scholarly journals CHANGING CORPORATE CULTURE TO IMPROVE BUSINESS PERFORMANCE: CASE OF THE AUSTRALIAN AUTOMOBILE INDUSTRY

2010 ◽  
Vol 1 (4) ◽  
pp. 53-53 ◽  
Author(s):  
Clark Li Ke YOU ◽  
Max COULTHARD ◽  
Sonja PETKOVIC-LAZAREVIC
Keyword(s):  
Corporate Culture ◽  
Automobile Industry ◽  
Business Performance

Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gopal Krushna Gouda ◽  
Binita Tiwari
Keyword(s):  
Knowledge Management ◽  
Automobile Industry ◽  
Significant Relationship ◽  
Business Performance ◽  
Innovation Adoption ◽  
Corporate Communication ◽  
Sustainable Business ◽  
Business World ◽  
Content Type ◽  
Learning Agility

PurposeAlthough Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.Design/methodology/approachA sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.FindingsResults highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.Research limitations/implicationsThis study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.Practical implicationsThe paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.Originality/valueThis paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

THE RELATIONSHIP AMONG STRATEGIC ORIENTATIONS, ORGANIZATIONAL INNOVATIVENESS, AND BUSINESS PERFORMANCE

2018 ◽  
Vol 22 (01) ◽  
pp. 1850009 ◽  
Author(s):  
A. ZAFER ACAR ◽  
MEHTAP ÖZŞAHIN
Keyword(s):  
Firm Performance ◽  
Corporate Culture ◽  
Business Performance ◽  
Traditional Approach ◽  
General Structure ◽  
Strong Relationship ◽  
Business Environment ◽  
Organizational Innovativeness ◽  
Strategic Orientations ◽  
Technology Orientation

Today’s complex and competitive business environment restricts the managers to plan their futures strategically. Thus, strategic orientation approach is taking the place of traditional approach to strategic management by spreading strategic thinking to the employees like a corporate culture. The aims of this study are to explore the mutual relationships among market orientation, technology orientation, and organizational innovativeness, and to examine the joint effects of those key drivers on firm performance, and to advance the understanding of the role of the strategic orientations of the firms. Due to the general structure of the research model, a questionnaire survey on 161 manufacturing firms has been concluded. According to analysed data a strong relationship between strategic orientations and the firm performance is indicated. Foremost, the results show that product innovation can significantly assist a competitor-oriented firm in improving its financial performance, while a technology-oriented firm improving its growth and market performance.

scholarly journals Family and Cultural Capital. The perspective of familiness

2014 ◽  
Vol 4 (2) ◽  
Author(s):  
Pilar Ortiz García ◽  
Ángel Olaz Capitán ◽  
Juan Monreal Martínez
Keyword(s):  
Cultural Capital ◽  
Corporate Culture ◽  
Family Business ◽  
Business Strategy ◽  
Business Performance ◽  
Family Capital ◽  
The Family ◽  
Key Factor ◽  
Definition Of ◽  
Cultural Components

The influence of the family on a business, its commitment to the company and the values it conveys form a capital capable of influencing the global development of a business. This research analyzes family capital and in particular its cultural components as a resource influencing the direction of the company. Corporate culture as a guiding philosophy for family business strategy is a key factor in its success. In short, the cultural capital of a family business is a capacity for empowerment. The sharing of values and an agreed definition of the business mission and its beliefs exert an element of cohesion among its human resources giving competitive advantage. The issue is to understand how business performance is influenced. 

scholarly journals Desempenho Empresarial Superior e Cultura Corporativa na América Latina

2020 ◽  
Vol 13 (5) ◽  
pp. 1050-1067
Author(s):  
Alan Diógenes Góis ◽  
Márcia Martins Mendes De Luca
Keyword(s):  
Latin American ◽  
Corporate Culture ◽  
Business Performance ◽  
Corporate Performance ◽  
Dominant Culture ◽  
America Latina ◽  
Innovative Culture ◽  
The Relationship ◽  
Big Four ◽  
Latin American Countries

Purpose – Within the framework of Resource-Based View (RBV) we evaluated the relationship between corporate culture and superior business performance in a sample of 62 Latin American firms traded on the NYSE.Design/methodology/approach – Data retrieved from 20-F forms and the CRSP database, covering the period 2011-2016, was submitted to multiple linear regression with robust errors and random effects. Findings – Our results revealed that i) the 7 Latin American countries represented in the sample displayed a very similar mix of corporate culture, with a slight predominance of the competitive type, ii) less indebted and larger firms attained higher levels of superior business performance, and iii) auditing by one of the Big Four was associated with better performance in firms with competitive and creative culture. In the multiple regression analysis, creative culture was the best explanatory factor of superior corporate performance. Thus, we conclude that a culture with an emphasis on innovation generates competitive advantage.Originality/value – The organizations should make efforts to understand and manage the dynamics of corporate culture, harnessing their own dominant culture in the quest for superior corporate performance. As posited by RBV, our results show that investment in creative and innovative culture is particularly favorable to the creation of competitive advantage and, consequently, business performance.

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