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Creative problem-solving by corporations is frequently conducted within a group or a team framework. A relevant issue is to try to determine which type of corporate culture is most effective in enhancing performance in creative tasks. We present a series of experiments that aim at studying group creativity in contexts where corporate culture may tend to promote cooperation or competition among group members. Our experimental results show that cooperative corporate culture fosters creativity. We identify the reason for success as the emergence within the group of a social norm of high effort.

Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Figures and tables -- Acknowledgements -- Preface -- 1: What is competitiveness? -- 2: What is culture? -- 2.1 Culture in general -- 3: Japanese culture -- 3.1 Characteristic attributes of the Kami Way -- 3.2 Manifestations of the Kami Way attributes in history -- 4: The US culture -- 4.1 Characteristic attributes of the US culture -- 4.2 Charter of freedom -- 5: Similarities and differences between Japanese and the US cultures -- 6: Competitiveness and culture -- 7: What is enterprise competitiveness? -- 7.1 Three-layer structure of enterprise competitiveness -- 8: What is corporate culture? -- 8.1 Theories on corporate culture -- 9: Ohmi Merchants -- 10: The theory of Baigan Ishida's on merchant way -- 11: Corporate culture of today -- 11.1 Healthy culture of Hewlett-Packard's -- 11.2 Unhealthy culture of Xerox's -- 11.3 Turnaround of Nissan's from unhealthy culture -- 11.4 Confucianist Company -- 12: Competitiveness and corporate culture -- 12.1 Attributes of healthy corporate culture -- 13: Oticon, a 21st century-type company -- 14: The leading firm in the 21st century -- Epilogue -- Bibliography

Abstract
We investigate which form of corporate culture is most effective in enhancing individual performance in creative tasks conducted in group settings. We combine a series of experiments with a questionnaire on corporate values to test whether performance ranking and incentives succeed in instantiating a creative corporate culture. Being ranked against competitors and setting incentives at the group level serves as a social cue that appears to induce in members a significantly stronger pro-social attitude. When this attitude is shared by group members, a social norm of high effort emerges, and creative performance is significantly higher.

While both cultural and legal norms (institutions) help foster cooperation, culture is the more primitive of the two and itself sustains formal institutions. Cultural changes are rarer and slower than changes in legal institutions, which makes it difficult to identify the role played by culture. Cultural changes and their effects are easier to identify in simpler, more controlled, environments, such as corporations. Corporate culture, thus, is not only interesting per se, but also as a laboratory to study the role of societal culture and the way it can be changed.

How corporate culture affects a company's long-term success Today, more and more managers are learning that an organization's culture matters, and are, therefore, putting greater emphasis improving their company culture. The Economist's Organization Culture: Getting It Right can help. In Organization Culture, Naomi Stanford provides a road map for managers who want to: understand the power corporate culture has on a company's success; understand, define, position, and measure their organization's culture; avoid the common and costly mistakes of "culture change" programmes; and, keep their cult

In recent years, Chinese policymakers and corporate leaders have focused significant attention on the concept of corporate culture. This book will reveal the political, social and economic factors behind the enormous current interest in corporate culture in China and provide a wide range of case studies that focus on how large corporations like Haier, Huawei and Mengniu have attempted to transform their cultures, and how they represent themselves as complying with the Chinese government, s interpretation of "positive" corporate culture. Hawes demonstrates how the foreign concept of corporate culture has been re-defined in China to fit the Chinese political, social and cultural context. He examines how this re-definition of corporate culture reflects a uniquely Chinese conception of the purposes and social functions of the capitalist business corporation and how the Chinese Communist Party, s active promotion of "socialist" corporate culture evidences a shift in the Party, s identity towards a business-friendly champion of corporate and economic development. This work will be of great interest to students and scholars of Asian Studies, Business and Management and Chinese studies

Cooperation between workers can be of substantial value to a firm, yet its level often varies substantially between firms. We show that these differences can unfold in a competitive labor market if workers have heterogeneous social preferences and preferences are private information. In our model, workers differ in their willingness to cooperate voluntarily. We show that there always exists a separating equilibrium in which workers self‐select into firms that differ in their monetary incentives as well as their level of worker cooperation. Our model highlights the role of sorting and worker heterogeneity in the emergence of heterogeneous corporate cultures. It also provides a new explanation for the coexistence of nonprofit and for‐profit firms.
"Here you don't communicate. And sometimes you end up not knowing things. … Everyone says we need effective communication. But it's a low priority in action. … The hardest thing at the gates when flights are delayed is to get information."Customer service supervisor,
American Airlines
"There is constant communication between service and the ramp. When planes have to be switched and bags must be moved, customer service will advise the ramp directly or through operations. If there's an aircraft swap operations keeps everyone informed. … It happens smoothly."Customer service supervisor,
Southwest Airlines1

Analyzing American publications dealing with the concept of excellent public relations, the authors trace the development of organizational culture and its connection with societal culture, as well as an alyze theoretical and methodological issues of corporate culture and its impact on public relations in an organization. Special attention is paid to some ways in which professional PR departments can be come the source of progressive counter cultures inside the organization capable of changing a prevailing culture in the organization to make it more excellent.

AbstractIn this paper we test if a mutual fund's own corporate culture predicts fund performance. To do this we use Morningstar's corporate culture ratings for mutual funds and then examine the ability of these corporate culture ratings to predict risk‐adjusted performance of domestic equity funds over the period 2005–2010. Using methods that are robust to survivorship bias, we find there is little significant evidence that corporate culture predicts better fund performance. Indeed, we find that no individual component of the Morningstar stewardship rating including board quality, fees, manager incentives and regulatory issues is able to consistently predict fund performance.

This book explores the value component of corporate culture of companies and their relationship with production efficiency and personal values of the employee. The authors combine both qualitative analysis of the experiences of leaders of these organizations and the most advanced quantitative analysis regarding the corporate performances, The objective of corporate culture in a company is to align the organization's espoused values to the perceived (ideal) values of the corporation and its employees whether within the country or within the worldwide network of subsidiaries to create competitive success. We can call this value alignment among employees (irrespective of their nationality) the creation of company citizenship. We propose that company citizenship can be enhanced when the employees' personal values are in alignment with the values of the corporate culture in a multinational company. Corporate Culture in Multinational Companies examines this issue in the context of a number of Japanese multinational companies from various industrial sectors. This work explores the value component of corporate culture in these companies and their relationship with production efficiency and personal values of the employee, which create motivation. The authors combine both qualitative analysis of the experiences of leaders in these organizations and the most advanced quantitative analysis regarding corporate performance as reflected in the human resources in these organizations

This book answers the question of how soft factors such as corporate cultures and individual and corporate values can be transparently steered. With its C4 management tool and reflecting the seven driving forces of corporate culture, the Values Cockpit is a powerful solution designed to steer all dimensions and processes of a company, pursuing a lean approach. The book links strategic approaches on how to steer a company towards excellence with insights into the driving forces of human thoughts and actions. It subsequently introduces the Values Cockpit, which allows individual corporate cultures to be developed and controlled on the basis of a rational approach. It has since become commonplace that, for the best companies in the world, it is their great corporate culture that sustains their excellence and economic success. In order to establish such a corporate culture, all corporate values must be thoroughly controlled, steered and measured. This book serves as an essential guide, helping companies to reach these goals and ensure their sustainable economic success.