scholarly journals THE ROLE OF CORPORATE CULTURE IN MOTIVATION OF ENTERPRISE STAFF

2021 ◽  
Author(s):  
O. Havrysh ◽  
K. Dramaretska ◽  
M. Hrozovskyi
Keyword(s):  
Corporate Culture

scholarly journals Diversity Management and the Role of Leader

2019 ◽  
Vol 2 (1) ◽  
pp. 30-39
Author(s):  
Ummeh Habiba Faria Benteh Rahman
Keyword(s):  
Systematic Review ◽  
Corporate Culture ◽  
Diversity Management ◽  
Previous Literature ◽  
Global Trade ◽  
Journal Articles ◽  
The Future ◽  
Diversity In The Workplace ◽  
Trade Market

AbstractThe paper’s intention is to provide the correspondence of the globalization and the diversity in the management in this current trade era. The aim of the article is to understand the leader’s role in diversity management which is rapidly changing the global trade market more clearly. Globalization has a very big influence on the diversity management these days, both directly and indirectly. This study is based on a systematic review of 14 journal articles presented on the concerned topic. It is divided into three main parts: the paper describes benefits of diversity management, leader’s role and the challenges which leaders face while playing the role in the diverse management. In the review, it was found that “diversity” in the workplace is one of the most important factors to run the business or corporation smoothly and workplaces are truly benefitted by the management of the diversity. It works as an “aid to trade” in the performance of the workforce in the corporate culture. Next, we explained the challenges which leaders face and how to avoid those by taking initial steps. The paper ends up by providing discussions, limitations of the previous literature and some suggestions to the future researchers.

scholarly journals Leadership and Motivation as Important Aspects of the International Company’s Corporate Culture

2021 ◽  
Vol 13 (7) ◽  
pp. 3916
Author(s):  
Ingrida Košičiarová ◽  
Zdenka Kádeková ◽  
Peter Štarchoň
Keyword(s):  
Corporate Culture ◽  
Rank Correlation ◽  
Chi Square ◽  
Exact Test ◽  
Main Research ◽  
Leadership Motivation ◽  
Kendall Rank Correlation ◽  
Friedman's Test ◽  
Chi Square Test

Although the issue of corporate culture has been taken over and addressed in the literature from various perspectives, there are very few researchers about the role of leadership and motivation in it, respectively very few researchers have addressed them as important components of the international company’s corporate culture. The present paper aims to point out that leadership and motivation can be perceived as important aspects of the international company’s corporate culture. The object of the investigation was an international company (situated in Italy) and its five subsidiaries (situated in Italy, Czech Republic, Germany, and Turkey). As the main research method, there was chosen the method of the questionnaire survey, which was attempted by all the company’s employees (totally 270 respondents). The questionnaire was divided into three separate, but logically related parts—leadership, motivation, and corporate culture, and submitted to two groups of respondents—the company’s management and its employees. In total 11 hypotheses were formulated and further evaluated by the methods of Pearson Chi-square Test, Fisher’s Exact Test, Cramer’s V coefficient, Kendall rank correlation coefficient, Eta coefficient, Spearman coefficient, Mann–Whitney U test and Wilcoxon W statistics, Kruskal–Wallis test, and Friedman’s test. The results of the research have proven that leadership and motivation are important parts of the corporate culture.

Translating Intervention: When Corporate Culture Meets Chinese Socialism

2017 ◽  
Vol 27 (2) ◽  
pp. 190-203 ◽  
Author(s):  
Andrew Chan ◽  
Stewart Clegg ◽  
Matthew Warr
Keyword(s):  
Cultural Values ◽  
Communist Party ◽  
Corporate Culture ◽  
Chinese Communist Party ◽  
Corporate America ◽  
Business World ◽  
The Core ◽  
Chinese Cultural Values ◽  
Contemporary Chinese

Under socialist development, the contemporary Chinese Communist Party (CCP) refashions thought management with a changed message. The Party increasingly promotes Chinese cultural values, through a policy of designed corporate culture programs within state-owned and private enterprises. The culture is one that inculcates corporate cultural values “imported” from corporate culture discourses in the Western business world. A curious “translation of ideas” has occurred, ideas that have traveled from the Korean Peninsula and War, through the boardrooms of corporate America and into the mundane practices of the CCP, to build corporate culture. At the core of this culture are practices that Schein has termed coercive persuasion. This article discusses the role of coercive persuasion in two sites: (a) China’s state-owned enterprises and (b) private businesses and social organizations. We conclude that as ideas travel, they may change in substance, whereas in form and functionality, they remain surprisingly similar.

Language at work in the Big Four: global aspirations and local segmentation

2018 ◽  
Vol 31 (7) ◽  
pp. 2031-2054 ◽  
Author(s):  
Dominic Detzen ◽  
Lukas Loehlein
Keyword(s):  
Corporate Culture ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Organizational Relationships ◽  
Native Languages ◽  
Content Type ◽  
Theoretical Concepts ◽  
Big Four

Purpose The purpose of this paper is to examine how professional service firms (PSFs) manage the linguistic tensions between global Englishization and local multilingualism. It achieves this by analysing the work of Big Four audit firms in Luxembourg, where three official languages co-exist: Luxembourgish, French, and German. In addition, expatriates bring with them their native languages in a corporate environment that uses English as its lingua franca. Design/methodology/approach The paper combines the institutionalist sociology of the professions with theoretical concepts from sociolinguistics to study the multifaceted role of language in PSFs. Empirically, the paper draws from 25 interviews with current and former audit professionals. Findings The client orientation of the Big Four segments each firm into language teams based on the client’s language. It is thus the client languages, rather than English as the corporate language, that mediate, define, and structure intra- and inter-organizational relationships. While the firms emphasize the benefits of their linguistic adaptability, the paper reveals tensions along language lines, suggesting that language can be a means of creating cohesion and division within the firms. Originality/value This paper connects research on PSFs with that on the role of language in multinational organizations. In light of the Big Four’s increasingly global workforce, it draws attention to the linguistic divisions within the firms that question the existence of a singular corporate culture. While prior literature has centred on firms’ global–local divide, the paper shows that even single branches of such firm networks are not monolithic constructs, as conflicts and clashes unfold amid a series of “local–local” divides.

