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The airline industry comprises a range of stakeholders including governments, industry organizations, local carriers, shareholders, and competitors seeking to access bilateral traffic rights between countries. The airline industry is required to work under a regulatory framework crafted sixty years ago to force all airlines to operate under the same international rules. These rules simultaneously aimed to maximize safety while restricting competition. Suppliers of aircraft, engines, reservation systems and airports are accessed by all competitors and provide airlines with little opportunity to achieve greater efficiency or competitive advantage. Despite this, each airline finds its place within the industry. The differences result from many factors including the economic freedom of their home country, their business model, nationality and ownership. Using mixed methods approach, a series of interviews with airline executives in Germany, Switzerland, Singapore, Thailand, Japan and Australia were positioned in Hofstede's model of national cultures. Analysis of the interview transcripts using Hofstede's keywords enabled the impact of national culture on airline decision-making to be studied. While airlines from small power-distance and individualist cultures are somewhat more likely to base decision-making on a broader involvement between employees and management, the overall finding of the interviews with airline executives is that Hofstede's framework is not a strong predictor of airline executive behavior.

PurposeThis study aims to provide insight into the current incorporation of corporate culture in national corporate governance codes. The authors identify three levels of incorporation for each of the following three dimensions: layers of corporate culture (the "what"), the alignment of corporate culture in the organization (the "for whom") and the board's roles regarding corporate culture (the "how").Design/methodology/approachTo assess the extent to which national codes have incorporated corporate culture, the authors used a sample of 88 national corporate governance codes. The authors performed a content analysis of these codes using a computer-aided text analysis program. The first step involved the identification of dimensions of corporate culture per national code. These dimensions were then assessed based on three levels of incorporation. Finally, the authors ranked national codes with similar levels of incorporation per dimension and aggregated the dimensions.FindingsThe data show that five of the 88 national corporate governance codes that the authors analysed scored the highest level in all three dimensions of corporate culture.Originality/valueThis is the first study to provide an overview of what national corporate governance codes say about corporate culture. The authors address two gaps in the existing literature. First, the authors develop and use a richer conceptualization of how corporate culture can be addressed in national corporate governance codes. Second, the authors analyse these corporate governance codes worldwide.

Intro -- Preface -- Table of contents -- 1 Concept of corporate culture -- 2 Dimensions and types of corporate culture -- 3 Total culture and subculture -- 4 Development of corporate culture -- 5 Transformation of corporate culture - factors and agents of change -- 6 Transformation of corporate culture - continued organizational and psychological process -- 7 Corporate philosophy and corporate vision -- 8 Product-market strategy -- 9 Organizational structure and personnel management system -- 10 Top management -- 11 International comparison of corporate culture -- Appendices -- References -- Index

The subject of this paper is to investigate the attitudes of owners and top managers of national organizations from different business sectors on how to increase the chances of the organization becoming competitive by raising the level at which the idea of corporate culture is realized. The paper starts from the assumption that the corporate culture depends on the context in which the organization operates and as such significantly affects performance. Each organization forms its own image in its organizational environment based on the strategy of quality of products and services it provides, the principles of behavior, and the moral principles of employees. Since it affects business performance and attitudes towards work, the corporate culture must be designed to be adapted to each work group. The results of the research show that depending on the decision makers in the organization and the management style, there are significant differences in the organizations in terms of the level at which the idea of corporate culture in the organization is realized. Hypothetical-deductive methods, analytical-deductive and comparative methods, explanatory methods, historical, and statistical-descriptive methods were used in the research.

The Key to Corporate Success Digitalization and new technologies are transforming society and the economy at a breathtaking pace. And yet, some companies seem to adapt to the changing conditions far better than others. So what is the secret to their success? Peter Fischer sets out to demonstrate that the key lies in corporate culture. After all, it is the people within a company who bear the responsibility for developing new rules and behaviors—in short, for creating nothing less than a company's DNA. His book lays out seven steps to creating a timely and sustainable corporate culture. Ranging from options for mobilizing staff to ensuring consensus in management—this is how a culture transformation succeeds and how a company becomes fit for the future. Biographische Informationen Dr. Peter Fischer holds degrees in business administration and psychology. He is the managing director of an international consulting firm based in Hamburg, Germany, and has worked for many years as an organizational consultant and management trainer. His bestseller The New Boss was published by Kogan Page in cooperation with Redline.

This article analyses how privatization influences corporate culture and employee wellbeing in the privatized companies. We hypothesized that the change process initiated with privatization and preparation for privatization would lead to a change in corporate culture and also to an increase in employees' perceptions of occupational stress and symptoms of mental and physical ill health, as well as a decrease in job satisfaction. In the long term, these symptoms should be reversed. The study was carried out in three companies, one of them with two data collections, which allowed for a cross‐sectional analysis and a quasi‐longitudinal one. The two types of analyses supported most of the hypotheses. In general, corporate culture changed towards a greater emphasis on performance and people orientation and on organizational integration. Occupational stress was found to be higher and job satisfaction lower before privatization. Mental and physical ill health, however, were found to be higher in the companies that had already been privatized for some time.