Suchergebnisse

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.

Explores the relationship between contemporary corporate culture & recent attempts to criticize its increasing growth & influence. Naomi Klein's critique of corporate culture, No Logo (2000), is drawn on to shed light on how cultural corporatism creates a third culture comprising brand names, brand people, & brand-made media. It is argued that capitalist institutions have always been a major site for conspiracy theory, & consumers become part of corporate conspiracy practices by consuming mass-produced objects. Popular forms of conspiracy theory & their links with societal trends are examined to illustrate how they relate to critical engagements with corporate culture & its products. A discussion of how global corporate culture manages to subsume "subvertising" that attempts to undermine the corporate message maintains that even the efforts of "culture jammers" are being incorporated into marketing campaigns, as exemplified by Nike's "I am not/A target market/I am an athlete" campaign. It is contended that contemporary critiques of corporate influence as a form of colonization run into difficulties because they require remembering a time before the occupation. 23 References. J. Lindroth

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

While many culture researchers have devoted numerous articles to the nature and definitions of culture, relatively fewer articles have contributed towards culture and performance research. The purpose of this study is to investigate the possible relationships between corporate culture and organizational performance among Singaporean companies. The objectives of this study are twofold: first, it aims to investigate the validity of the culture construct. Can culture construct be operationalized along distinct, repeatable dimensions? Second, it attempts to assess how culture affects organizational performance. The organizational culture profile was used as the primary research instrument. Culture was found to impact a variety of organizational processes and performance. While more research remains to be done in this area, this study has demonstrated the power of culture in influencing organizational performance.

A complex mission in a market culture -- The consumerist culture of the university -- A corporate ethos -- Faculty and the division of labor -- The ideal of a liberal education -- Knowledge, modernity, and pragmatism -- Democratic education

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.
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