tim Jeske ◽  
Nicole Ottersböck
Keyword(s):  
Corporate Culture ◽  
Key Factors

scholarly journals АНАЛІЗ СПІВРОБІТНИКІВ КОМПАНІЇ ЯК НОСІЇВ КОРПОРАТИВНОЇ КУЛЬТУРИ

2019 ◽  
Vol 125 (4) ◽  
pp. 62-68
Author(s):  
Олена Миколаївна Афанасьєва ◽  
Валерія Вячеславівна Кошарна
Keyword(s):  
Staff Development ◽  
Corporate Culture ◽  
Social Life ◽  
Wide Spectrum ◽  
Equity Capital ◽  
Key Factors ◽  
Factors Affecting ◽  
Remuneration Policy ◽  
Business Structures ◽  
Definition Of

The paper explores the key factors affecting the corporate culture formation and development. Recently, the issues of corporate culture, especially in large organizations, trigger the focused attention of a number of management theorists and practitioners. It is a relatively new and insufficiently researched concept, both in this country and abroad. People make the foundation of any company, conversely any organization directs its activities towards a person fostering a multifaceted diversity of organizational culture brought in by each employee. This wide spectrum of variety is shaped by the uniqueness of each individual. Each person’s genetic background is exceptional which stems from people’s diversity of the universe. Ukrainian national individualism specified by the nature of social life plays a dual role in building a corporate culture domain of domestic business structures. Given the equity capital formation under the indirect ownership-based principle of “from individual to collective”, this feature of a national character contributes to corporate philosophy tailoring. The paper suggests a definition of the “corporate culture” concept as a set of values, beliefs, opinions, perceptions, expectations, symbols as well as behavior norms and patterns, traditions, rituals, etc. that have developed in the organization or its divisions during its life cycle and which are accepted by the majority of employees. The system of leadership based on encouraging practices is proved to be most effective. Diligent, initiative performance of management instructions, hard creative work in this case depend on the remuneration policy. Thus, incentives should be meaningful for a performer and feasible for a firm. Insights to a range of theoretical and practical aspects in building employee’s corporate culture are provided. The personnel particular role in facilitating the enterprise performance efficiency is revealed. The paper verifies the need to implement coaching in terms of effective training practices for staff development.

Knowledge Management Strategies Implementation in Innovation Intensive Firms

2009 ◽  
pp. 169-192 ◽  
Author(s):  
Fatima Guadamillas-Gomez ◽  
Mario J. Donate-Manzanares
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Corporate Culture ◽  
Information Technologies ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Key Factors ◽  
Managerial Perspective

This chapter analyses the implementation of knowledge management strategies (KMS) in technologyintensive firms. Firstly, a review of KMS in the knowledge management (KM) literature is carried out in order to conceptually establish the focus of the chapter. Next, some key factors for successful KM implementation, such as corporate culture, technological systems, ethical leadership, human resources management practices and organizational flexibility are identified and explained. After that, the case study of two firms which have successfully implemented a KMS in innovation-intensive industries, such as electronics and information technologies, is shown. Finally, and based on the results of the case study, some suggestions are extracted and recommendations are made from a managerial perspective in order to implement a KMS effectively.

HR-ANALYST: ACHIEVEMENTS, CAPABILITIES AND CONDITIONS OF USE

2017 ◽  
Vol 6 (1) ◽  
pp. 5-11
Author(s):  
Коновалова ◽  
Valyeriya Konovalova
Keyword(s):  
Organizational Performance ◽  
Corporate Culture ◽  
Practical Application ◽  
Key Factors ◽  
Current State ◽  
Wide Range ◽  
Productivity Increase ◽  
Potential Benefits ◽  
Staffing Needs ◽  
Interaction Management

The article deals with problems of HR analytics and its practical application to improve management decisions of individual and organizational performance. The results of Russian and foreign research on the current state of and prospects for the use of HR analysts are summarizes. The levels of HR analysts (from the drafting of HR-metrics to predictive modeling) are allocated, their characteristics are disclosed. The examples of the successful use of HR analysts in modern practice are given, special attention is paid to predictive analysts, the author highlights the potential benefits of organizing, its use for a wide range of tasks: forecasting staffing needs, forecasting staff turnover, improving recruitment, better interaction management talent, identifying the most valuable employees, corporate culture and management involvement, identifying key factors for motivation and success, increase staff productivity, increase efficiency of training and formation of competencies.

scholarly journals What organizational steps are necessary, to successfully establish a culture of open innovation in the company?

