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This chapter defines an integrating role of values in the context of the management culture and corporate social responsibility (CSR). Although similar types of organizational culture predominate in the countries with similar historical, cultural, social and economic characteristics, three levels of values are highlighted, the significance of their integration and management standards oriented towards values congruence is substantiated. The developed axiological prerequisites of corporate social responsibility for managerial changes and the conditions of the formation of the value basis based on the idea of congruence are presented.

From the Beat poets' incarnation of the "white Negro" through Iron John and the Men's Movement to the paranoid masculinity of Timothy McVeigh, white men in this country have increasingly imagined themselves as victims. In Taking It Like a Man, David Savran explores the social and sexual tensions that have helped to produce this phenomenon. Beginning with the 1940s, when many white, middle-class men moved into a rule-bound, corporate culture, Savran sifts through literary, cinematic, and journalistic examples that construct the white man as victimized, feminized, internally divided, and self-d

Здійснено спробу соціально-філософського аналізу взаємозв'язку корпоративної культури та суспільства ризику. Розглянуто поняття корпоративної культури та суспільства ризику, досліджено особливості впливу ризиків на корпоративну культуру у суспільстві ризику. Розкрито комплекс критеріїв, за якими можна характеризувати рівень корпоративної культури в умовах суспільства ризику. Осуществляется попытка социально-философского анализа взаимосвязи корпоративной культуры и общества риска. Рассматриваются понятия корпоративной культуры и общества риска, исследуются особенности влияния рисков на корпоративную культуру в обществе риска. Раскрывается комплекс критериев, по которым можно охарактеризовать уровень корпоративной культуры в условиях общества риска. ; In this article was made an attempt to socio-philosophical analysis of the relationship corporate culture and risk society. The concepts of corporate culture and risk society have been considered. The peculiarity of risk influence to the corporate culture of risk society has been investigated. The paper presents a set of criteria by which characterizing the level of corporate culture in risk society. Corporate culture is an important part of modern society. Corporate culture reflects the company's values, norms of behavior of employees in the organization and rules of interaction with external target groups customers, partners and others. It has a significant impact on staff motivation, staff turnover in the organization and, ultimately, the efficiency of the employees. The corporate culture of each organization is unique and individual. It reflects the specifics of the company's business, especially the thinking and behavior of employees. Any changes in the content of corporate culture require considerable effort and a long time for employees to adopt new values and adapt to the new conditions. For example, the continuous development of corporate culture brings first results after 2 years, and the complete conversion of a company culture requires a minimum of 3-10 years. Thus, corporate culture is a risk factor in the company. The development of modern corporations shows that they are constantly developing and function in conditions of risk. The phenomena of corporate culture and risk are closely interrelated. If the corporate culture is weak, it may itself be a source of risk for the company or even lead to a crisis, and vice versa, the risk caused by other factors, may reveal the essence of corporate culture and the nature of declarative values. Thus, corporate culture manifests itself effectively in risk society. «Risk society» is a concept introduced by the German sociologist U. Beck. Risk society is a society that produces technological and social risks. With the development of science and technology the risks not only persist but are produced in even greater numbers. The risks threaten not only the life of the individual, but also society. Risks are not an exceptional case of social life, they are consistently reproduced in economic, political and social spheres of life. So society has to decide. Therefore, the risks are produced not only in business but also in all spheres of society. Therefore, these risks directly affect the corporate culture as part of the social structure. Thus the overall level of corporate culture in a society of risk can be evaluated based on the following criteria: first, the extent to encourage risk; second the degree of orientation to the end result or the means of achieving results; third, the degree of orientation on the needs of the individual or perform tasks; fourth, orientation on individual or group performance forms of work; fifth the level of aggressiveness, encourage competition between employees who work inside the organization and outside it; sixth stability, that is reliability and constant change and the desire for further development. After analyzing some aspects of the risk society, it can be argued that in modern society the risk emerges as a sociocultural development of society. Risk society affects the functioning of the corporate culture. Above the human and collective dominates risk, which forms the basis work. Because the corporate culture is changing, it forces the society as a whole to function in such situations where stereotypes, rules of behavior are absent as in a individually and as a social practice. Corporate culture can influence a person only when she became part of the risk.

The authors draw on wide professional experience to address the recent failures in corporate conduct in the United States, the emerging corrective measures and the increasing public outcry for ethical accountability in organisations and governments. They conclude that it is essential that ethics are integral to the culture of an organization; a superficial grafting on of an ethical code will not effect organizational change or encourage public trust.

AbstractThe aim of this study is to describe and analyse the relationship between the phenomenon of B Corp and M&A operations carried out by these companies. Italy is the second country at the international level and the first country at the European level to have been particularly active in this direction (Law n.208/2015). Therefore, a questionnaire was developed and sent to the certified Italian B Corps. The medium‐long‐term vision emerged in particular, and the values that guide these companies are ethics, sustainability and transparency. These are aspects that particularly characterise the ideals, identity and culture of B Corps, which are also involved in social and environmental issues. The research shows how corporate culture influences these companies from a merger and acquisition perspective. Cultural compatibility is important, as it allows the companies to operate according to common or similar visions regarding certain aspects that other companies probably find less important.

AbstractThis study aims to compare employee perception of corporate social responsibility (CSR) practice incomes and outcomes in the construction industry in Poland and Germany. It proposes a model that examines the influence of stakeholder pressure, culture, and CSR practices on company brand performance, reputation, and employee identification. The findings suggest that the structure of relationships varies for project‐managed construction companies in a developed country such as Germany and a rapidly transformed Poland. The structural equation modeling method was adopted to analyze the differences between the structures of relationships using AMOS and Process software. The key finding reveals that stakeholder pressure can lead to consistent CSR‐oriented system in the business environment. This study was first conducted in 2018 and then replicated in 2019 to confirm the results with 1,674 cases. The novelty essence is the comparison of the Polish and German structure of CSR practice incomes and outcomes related to employee perception.

Market research guide to American employers. Includes hard-to-find information, such as benefit plans, salaries, hiring plans, corporate culture and growth plans. Features indexes, tables, job market trends analysis and 7 Keys For Research. Includes our proprietary profiles of the 500 best, largest and fastest-growing corporate employers in America.

Market research guide to American employers. Includes hard-to-find information, such as benefit plans, salaries, hiring plans, corporate culture and growth plans. Features indexes, tables, job market trends analysis and 7 Keys For Research. Includes our proprietary profiles of the 500 best, largest and fastest-growing corporate employers in America

Market research guide to American employers. Includes hard-to-find information, such as benefit plans, salaries, hiring plans, corporate culture and growth plans. Features indexes, tables, job market trends analysis and 7 Keys For Research. Includes our proprietary profiles of the 500 best, largest and fastest-growing corporate employers in America

Market research guide to American employers. Includes hard-to-find information, such as benefit plans, salaries, hiring plans, corporate culture and growth plans. Features indexes, tables, job market trends analysis and 7 Keys For Research. Includes our proprietary profiles of the 500 best, largest and fastest-growing corporate employers in America