The Building and Breaking of Peace

2021 ◽  
Author(s):  
Molly M. Melin
Keyword(s):  
Corporate Culture ◽  
Rational Choice Theory ◽  
Choice Theory ◽  
Bargaining Process ◽  
Peace And Conflict ◽  
Government Capacity ◽  
And Shifts ◽  
Corporate Actions ◽  
The Cost

The Building and Breaking of Peace considers the role of corporate firms in building peaceful societies. Examining the corporate motives for peacebuilding and then the implications of these activities for preventing violence and conflict resolution creates a holistic picture of the peace and conflict process. The book examines variation in corporate engagement as a product of corporate culture and shifts in government capacity, as well as threats to the ability to conduct business. Corporations engage in peacebuilding when there is a gap in the state’s capacity to enforce laws creating the demand for engagement but when there is stability that enables firms to supply peacebuilding. The book then considers the implications of corporate engagement for preventing and ending violence. Building on the rational choice theory of civil war and drawing from business research, The Building and Breaking of Peace examines the role of corporate firms in building peaceful societies. While firms are uniquely situated in their ability to raise the cost of violence, an active private sector acts as an additional veto player in the bargaining process, making it significantly harder to reach an agreement. The findings suggest that corporations help to prevent violence but not resolve it. These arguments are tested on original cross-national data of peacebuilding efforts by firms in Latin America, the Middle East, and Africa from 2000 to 2018 and in-depth case analyses of corporate actions and outcomes in Colombia, Northern Ireland, and Tunisia.

The Role of Strategic Leadership in Building the Geocentric Culture of Global Corporations

2017 ◽  
pp. 1769-1780
Author(s):  
Maria S. Plakhotnik
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Strategic Leadership ◽  
National Cultures ◽  
Beliefs And Values ◽  
De Vries ◽  
Global Corporations ◽  
Global Companies

The purpose of the chapter is to discuss the role of strategic leadership in building and sustaining geocentric organizational culture. The geocentric organizational culture is a corporate culture of global corporations (Perlmutter, 1985). This culture has to go above and beyond different national cultures that employees bring with them and foster those beliefs and values that are “comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) to all employees. The chapter starts with an introduction to global companies and the geocentric culture. Then a review works around strategic leadership is followed by a discussion of the role of strategic leadership in building and sustaining the geocentric culture.

The Role of Virtual Multicultural Teams in Corporate Culture

2011 ◽  
pp. 62-86 ◽  
Author(s):  
Amira El Guindi ◽  
Sherif Kamel
Keyword(s):  
Virtual Teams ◽  
Corporate Culture ◽  
Multicultural Teams ◽  
Cultural Backgrounds ◽  
Global Organizations ◽  
Team Members ◽  
The World ◽  
Information And Communication ◽  
Multicultural Team

Information and communication technologies are impacting today’s organizations and businesses in many diverse ways. The implications are perceived at the individual, organizational, and national levels. The old accustomed-to boundaries of national economies and markets are giving way to globalization and newly emerging trends. Competition is increasing, and due to the forces of change, the world market will sweep aside the small market players to make way for global organizations that are capable of penetrating the world markets through a massive global outreach strategy. In that respect, there is a need to invest in innovative business models such as virtual multicultural teams that are capable of handling the pressures of growing competition while capitalizing on the evolution of information and communication technology. Global organizations need to operate through a very flexible structure that allows freedom and speed, and replaces the hierarchical models with structures that are flatter and adequate for stronger and more efficient communication. Such a structure will allow bottom-up decision making and self-management and will capitalize on the advantages of employing multicultural teams; the diversified capacities, knowledge and business perception of these teams will be conducive to more in-depth innovation and creativity. Virtual teams can provide an organization with a solid opportunity to compete, making it easier to adapt to different situations and reducing conflicts. This chapter reflects the results of a study conducted in Egypt that targeted the determination of the possibility of reducing multicultural team conflicts by establishing a corporate culture that could have a strong influence on team members using virtual teams. The study covered six organizations operating through virtual multicultural teams and describes the analysis of the findings that relate to the role of corporate culture, the management style, and conflict resolution, among other elements. Global organizations face the challenge of operating through global multicultural teams whose members—coming from different cultural backgrounds—often stumble into conflicts that influence the overall performance of the organization. The core issue of this study is the impact of multicultural team conflicts on the overall organizational performance. Therefore, the objective of the study was to examine the relationship between corporate culture and multicultural team conflicts and to determine whether it is possible to reduce multicultural team conflicts by building a corporate culture in which all individual cultures would fit and where the management plays a vital role in transmitting the corporate culture to different teams in order to help global organizations become more efficient using virtual multicultural teams.

The Role of Emotional Intelligence in Knowledge-Enabled Customer Delight

2011 ◽  
pp. 146-164
Author(s):  
Suhaila Al Hashemi ◽  
Zahra Haji
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Management ◽  
Customer Satisfaction ◽  
Corporate Culture ◽  
Gulf Region ◽  
Customer Delight

The research found a relationship between emotional intelligence, knowledge management, and customer satisfaction. National and corporate culture influenced such relationship. The findings of this research therefore add a new dimension (namely, national and corporate culture in the Gulf Region) to the concepts of emotional intelligence, knowledge management, and customer satisfaction.

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