2021 ◽  
Vol 115 ◽  
pp. 03012
Author(s):  
Marco Pister
Keyword(s):  
Organizational Culture ◽  
Risk Factor ◽  
High Risk ◽  
Research And Development ◽  
Corporate Culture ◽  
Open Innovation ◽  
Key Factors ◽  
High Risk Factor ◽  
Relevant Topic ◽  
Innovation Processes

This paper investigates in open innovation, organizational culture, internal and external collaboration and the steps which are necessary to establish a culture of open innovation in the company. Open innovation is one of the most relevant topic in research and development. The research results concentrate on, how leaders can shape a corporate culture and environment in which open innovation processes are embrace and can implemented successfully. Innovation processes have a high risk factor. This is precisely why it is crucial to create a corporate culture that is open to failure and also accepts less successful attempts. The attitude of the management is one of many key factors.

scholarly journals Managers Role in Redefining Performance Management

2019 ◽  
Vol 9 (2S4) ◽  
pp. 208-210
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
Corporate Culture ◽  
Technology Development ◽  
Main Issue ◽  
Key Factors ◽  
Negative Effect

The key factors that influence the performance of each company today, such as globalization, innovation, technology development, demography, society, respectively cause some changes in firms. These changes may have positive or negative effect on employees, therefore whole organization. Successful companies with long-term focus on innovation need to be flexible, adapt the changes and do not let this changes cause misbalance. As employees are the main characters in company, who drive and generate ideas and creativity, it is essential to maintain the balance. This is mainly managers’ responsibility. The key determinant to innovation is organizational culture and managers are the ones who are responsible for creating and inculcating strong, innovation-oriented corporate culture. Thus, their role is very important in process of changes. This is the main issue to be discussed in this article accompanied by analysis of the relevant researches

scholarly journals Business development: A barometer of future success

10.5912/jcb65 ◽  
1969 ◽  
Vol 10 (2) ◽  
Author(s):  
Edmund L Valentine
Keyword(s):  
Corporate Culture ◽  
Chief Executive ◽  
Biotechnology Industry ◽  
Business Development ◽  
Product Line ◽  
Visionary Leadership ◽  
Senior Management ◽  
Key Factors ◽  
Future Success ◽  
Development Objectives

In the pharmaceutical and biotechnology industry, an excellent barometer of potential future success is a company's ability to find and execute accreditive deals. The key factors that differentiate successful companies are: (1) visionary leadership that sets aggressive but achievable, coordinated, measurable individual business development objectives to be met by designated dates, and (2) a proactive results- versus activity-oriented corporate culture. In these companies, senior management, from the Chief Executive Officer down, are focused on business development efforts to ensure that future product line gaps are filled before they materialise. Business development is supported by systems and processes that facilitate the timely identification and execution of accreditive deals. This paper discusses how successful companies set and achieve realistic business development objectives. Failure to fill future product line gaps through in-licensing, joint ventures or acquisitions will result in many companies being downsized, acquired or merged, or going out of business.

scholarly journals Identifying the key factors and proposing a roadmap for successful lean transformation in Vietnamese manufacturing firms

2020 ◽  
Vol 5 (2) ◽  
Author(s):  
Bui Nguyen Hung ◽  
Le Phuoc Luong ◽  
Nguyen Thi Duc Nguyen
Keyword(s):  
Corporate Culture ◽  
Balanced Scorecard ◽  
Manufacturing Firms ◽  
Key Factors ◽  
Structured Interviews ◽  
Commitment To Change ◽  
Lean Transformation ◽  
Change Projects ◽  
Stakeholder Communication

