Competitiveness And Corporate Culture

Published in 1998. Rapidly advancing information technology plays an important role in the formation of new corporate organizations. Some people say, in fact, that the Internet itself may well suggest a future corporate organization. Under these circumstances, how is the corporate culture, which is integral to the organization, to be duly taken? What is an appropriate culture to the would-be future business organization, which will necessarily be all the more supported and strengthened by information technology? In the author's view, the cultures fit in well with the structure of enterprise competitiveness can readily evolve into the 21st century organization. Such a culture would, with no difficulty, find an arena of its own in the future organization and eventually become integral to the company.

There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.

Do corporate culture and leadership contribute to a firm's success? And if so, how? How can a company create and develop its corporate culture to compete successfully over the long term? Answers to these questions emerge in case studies of the business practices of six long-established and world-renowned companies: the BMW Group, Deutsche Lufthansa, Grundfos, Henkel, Hilti and Novo Nordisk. In a project initiated by the Bertelsmann Stiftung, researchers investigated these firms and analyzed the central characteristics of corporate success from a culture perspective. The case studies render a detailed picture of each firm's distinctive corporate culture and the factors that shape it. Based on these examples, Sonja A. Sackmann has identified concrete strategies and practices that illustrate how a company's management can make a significant contribution toward developing a dialogue-oriented corporate culture that supports a firm's viability. The appendix provides a checklist for readers who want to develop their firm's culture and practice culturally aware management.

Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Düsseldorf, language: English, abstract: Ever since globalization has started companies have been looking for ways to compete successfully on a global scale. Trends in the global environment such as rapid communication, technology innovation, and global sourcing models requiring to manage cultural differences are still challenging for many industries (cp. Yip, 2003, pp. 1–3). The airline industry being itself a reason for an increasing borderless world also faces these global trends and high competition due to expansion, consolidation, concentration, and alliances. Terrorism and rising costs for fuel, labour, maintenance, and security have not been the only threats for the industry. Also rising customer expectations e.g. regarding comfort, entertainment, experience, convenience, innovation, personalization and value for money require the airline industry to change dynamically. Moreover, airlines face demands for pollution control, corporate social responsibility, and sustainable travel. Rising competition from low-cost carriers is also relevant since their share of global capacity increased to more than 25 % in 2013. So, even if demand for air transportation has grown by an average of 9 % per year since 1960, and global airline revenues reached a new high of US$708 billion in 2013, airlines need to find ways to stand international and global competition as their environment potentially endangers profits and economic survival (cp. Lynes & Dredge, 2006, pp. 122–129; PricewaterhouseCoopers, 2014, pp. 2–3).

Comprises essays which examine the changes in business organization and relationships in context of the trend towards building more cooperative and more participatory relationships between stakeholders. The essays are grouped under four themes: Motivation and incentive structures within organizations (e.g. corporate culture, profit sharing); ownership and managerial control; supplier relationships and interfirm cooperation; and organizational systems and business strategies.

The complete understanding of organizational culture and personal values is fundamental for running and improving modern organizations. By identifying the underlying building blocks for behavior, strategy, and actions of organizations and their members, companies and researchers may discover innovative techniques to encourage productive and satisfying working environments. Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior is a collection of innovative research on how culture and personal values shape and influence leadership styles, decision-making processes, innovativeness, and other management practices. While highlighting topics including employee motivation, leadership style, and organizational culture, this book is ideally designed for managers, executives, human resources professionals, recruiters, researchers, academics, educators, and students seeking current research on cultural backgrounds and personal values for organizations.