This study is conducted to identify the key factors and propose a roadmap for successful lean transformation in Vietnamese manufacturing firms. Eight managers of two companies having successful lean performances and two lean experts from university and consulting company are invited to participate in semi-structured interviews to verify key factors of a successful lean transformation as well as to promote a lean roadmap with tools used for lean transformation in the context of Vietnam. The research results show that 10 key factors promoting a successful lean transformation are Role of management, Involvement and Commitment to change, Balanced scorecard implementation, Corporate vision and values, Corporate culture of change, Persuasive situation for change, Change projects, KPI application, Lean consultants, and Stakeholder communication. The respondents also adopt a roadmap for a successful lean transformation in Vietnamese companies including 3 phases (preparation, implementation, maintenance and improvement) in which 5S, Visual Control, and Work Standardization are the three most remarkable tools for lean transformation.

scholarly journals FEATURES OF CORPORATE CULTURE AT IT ENTERPRISES IN MODERN CONDITIONS OF DOING BUSINESS

2021 ◽  
pp. 45-49
Author(s):  
Mokhnenko A. ◽  
Melnikova K.
Keyword(s):  
Corporate Culture ◽  
Management System ◽  
Key Factors ◽  
Doing Business ◽  
Economic Methods ◽  
National Characteristics ◽  
Career Growth ◽  
Modern Business ◽  
Labor Resources ◽  
It Enterprises

Modern business conditions contribute to the consideration of the concept of "corporate culture" as one of the main elements of the personnel management system. Today, corporate culture is of great importance as a set of features that determine the individuality of each enterprise. The culture of the enterprise is a system of values, a philosophy shared by all employees of the enterprise. The philosophy of the enterprise is formed by traditions, symbols, rituals, legends clear to all employees by which they are guided in daily activity owing to the internal conviction. At the same time, the problem of the influence of international and do-mestic experience on the formation of corporate culture of domestic enterprises requires more detailed study, which determines the relevance of further research. The article examines the world and domestic experience in the formation of corporate culture, analyzes the essence of the concept of corporate culture. The classification of types of corporate culture by the degree of mutual adequacy, by the degree of conformity of the hierarchy, by the content of the dominant values in the organization and depending on the nature of influence is given. The reasons for the unsatisfactory state of implementation of the national corporate culture are clarified. Basic levels and elements of corporate culture are determined. The functions of corporate culture in modern conditions are substantiated. New types of corporate cultures in modern business have been formed. The best examples of components of corporate culture of domestic IT-enterprises are given. It is determined that the key factors that are taken into account in the formation of corporate culture should be: national characteristics, with their negative and positive characteristics, the need to up-date senior management by creating motivational systems and conditions for career growth of young qualified professionals, the need to improve economic methods management. The results of the study can be applied in the process of forming the corporate culture of a modern enterprise.Keywords: corporate culture, management system, labor resources, IT-enterprises, values. У даній оглядовій статті проведено дослідження світового та вітчизняного досвіду формування корпоративної культури, проаналізовано сутність поняття корпоративна культура. Дана класифікація видів корпоративної культури за ступенем взаємоадекватності, за ступенем відповідності ієрархії, за змістом домінуючих в організації цінностей та в залежності від характеру впливу. З'ясовано причини незадовільного стану впровадження національної корпоративної культури. Визначено базові рівні та елементи корпоративної культури. Обґрунтовано функції корпоративної культури в сучасних умовах. Сформовано нові типи корпоративних культур в сучасному бізнесі. Наведено кращі приклади складових корпоративної культури вітчизняних IT-підприємств. Визначено, що ключовими факторами, які враховуються при формуванні корпоративної культури повинні бути: національні особливості, з їх негативними і позитивними характеристиками, необхідність оновлення вищої ланки управління за рахунок створення мотиваційних систем та умов для кар'єрного зростання молодих кваліфікованих фахівців, необхідність вдосконалення економічних методів управління.Ключові слова: корпоративна культура, система управління, трудові ресурси, IT-підприємства, цінності.

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